OPAPP Manual of Operations

REPUBLIC OF THE PHILIPPINES
Office of the President

OFFICE OF THE PRESIDENTIAL ADVISER ON THE PEACE PROCESS
MANUAL
OF
OPERATIONS
Volume 1
Message of the Presidential Adviser on the Peace Process

SECRETARY JESUS G. DUREZA
on the Comprehensive OPAPP Business System
Message from the PAPP

Greetings of peace!
At the outset, I congratulate the members of the OPAPP-PAHRDF Core Team for pouring their
valuable time and untiring efforts in the production of this new Manual of Operations and its
corresponding attached Manual on Database Management.
Finally, OPAPP as an institution can now fulfill its vision of having a Comprehensive Business
System not only to enhance OPAPP operations but to pursue government service orientation that is
peace-promoting and conflict-sensitive, as well as being gender and culture-sensitive.
Proudly, we can announce that this Comprehensive Business System will help us realize an
effective and efficient management and delivery of the agencys core services, with a dynamic,
more proactive, and professional Peace Process office. This new system has enabled us to have an
improved Information and Communications Technology Unit and an enhanced Human Resources
Management and Development Unit to better handle employee welfare and development.
Another laudable feature of this system is the establishment of a centralized database that will
provide us with the necessary tools for an effective Knowledge Management and Integration
system. The database system will offer several functionalities that facilitate knowledge sharing
within the organization, helping employees to have easy access and use of such information
technology tool.
Because of this new centralized database, we can now have a low-cost yet easy-to-access tool to
information and with applications beneficial to the office and our clients. It will be a user-friendly
and practical means of achieving organizational interconnection through document tracking,
directory management, program and project monitoring, geographic mapping and information,
human resources welfare and development;, procurement and inventory, and public service
accounting.
I salute everyone who has worked hard to pursue this effort towards achieving OPAPPs
organizational transformation. Cheers and hoorays to the real-life heroes of the Peace Process
the true vanguards of what we aspire most of all: peace in our nation and peace to the rest of the
world.
Mabuhay!
JESUS G. DUREZA
Secretary
PREFACE
Amidst the challenges and complexities of the environment of the peace process vis--vis the mandate of
the Office of the Presidential Adviser on the Peace Process (OPAPP), the need for a manual of operations
that will embody the mechanisms in the implementation of OPAPPs mandate becomes an exigent
concern.
This manual contains the OPAPP comprehensive business system that was developed by a fifteen (15) member Team composed of OPAPP staff and was called the Core Team. The development of this
business system was made possible under the auspices of the Australian government through the
Philippine Australian Human Resource Development Facility (PAHRDF). The PAHRDF, under its ShortTerm Training, has provided support to OPAPP in this undertaking. This training covered four (4)
components, namely; 1) Intensive training; 2) Local benchmarking; 3) Coaching and mentoring; and, 4)
Implementation workshop. The Core Team undertook the first two components on 5-29 August 2007 at
the Phinma Training Center in Tagaytay City, while the remaining two (2) were subsequently pursued
over a period of almost three (3) months.
In the development of the OPAPP comprehensive business system, the members of the Core Team were
guided by the framework which they themselves developed, following the workplace development
objective of the training, that is, peace promoting and conflict sensitive with the end view of providing an
efficient and effective management and delivery of its core services as well as developing a branding of
OPAPPs work.
The topics discussed in this manual were formulated in close consultation with the Unit Directors of
OPAPP to ensure that all matters of utmost importance in their respective units were carefully considered.
In summary, the major components of this manual comprising of four (4) chapters are as follows:
On the Organization and its Mandate
Mandate, Vision, Mission, and Goals
Organizational structure of OPAPP as well as its various Units
Job Descriptions
On the Operations
Program and Project Design and Resource Mobilization which establishes guidelines on the drafting
of a program or project design and on sourcing outside funding for the implementation of a project or
design;
Program and Project Implementation and Coordination which enumerates the processes to be
observed during the implementation of a project when OPAPP is the implementing agency; when it is
the oversight agency; and when it is just a partner agency;
Program and Project Monitoring and Evaluation which provides useful tools for monitoring and
evaluating program/project implementation;
Inter-Agency Linkages and Coordination which covers guidelines that will ensure the effective and
efficient coordinative work with other agencies/entities;
Technical Reporting and Documentation which provides the parameters on the preparation of
technical reports;
Conference, Events, Training, and Consultation Management which covers the guidelines on the
preparatory activities relative to the conduct of conferences, events, trainings and consultations; and,
Communications and Business Correspondence which covers the enhanced formats for all
correspondences.
On the Database Management System (DBMS)

Directory Management System (DMS) which contains all OPAPP network of contacts and properly
categorized for easy tracking of memberships and associations.
Human Resource Management System (HRMS) which contains OPAPP personnel-related
information/profiles and welfare concerns.
Peace Resources and Initiatives Management System (PRIMS) which contains information con all
OPAPP programs and projects, such as program/project areas, funding and implementing agencies
and program/project beneficiaries among others.
Document Tracking and Activity Calendar System (DTACS) which is the enhanced Document
Tracking Information System (DTIS). The enhanced DTACS will facilitate fast-tracking of
communications and includes an Activity Calendar for easy mapping out of events and activity.
Alleged Political Offenders/Rebel Returnees Management System (APORRMS) which contains all
information about individuals incarcerated by virtue of their political orientation or affiliation and
former combatants or rebel returnees.
Procurement and Inventory Management System (PIMS) which contains the systems on purchasing,
procurement, inventory, and maintenance of office supplies and equipment.
New Government Accounting System (NGAS which contains the basic accounting policies and
procedures based on the national governments accounting system and likewise integrated into the
system.
Geographic Information System (GIS)
It is worthwhile noting that the creation of a centralized OPAPP DBMS will facilitate faster sharing of
knowledge and is seen as a user-friendly and cost effective way of achieving organizational
interconnection, connected in a reliable network across organizational boundaries to help improve the
flow of information and knowledge in achieving OPAPPs goals/mandate. The centralized OPAPP
DBMS will be integrated into and will support the business systems processes developed and can be
accessed through the OPAPP Intranet Content Management System (ICMS). Likewise, the ICMS will be
linked to the OPAPP Website.
Complementary to this Operations Manual would be the Users Guide for each of the above
modules/components of the OPAPP DBMS for easy reference of employees.
On the other hand, the Core Team, in the process of developing this manual took cognizance of the need
to expand the Finance and Administrative Services Office and recommended to create a Human Resource
Management Division (HRMD) that will look into the welfare and well-being of employees. In addition,
the Team recommended the creation of an Information Communications and Technology Office (ICTO)
that will be responsible in the management, development, maintenance of the database management
system. Both recommendations were reflected in the enhanced organizational structure of OPAPP and the
same was approved by the Management Committee and Executive Committee in its meeting on 18
September 2007.
Furthermore, the Core Team has set some limitations in the development of this OPAPP Business
System. It took consideration only of the PAHRDF Short Term Training required output, specifically the
Operations Manual and Database Management System. It did not attempt to reorganize OPAPP nor
formulate/introduce new policy guidelines, and whatever recommendations it made were meant to
enhance and strengthen inter-office coordination for an empowered OPAPP staff.
The Core Team viewed this OPAPP Business System embodied in this Operations Manual as a work in
progress that needs to be regularly reviewed and enhanced to meet the demands of current situations. This
manual is not exclusive, that is, it can go beyond any administration that will come in the future. Relative
to this, the means to sustain and ensure the efficient and effective implementation of this manual depend
on the full support of management as well as the employees.
In ending, the entire members of the Core Team, who worked behind this worthwhile endeavor, regard
this OPAPP Business System, which is the product of their hard work, dedication, and commitment, as
their legacy to OPAPP. The Core Team also considers this manual of operations as the milestone output
of PAHRDF Short Term Training as far as the Core Team is concerned.
The Core Team
ACKNOWLEDGMENT
In coming up with this OPAPP Manual of Operations, the members of the Core Team extend
their sincere gratitude to the following for their generous and unwavering support: Honorable
Secretary Jesus G. Dureza, Undersecretaries Nabil A. Tan and Dimas Pundato, Assistant
Secretary for Operations Evelyn M. Daplas, Assistant Secretary for Finance and Administration
Ronald I. Flores, OPAPP Unit Directors and fellow employees.
The members of the Core Team also take exceptional recognition of the Philippine Australian
Human Resource Development Facility (PAHRDF) for the Short Term Training (STT) which
they participated in, as PAHRDFs support and contribution to OPAPPs peace and
development efforts towards the fulfillment of its mandate under the governments
comprehensive peace process.
Rodante G. Austria
Bien Jonathan C. Felix
Ma. Michelle L. Baclig
Oscar B. Bathan
Mitchel R. Confesor
Ernesto Rehuel A. Estonilo
Bhenaline M. Milahan
Allan Roy D. Mordeno
Lydia P. Pascua
Nenita L. Quilenderino
Dearyll G. Quines
Stella J. Valencia
Josefina B. Viana
Jefferson M. Ypanto
Edsel V. Mijares
TABLE OF CONTENTS
Content
Page No.
Message from the PAPP
Acknowledgment
ii
Preface
iii
Approval Sheet
iv
Table of Contents
Chapter 1 Introduction
I.
Brief Background of OPAPP

A.
The Organization and Its Mandate
B.
The National Peace Plan
C.
Vision and Mission Statement
D.
Core Values
E.
Organizational Structure
Chapter 2 Functions and Work Descriptions

I.
Introduction
II.
Policy Statements and Structures

A.
B.
Executive Offices
1.
Office of the Secretary
2.
Office of the Undersecretaries
3.
Office of the Assistant Secretary for
Operations
4.
Office of the Assistant Secretary for
Finance and Administrative Services
Panels/Committees
1.
Government Peace Negotiating Panel for
Talks with the Moro Islamic Liberation Front
2.
Talks with the CPP/NPA/NDF
6
6
7
7
8
8
3.
4.
5.
C.
3.
4.
5.
6.
7.
GPNP-MILF Secretariat
GPNP-CNN Secretariat
General Secretariat
9
9
10
Policy and Program Development Office

Information Communications and
Technology Office
Peace Institution and Development Office
Program Implementation and Monitoring
Office
Official Development Assistance Support
Unit
Media and Public Affairs Services
Mindanao Coordinating and Oversight Office
11
11
12
12
13
13
14
Finance and Administrative Services Units

1.
2.
3.
F.
8
8
Operations Units
1.
2.
E.
Panel Secretariats
1.
2.
3.
D.

Talks with the Rebolusyonaryong Partido
ng Manggagawa-Mindanao
Joint Enforcement Monitoring Committee
Government of the Republic of the
Philippines Monitoring Committee
Human Resource Management

Development Division
Administrative Services Unit
Finance Services Unit
Positions/Job Descriptions
1.
Director IV
2.
Director III
3.
Peace Program Officer V
4.
Peace Program Officer IV
5.
Peace Program Officer III
6.
Peace Program Officer II
7.
Peace Program Officer I
8.
Executive Assistant V
9.
Executive Assistant IV
10.
Executive Assistant III
11.
Executive Assistant II
12.
Confidential Assistant II
13.
Private Secretary II
14.
Chief, Administrative Officer II
15.
Administrative Officer V
16.
Administrative Officer IV
17.
Administrative Officer III
14
15
15
16
16
16
16
16
17
17
17
17
18
18
18
18
18
18
18
18
18.
19.
20
21.
22.
23.
24.
25.
26.
27.
28.
29.
30.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
D.
Administrative Assistant IV
Administrative Aide VI
Administrative Aide IV
(Reproduction Machine Operator)
Administrative Aide IV (Driver)
Administrative Aide IV (Utility Worker)
Administrative Officer V (Supply Officer)
Administrative Assistant V (Storekeeper)
Administrative Officer V (HRMO)
Administrative Officer IV (HRMD)
Chief Administrative Officer II,
Finance Services
Administrative Officer V (Budget Officer)
Budget Officer II
Budget Assistant
Administrative Officer V (Internal Audit
Officer)
Administrative Officer V (Accounting Unit)
Administrative Officer II (Accounting Unit)
Administrative Officer V (Cashier III)
Administrative Officer IV (Cashier II)
Information Technology Officer
Information Systems Analyst
Computer Programmer
Multimedia Specialist
Administrative Assistant VI
(Computer Maintenance Technologist)
18
19
19
19
19
19
19
19
19
19
20
20
20
20
20
20
20
20
20
20
20
21
21
OPAPP Internal Committees

1.
2.
3.
4.
5.
6.
7.
Executive Committee
Management Committee
Bids and Awards Committee
Program on Awards and Incentive for
Service Excellence Committee
Personnel Selection Board
Grievance Committee
Other Committees
21
21
21
21
21
21
21
Chapter 3 Policy Guidelines and Procedures

I.
Policy and Planning

A.
Introduction/Policy and Planning Directions
B.
Processes and Guidelines

1.
2.
3.
Policy Development
Planning
Monitoring of the Status of Implementation
of the Comprehensive Peace Process
22
22
25
27
II.
III.
IV.
Program and Project Design and Resource Mobilization

A.
Introduction
29
B.
Definition of Terms
29
C.
Development of Program/Project Concept
29
D.
OPAPP-Level Approval Process
30
E.
Development of a Full-Blown Proposal
31
F.
Resource Mobilization
32
Program and Project Implementation and Coordination

A.
Introduction
33
B.
OPAPP as Implementing Agency
33
C.
OPAPP as Oversight Agency
34
D.
OPAPP as a Partner Agency
34
Program and Project Monitoring and Evaluation

A.
Introduction
35
B.
Definition of Terms
35
C.
Monitoring and Evaluation (M & E) Framework

1.
Rationale and Objectives of M & E
2.
Types of M & E
3.
Frequency
4.
Phases of M & E
5.
Methodologies, Techniques and
Approaches in Conducting M & E
35
36
36
37
38
D.
E.
Coordination Mechanisms
1.
Pre-M & E
2.
Actual Monitoring and Evaluation
41
41
Documentation and Preparation of Report

(Post M & E)
1.
Important Considerations
2.
Types of Reports
3.
Report Structure
4.
Finalizing the Report
42
43
44
45
V.
VI.
VII.
VIII.
Inter-Agency Coordination
A.
Introduction
46
B.
General Guidelines
46
C.
Process
46
D.
Inter-Agency Coordination Organizational

Structure
47
E.
Basic Principles
47
F.
Inter-Agency Coordination Checklist
48
Technical Reporting and Documentation

A.
Introduction
49
B.
Types of Technical Reports and Corresponding

Guidelines
1.
Accomplishment Report
2.
Project Completion Report
3.
Post-Activity/Back-to-Office Report
4.
Assessment Report
5.
Completed Staff Work
6.
Minutes or Highlights of a Meeting
49
50
51
52
52
55
Conference and Special Event Organizing and

Management
A.
Introduction
56
B.
Definition of Terms
56
C.
Guidelines
1.
Planning a Conference or Event
2.
Preparing a Concept Paper and/or
Activity Proposal
3.
Process Flow for the Approval of the
Concept Paper/Activity Proposal
4.
Managing a Conference or Event
5.
Preparing Checklists
57
57
57
58
59
Communications and Business Correspondence

A.
Introduction
63
B.
Communications Management and Flow
63
C.
Standard Templates for External Correspondence/

Communications
65
D.
IX.
X.
Standard Templates for Internal Correspondence/

Communications
80
Information and Communication Technology

A.
Introduction
84
B.
Functions
84
C.
Scope
1.
2.
3.
4.
5.
6.
7.
84
84
84
85
85
86
86
Database Management
Database Administration
Database Warehousing
Database Storage
Software Design
Systems Management
Systems Administration
D.
Centralized OPAPP Database System (CODS)
87
E.
Content Management System Team (CMST)
87
F.
Database Applications
1.
Document Tracking and Activity
Calendar System
2.
Directory Management System
3.
Peace Resources and Initiatives
Management System
4.
Alleged Political Offender/Rebel Returnees
Management System
5.
Geographic Information System
6.
Human Resources Management System
7.
Procurement and Inventory Management
System
8.
New Government Accounting System
87
87
87
87
87
87
87
88

A.
Introduction
B.
Personnel Hiring, Management and Promotion

1.
Government Policies on Selection
of Employees
2.
Recruitment and Application Process
3.
Pre-Employment Requirements
4.
Employment Requirements
5.
Appointment Terms and Conditions
6.
Status of Employment
7.
Nature of Employment
8.
Effectivity/Revocation of Employment
9.
Orientation of Employees
89
89
89
92
92
93
94
94
96
96
10.
11.
12.
13.
C.
3.
4.
5.
6.
7.
XI.
99
101
105
105
Employee Welfare and Benefits

1.
2.
D.
Classification and Definition of

Personnel Movement
Policies on Resignation, Termination of
Service and Retirement from Service
Maintenance and Updating of
Qualification Index
Personnel Records and Reports
Employee Compensation Plan

Rules on Application, Approval, Coverage
and Availment of Paid Vacation Leaves,
Sick Leaves, Maternity Leave, Paternity
Leaves, Other Special Privileges and
Exemptions
Rules on Monetization of Leave Credits,
Commutation of Leave Credits and
Refund of Commuted Leaves
Performance Management Evaluation
System
Merit Incentives and Rewards System
Grievance Handling Procedures
Staff Development Program
Samples of Personnel Records and Reports
107
110
113
114
115
115
119
120
Administrative Management
A.
Introduction
135
B.
Code of Employee Behavior and Discipline
135
C.
Rules on Working Hours and Discipline
146
D.
Rules on Official Travels and Entitlement to

Travel Expenses
148
E.
Guidelines on Traveling to High-Risk Areas
154
F.
Rules on Use of Communication Facilities and

Services
154
G.
Rules on Use of Other Office Facilities and

Services
155
H.
Office Control and Security Measures
157
I.
Rules on Property and Monetary Accountability
158
J.
Rules on Procurement
159
K.
Rules on Cash Advances
160
XII.
Finance Management
A.
Introduction
162
B.
Rules
162
C.
Types of Financial Services Forms
162
Chapter 4
Repealing Clause
168
Chapter 5
Effectivity Date
168
1
Chapter I
INTRODUCTION
I.
Brief Background of OPAPP

A.
The Organization and Its Mandate

The history of the Office of the Presidential Adviser on the Peace Process (OPAPP) can
be traced back to the 1986 People Power Revolution. Since then, the National
Governments peace efforts have evolved over a period of two decades and spanned four
presidencies - Aquino, Ramos, Estrada, and Arroyo.
During the Aquino administration, one of its significant efforts to end armed conflict in
the country was the issuance on 11 August 1987 of Administrative Order (AO) No. 30,
Defining the Systematic Approach and the Administrative Framework for the
Governments Peace Efforts. This AO systematized a national approach to the pursuit
of peace as an organized process that will involve the mobilization of the various
components of Philippine society and the creation of the Office of the Peace
Commissioner (OPC). The OPC laid the basic foundations of the current Philippine
Peace Process and prepared the grounds towards the peace talks with the different rebel
groups.
The year 1992 gave birth to the comprehensive peace process under the Ramos
administration. He set the peace efforts of government as a priority agenda of his
administration. A most significant decision of the Ramos presidency was the amendment
of his previous amnesty proclamation through Proclamation No. 10-A on 28 July 1992, to
include the creation of the National Unification Commission (NUC). Likewise, the NUC
creation was embodied under Executive Order No. 19 issued on 1 September 1992,
Constituting the National Unification Commission Prescribing its Authority and
Functions and for Other Purposes. The NUC was an ad hoc advisory body tasked to
formulate and recommend to the President a viable general amnesty program and peace
process that will lead to a just, comprehensive and lasting peace in the country. The
recommendations submitted by the NUC to the President in July 1993 became the basis
of the formulation of a national peace policy. These recommendations led to President
Ramos issuance of Executive Order No. 125 on 15 September 1993, Defining the
Approach and Administrative Structure of Governments Comprehensive Peace Efforts.
EO 125 provided the official policy framework for the Ramos governments peace efforts
and created the Office of the Presidential Adviser on the Peace Process, its support
Secretariat, the Peace Panels for the peace talks and Panel Advisers.
Chapter I-Introduction
Under the Estrada Administration, EO 125 withstood rough sailing for two-and-a-half
years, until President Gloria Macapagal-Arroyo stepped into power after another people
power revolution was staged in January 2001, which ousted President Estrada.
In line with the present Governments commitment to the attainment of a just,
comprehensive and enduring peace, President Arroyo provided for an enhanced and
strengthened OPAPP in one of her very first executive issuances, Executive Order No. 3,
Defining Policy and Administrative Structure for the Governments Comprehensive
Peace Efforts, issued in February 2001, which became her official peace policy and
reaffirmed the Six Paths to Peace, as follows:
1. Pursuit of social, economic and political reforms to address the root causes of internal
conflicts;
2. Consensus building and empowerment for peace;
3. Peaceful, negotiated settlement with different rebel groups;
4. Programs for reconciliation, reintegration into mainstream society and rehabilitation;
5. Addressing concerns arising from continuing armed hostilities; and
6. Building and nurturing a climate conducive to peace.
B.
The National Peace Plan

To operationalize the Six Paths to Peace, a National Peace Plan (NPP) was formulated
through the following five (5) goals:
1. Permanent cessation of hostilities between government and major rebel groups;
2. Conflict-affected areas rehabilitated towards peace and development;
3. Healing and reconciliation among peoples in conflict attained;
4. Peace constituency broadened and citizens participation in the peace process
strengthened; and
5. Policy environment conducive to peace created and sustained.
These goals are reflected under Chapter 14 (Legacy Agenda No. 9: A just end to the
peace process) of the Medium-Term Philippine Development Plan (MTPDP) 20052010, which provides an official roadmap for the implementation of the Comprehensive
Peace Program in line with the new mandate of OPAPP under EO 3.
C.
Vision and Mission Statement

1.
Vision
To have an OPAPP working for a just and lasting peace for all Filipinos and
contributing towards the attainment of peace among all nations and peoples.
2.
Mission Statement
We, as vanguards of peace, are committed to work for a just and lasting peace
for all Filipinos and to promote peace among all nations and peoples. We pursue
active non-violent endeavors, adhere to truth and justice, as well as respect
diversity and uniqueness of others, keeping in heart and mind that public service
is a public trust. We lead the countrys efforts in community-based, holistic,
participatory, peace-promoting and conflict-sensitive interventions. We are
OPAPP.
D.
Core Values
The OPAPP embraces and reflects the following core values in the performance of its
mandate:
1.
Active non-violence;
2.
Public service is a public trust (characterized by creativity, innovativeness,

excellence, honesty and integrity);
3.
Adherence to truth and justice; and
4.
Respect for diversity and uniqueness of others (that is, equality and fairness
towards all).
4
E.
Organizational Structure
The enhanced Organizational Structure of OPAPP was approved by the Executive
Committee on 18 September 2007.
List of Acronyms
PAPP
Presidential Adviser on the Peace Process
DPAPP
Deputy Presidential Adviser on the Peace Process
USec
Undersecretary
GPNP-CNN
Government Peace Negotiating Panel for Talks with the Communist Party of the
Philippines/National Democratic Front/New Peoples Army
GPNP-MILF
Government Peace Negotiating Panel for Talks with the Moro Islamic
Liberation Front
GPNP-RPMM
Government Peace Negotiating Panel for Talks with the Rebolusyonaryong

Partido ng Manggagawa Mindanao
GRP-JEMC
Government of the Republic of the Philippines - Joint Enforcement Monitoring

Committee
5
GRP-MC
Government of the Republic of the Philippines Monitoring Committee
ASec
Assistant Secretary
HRMD
Human Resource Management Division
ICTO
Information and Communications Technology Office
PPDO
Policy and Program Development Office
PIDO
Peace Institutions Development Office
PIMO
Program Implementation and Monitoring Office
ODASU
Official Development Assistance Support Unit
MPAS
Media and Public Affairs Service
MCOO
GPNP-CNN Secretariat
Government Peace Negotiating Panel for Talks with the Communist Party of the
Philippines/National Democratic Front/New Peoples Army Secretariat
GPNP-MILF Secretariat
Government Peace Negotiating Panel for Talks with the Moro Islamic
Liberation Front Secretariat
GenSec
General Secretariat
HRMD
Human Resource Management Division
ICTO
Information and Communications Technology Office
MCOO
MPAO
Media and Public Affairs Office
ODASU
Official Development Assistance Support Unit
PAPP
PIDO
Peace Institutions Development Office
PIMO
Program Implementation and Monitoring Office
PPDO
Programs and Policy Development Office
6
Chapter II
FUNCTIONS AND WORK DESCRIPTIONS

I.
Introduction
The Office of the Presidential Adviser on the Peace Process (OPAPP) comprises the
following offices: Executive; Panel Secretariats; Operations; and Finance/Administrative.
II.
Policy Statements and Structures

A. Executive Offices
1. Office of the Secretary (OSec) provides the overall management, direction, and
supervision of the governments comprehensive peace process.
2. Offices of the Undersecretaries (OUSec) - provide the necessary assistance and

support to the Secretary/PAPP in the attainment of OPAPPs mandate.
Chapter II Functions and Work Descriptions: Introduction/Policy Statements/Unit

Structures/Work Descriptions
3.
Office of the Assistant Secretary for Operations (ASec-Operations) provides the necessary technical support to the Secretary and
Undersecretaries.
Note: The specific structures of the above offices are shown in the succeeding pages.
4. Office of the Assistant Secretary for Finance and Administrative Services

(ASec-FAS) - provides financial and administrative support to all
units/offices in the performance of their respective functions:

B. Panels/Committees
1. Government Peace Negotiating Panel for Talks with the Moro Islamic Liberation
Movement (GPNP-MILF) - acts as the official emissary of the President in the
conduct of negotiations, dialogues, and face-to-face discussions with the MILF.
It is primarily tasked with the continuation of the peace talks and conclusion of
the final peace agreement with the MILF.
2. Government Peace Negotiating Panel for Talks with the CPP/NPA/NDF (GPNPCNN) - acts as the official emissary of the President in the conduct of
negotiations, dialogues, and face-to-face discussions with the CNN. It is
primarily tasked with the continuation of the peace talks and conclusion of the
final peace agreement with the CNN.
3. Government Peace Negotiating Panel for Talks with the Rebolusyonaryong
Partido ng Manggagawa-Mindanao (GPNP-RPMM) - acts as the official
emissary of the President in the conduct of negotiations, dialogues, and face-toface discussions with the RPM-M.
4. Joint Enforcement Monitoring Committee (JEMC) - supervises and monitors the
implementation of the peace agreement signed between the GRP and the
Rebolusyonaryong Partido ng Manggagawa ng Pilipinas/Revolutionary
Proletarian Army/Alex Boncayao Brigade (RPMP/RPA/ABB).
Two
representatives from the GRP sit in the JEMC, together with representatives from
the RPMP/RPA/ABB and the civil society.
5. Government of the Republic of the Philippines Monitoring Committee (GRPMC) - monitors the implementation of the Comprehensive Agreement on Respect
for Human Rights and International Humanitarian Law (CARHRIHL) and
operates under the supervision of the GPNP-CNN. The GRP-MC was created by
virtue of EO No. 404 dated January 24, 2007.

9
C. Panel Secretariats
1. GPNP-MILF Secretariat - provides the necessary technical and secretariat
services to GPNP-MILF in pursuit of its mandate.
2. GPNP-CNN Secretariat - The GPNP-CNN Secretariat provides the necessary

technical and secretariat services to GPNP-CNN in pursuit of its mandate.

10
3. General Secretariat (GenSec) provides the necessary technical and secretariat
services to the GPNP-RPMM and the JEMC in pursuit of their mandates.

11
D. Operations Units
1. Policy and Programs Development Office (PPDO) formulates, recommends,
monitors, and evaluates policies and programs, including a peace legislative
agenda, to ensure and sustain an environment conducive to peace, and the
effective and efficient implementation of the comprehensive peace process.
2. Information Communications and Technology Office (ICTO) develops,

manages, and maintains information systems and the supporting technology
infrastructure, particularly client-server applications. It also provides the
necessary computer-related technical support and user training to all
units/offices.

12
3. Peace Institution and Development Office (PIDO) - leads in the
institutionalization and strengthening of sub-national and community-based
conflict prevention, conflict resolution, peace advocacy, and rehabilitation and
development efforts in conflict-affected areas.
4. Program Implementation and Monitoring Office (PIMO) - coordinates the

implementation of programs and projects aimed at addressing the socioeconomic reintegration needs of former rebels as well as supervises and monitors
the implementation of the various key provisions of the signed peace agreements
between the government and the rebel groups, in particular, with the Moro
National Liberation Front (MNLF) and the Communist Peoples Liberation
Army (CPLA).

13
5. Official Development Assistance Support Unit (ODASU) serves as the catalyst

in strengthening mechanisms and mobilizing assistance from the donor
community for the provision of services supportive of the governments
comprehensive peace process.
6. Media and Public Affairs Services (MPAS) promotes the comprehensive peace
process through intensified strategic advocacy and information dissemination
initiatives, anchored on the following strategies: Publicity and Media Information
Management, Social Marketing, Information-Education-Communication (IEC),
and Media Networking.

14
7. Mindanao Coordinating and Oversight Office (MCOO) serves as the

monitoring and coordinating office of OPAPP in Mindanao, particularly in the
areas of information dissemination on OPAPPs peace polices and programs and
establishing a network with the Presidential Assistants Offices and the
Mindanao Economic and Development Council (MEDCO) on peace and
development issues and their respective programs/projects in Mindanao.
E. Finance and Administrative Services (FAS) Units

1. Human Resource Management Division (HRMD) handles the recruitment and
selection of personnel; development of employees benefits/incentives programs;
implementation of the Alternative Dispute Resolution mechanism; staff
development and training; performance evaluation; and career development.

15
2. Administrative Services Division - ensures the effective implementation of
government administrative laws, policies, programs, and rules and regulations
covering the areas of procurement, supplies/inventory management, and general
services.
3. Finance Services Unit - ensures the strict implementation of the national

government accounting system vis--vis auditing rules and regulations for the
effective and efficient management and disbursement of government funds.

16
F. Positions/Job Descriptions
1. Director IV - heads an operations unit. He/she is responsible for the attainment

of the units mandate vis--vis that of OPAPPs. This includes all aspects of
management and supervision in terms of producing deliverables based on set
targets. He/she submits progress reports and updates to the PAPP, through
proper channels, on the implementation of all programs and projects; formulates
policies and strategies; prepares plans and programs in pursuit of the peace
agenda; and ensures effective and efficient staff performance.
2. Director III - heads a support unit. He/she is responsible for the attainment of
the units mandate vis--vis that of OPAPPs. This includes all aspects of
management and supervision in terms of producing deliverables based on set
targets. He/she submits progress reports and updates to the PAPP, through
proper channels, on the implementation of all programs and projects; formulates
policies and strategies; prepares plans and programs in pursuit of the peace
agenda; and ensures effective and efficient staff performance.
3. Peace Program Officer (PPO) V - assists the Director in the over-all supervision
of the Unit in terms of technical and administrative matters. He/she also performs
the following tasks:
a. development and formulation of policies, programs, plans, strategies, and
projects in line with the function of the Unit;
b. review of all reports/documents prepared by PPO IV and other technical
staff;
c. supervision on the performance of duties and responsibilities of the staff
under him/her within the Unit; and
d. submission of regular updates to the Unit Director on individual staff work
assignments.
4. Peace Program Officer (PPO) IV - reports to the Unit Director through the PPO
V and assists the latter in achieving the Units performance targets. In
coordination with PPO III, PPO II, and PPO I, the PPO IV also performs and
provides assistance on the following:
a.
b.
c.
d.
formulation of policies and programs relative to the Units function;

planning and implementation of Units projects and activities;
coordination with concerned government agencies, non-government
organizations, civil society organizations, peoples organizations, academe,
other peace partners, and stakeholders; and
preparation of technical reports and other correspondences.
5. Peace Program Officer (PPO) III - reports to the Unit Director through the PPO
V on matters pertaining to his/her specific assignment. In coordination with PPO
IV, PPO II and PPO I, the PPO III also performs and provides assistance on the
following:

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a. research work needed for the formulation of policies and programs relative to
the Units function;
b. planning and implementation of Units projects and activities;
c. coordination with concerned government agencies, non-government
other peace partners, and stakeholders; and
d. preparation of technical reports and other correspondences.
6. Peace Program Officer (PPO) II - reports to the Unit Director through the PPO
V on matters pertaining to his/her specific assignment. In coordination with PPO
IV, PPO III and PPO I, the PPO II also provides assistance on the following:
a. research work needed for the formulation of policies and programs relative to
the Units function;
b. planning and implementation of Units projects and activities;
c. coordination with concerned government agencies, non-government
other peace partners, and stakeholders;
d. preparation of technical reports and other correspondences; and
e. maintenance of an efficient filing system of records/documents of the Unit to
ensure easy retrieval of required information.
7. Peace Program Officer (PPO) I - reports to the Unit Director through the PPO V
on matters pertaining to his/her specific assignment. In coordination with PPO
IV, PPO III and PPO II, the PPO I also provides assistance on the following:
a. planning and implementation of Units projects and activities;
b. coordination with concerned government agencies, non-government
other peace partners, and stakeholders;
c. preparation of technical reports and other correspondences; and
d. maintenance of an efficient filing system of records/documents of the Unit to
ensure easy retrieval of required information.
8. Executive Assistant (EA) V - acts as the Head Executive Assistant to the PAPP.
He/she is responsible for the overall management and supervision of the OSec,
particularly in the implementation of its activities and concerns. The HEA also
performs the following:
a. review and assessment of communications received by the OSec;
b. preparation of daily updates to the Secretary and relay of
instructions/feedbacks from the PAPP to the concerned Units;
c. preparation of correspondences for the PAPP;
d. coordination with the technical and administrative staff on the requirements
of the Office;
e. handling of the schedules/appointments of the PAPP; and
f. management of the PAPPs official activities.
9.
Executive Assistant (EA) IV - oversees the schedules and appointments of

OPAPP senior officials, as well as ensures the maintenance of documents and
materials of the office.

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10. Executive Assistant (EA) III - acts as the technical staff of the official/Unit
Head. He/she also handles queries and responds to the concerns of the offices
visitors; monitors and maintains the incoming and outgoing documents; and
assists in the preparation of correspondences for the official/Unit Head.
11. Executive Assistant (EA) II - assists the EA III in monitoring the incoming and
outgoing documents, and handles the logistical and other administrative
requirements of the Unit.
12. Confidential Assistant II performs special tasks/concerns for the senior
official.
13. Private Secretary II - provides secretariat support to the Unit Director, which
includes keeping of schedules/appointments; handling of official calls; and
drafting of communications. He/she also maintains an efficient filing system for
easy retrieval of information.
14. Chief, Administrative Officer II implements government administrative
policies and issuances, and formulates internal guidelines. He/she also supervises
administrative (personnel management, staff development, and general services
requirements) and financial matters (budget, accounting, and cashiering).
15. Administrative Officer V - assists the FAS Chief, in coordination with
Administrative Officers IV and III, in planning, coordinating, and implementing
government administrative laws, policies, programs, rules, and regulations.
He/she also coordinates with all Unit Heads in the conduct of performance
appraisals, and in the preparation of the annual performance appraisal reports for
submission to the Civil Service Commission (CSC).
16. Administrative Officer IV - assists the Chief Administrative Officer through the
Administrative Officer V in planning, coordinating, and implementing
government administrative laws, policies, programs, rules, and regulations.
He/she also prepares contracts of employment and memoranda/office orders/
communications relative to administrative matters.
17. Administrative Officer III - assists the Chief Administrative Officer through the
Administrative Officer V in planning, coordinating, and implementing
government administrative laws, policies, programs, rules, and regulations. The
Administrative Officer III assigned to each OPAPP Unit performs the following:
a. monitoring of attendance of all personnel;
b. preparation of monthly reports on absences and tardiness;
c. assistance to the Unit Head in the implementation of administrative rules and
regulations; and
d. tasks of a Special Disbursing Officer (SDO).
18. Administrative Assistant IV - maintains an efficient filing system for easy
retrieval of information. He/she also monitors the incoming and outgoing
documents, coordinates with other OPAPP Units, and handles the logistical and
administrative requirements of the Unit.
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19. Administrative Aide VI - maintains an efficient filing system for easy retrieval of
information, monitors incoming and outgoing documents, and handles the
logistical and administrative requirements of the Unit.
20. Administrative Aide IV (Reproduction Machine Operator) handles the
reproduction, photocopying, and mimeographing of documents, reports, and
other printed communications of the Unit. He/she also ensures that all copiers
and mimeographing machines are regularly maintained and securely kept.
21. Administrative Aide IV (Driver) - chauffeurs the Unit Head and maintains the
service vehicle. He/she prepares trip tickets on all official travels, as well as
assists in the delivery of official correspondences and documents to concerned
offices.
22. Administrative Aide IV (Utility Worker) - ensures cleanliness and orderliness of
office premises and provides logistical assistance during meetings. He/she also
assists in the reproduction and mimeographing of office documents and in
performing messengerial and other related work.
23. Administrative Officer V (Supplies Officer) - acts as the properties and supplies
custodian of the Office, which involves storekeeping, acquisition and issuance of
inventories, and preparation of regular stock position report. He/she also acts as
both the purchasing officer and inspection officer, handles the maintenance and
repair of office equipment, and facilitates the upkeep of motor vehicles.
24. Administrative Assistant IV (Storekeeper) - assists the Administrative Officer V
(Supplies Officer) in the supervision, storekeeping, issuance of and inventories of
supplies and equipment. He/she also reviews specifications of all requisitions, as
well as ensures the availability of stocks.
25. Administrative Officer V (HRMO) acts as the Chief Human Resource
Management Officer (HRMO), who supervises the Human Resource
Management Division (HRMD). He/she also performs the following:
a. recruitment, selection, and placement of personnel;
b. development and administration of comprehensive staff development
programs; and
c. liaising with concerned government agencies relative to employees concerns.
26. Administrative Officer IV (HRMD) - assists the Chief HRMO in all activities
related to personnel management and development.
27. Chief, Administrative Officer (CAO) II, Finance Services - assists the FAS
ASec. in the supervision of the day-to-day activities of the Finance Division,
which includes the review of disbursement documents (i.e. project/program
proposals and other expenditures), certifies the availability of funds, prepares
financial reports for submission to concerned government agencies, and
supervises budget preparation.

20
28. Administrative Officer V (Budget Officer) assists the CAO II, Finance
Services in performing tasks related to budgetary and financial matters, prepares
financial statements for submission to concerned government agencies, and
handles the bookkeeping requirements.
29. Budget Officer II - assists the Budget Officer in performing tasks related to
budgetary matters, including the monitoring of budget releases/allotments.
30. Budget Assistant - assists the Budget Officer II in the preparation of annual
budget and in monitoring budget releases/allotments and maintains an efficient
budget filing system.
31. Administrative Officer V (Internal Audit Officer) - pre-audits disbursement
documents, such as vouchers and purchase orders and conducts program/project
audits. He/she monitors and records status of cash advances and liquidations in
the books of accounts, as well as assists in the processing of disbursement
documents.
32. Administrative Officer V (Accounting Unit) - assists in the conduct of
program/project audits. He/she is also responsible for the preparation,
remittances, and filing of income taxes withheld on all financial transactions, as
well as handles the preparation of bank reconciliation statements and other
related financial reports.
33. Administrative Officer II (Accounting Unit) - processes disbursement
documents and records of accounting transactions and budget allocations in the
books of accounts, as well as prepares of financial reports.
34. Administrative Officer V (Cashier III) handles the custody, receipt, and
disbursement of funds, acts as the controller of the petty cash fund servicing all
units, prepares financial reports/statements relative to all fund disbursements for
submission to concerned government agencies.
35. Administrative Officer IV (Cashier II) - assists the Cashier III in the day-to-day
operations of the unit, especially on check releases and payroll disbursements.
He/she handles cash collections/receipts and prepares financial reports.
36. Information Technology Officer (ITO) heads the Information and
Communications Technology Office (ICTO). He/she manages the development
and maintenance of OPAPPs information systems and the supporting technology
infrastructure.
37. Information Systems Analyst performs the systems analysis, design, and
development of IT solutions for OPAPP. He/she also assists the ITO in the
development of the information infrastructure, as well as performs research work
in search of new trends/updates relative to computer technology.
38. Computer Programmer performs the software programming requirements of
OPAPP, as well as provides computer-related technical support and user training
to all Units.

21
39. Multimedia Specialist creates the various digital audio/visual content needs of
OPAPP.
40. Administrative Assistant VI (Computer Maintenance Technologist) handles
the installation, assembly and set-up of computer hardware, and of the regular
maintenance of all office computers.
G. OPAPP Internal Committees
1. Executive Committee (ExeCom) composed of senior-level officials (Secretary,
Undersecretaries, and Assistant Secretaries) providing guidance on policy
direction and overall operations of OPAPP.
2. Management Committee (ManCom) composed of mid-level managers/Unit
Heads (Directors)/Chiefs responsible for the harmonized planning,
implementation, and monitoring of all OPAPP peace and development initiatives.
The ManCom recommends and executes policies as approved by the ExeCom.
3. Bids and Awards Committee (BAC) composed of four (4) members: one (1)
Chair; one (1) Secretary; and two (2) members. It was created in line with the
National Governments policy that procurement of equipment and supplies by all
government offices be competitive and transparent.
4. Program on Awards and Incentive for Service Excellence (PRAISE)
Committee composed of seven (7) members and headed by a Chairperson
created pursuant to the Revised Policies on Employee Suggestion and Incentive
Awards System (ESIAS) provided under Civil Service Commission (CSC)
Resolution No. 01-0112 and CSC Memorandum Circular No. 01, s.2201.
It ensures that productivity, innovative ideas, suggestions, and exemplary
behavior are identified, considered, managed, and implemented on a continuing
basis to cover employees at all levels.
5. Personnel Selection Board (PSB) composed of four (4) members and a
Chairperson responsible in assessing and recommending candidates for
appointment and promotion.
6. Grievance Committee composed of the highest official responsible for Human
Resource Management (HRM), who acts as a Chairperson; two (2) Unit Heads or
their equivalent positions; and two (2) members from the rank-and-file. This is
established as a machinery to address grievance between or among government
officials and employees.
7. Other Committees created for special activities that function for a limited
period of time (i.e. technical working groups and committees for special events)
to facilitate groundwork preparations in the conduct of a particular activity.

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Chapter III
POLICY GUIDELINES AND PROCEDURES

I.
Policy and Planning

A. Introduction/Policy and Planning Directions
The National Peace Policy provides the overall direction for the Office of the
Presidential Adviser on the Peace Process (OPAPP). It also defines the functions
and responsibilities of the Presidential Adviser on the Peace Process (dated 25
August 1993):
1. Recommend to the President policies and programs to ensure the implementation
of the Comprehensive Peace Process;
2. Coordinate the functions and activities of bodies created to implement various
components of the Comprehensive Peace process;
3. Report to the President on the progress of the implementation of the NUC
recommendations;
4. Request the assistance of government departments and agencies for the efficient
and effective implementation of the Comprehensive Peace Process; and
5. Perform other functions and exercise other powers assigned or delegated to him
by the President.
To operationalize the National Peace Policy, a National Peace Plan is deemed
necessary to effectively implement the comprehensive peace process. The current
National Peace Plan was approved by the Cabinet in September 2004 and was
adopted in Chapter 14, National Harmony: The Peace Process, of the MediumTerm Philippine Development Plan 2004-2010.
B. Processes and Guidelines
1.
Policy Development - involves the development/enhancement of the peace

policies and the government structures created under Policy Development for
managing the mandated peace process. It also covers the development of
enabling policies that mandate specific guidelines or enables the
implementation of the different components and programs defined by the
national peace policy, as follows:
a. Policy Research involves the formulation of a Peace Research Agenda
primarily aimed towards understanding the causes of violence and to find
ways to address them. It is meant to extract and provide information on the
peace environment to facilitate peace and conflict analysis and policy
agenda formulation.
Though policy-related research is the primary consideration of the Policy
and Programs Development Office (PPDO), policy research may be
undertaken by other units concerned with specific policy issues on the
peace process or jointly undertaken by the PPDO or commissioned by the
Chapter III-Policy Guidelines and Procedure:

Section I/Policy and Planning
23
PPDO to other research organizations/ individuals. Proposals for policy
research are submitted to the PPDO for review and comments, and
eventual endorsement to concerned OPAPP officials for approval and
funding.
Findings of completed policy research either by OPAPP staff or individual
or organization commissioned by OPAPP to conduct said research are
presented to the ManCom. A copy of the completed policy research is
provided to the PPDO which is responsible in ensuring that the findings of
a completed policy research are presented to OPAPP officials and staff.
Cognizant of the rich literature on peace efforts in other countries, the
PPDO monitors policy research development in other countries and
disseminate such information in OPAPP.
The PPDO regularly
disseminates the summary write-up to the different OPAPP Units, for
posting in the OPAPP website after approval of the concerned officials.
The following are the sub-processes involved in policy research:
Peace Policy database development and updating which covers the

following:
inventory of peace policies refers to the periodic review and
evaluation of peace policies in order to determine their
effectiveness and relevance; and
statistics on policy indicators refers to the development of
accountability mechanisms (including the selection of evaluation
methods and performance measures) and methods to measure
results and determine accountability against publicly stated
objectives; and the comparative performance of peace policies
implemented in other countries.
Environmental scanning/situational analysis which involves the

following:
anticipation of emerging policy issues;

identification of unanticipated side effects of proposed policy;
understanding emerging trends and crossover effects of policies;
support accountability (oversight and evaluation); and
identification and involvement of stakeholders, beneficiaries, and
expectation groups.
This sub-process also includes the generation of situational analysis

reports and identification of policy issues, gaps, opportunities, and
challenges.
Conduct of strategic/special research studies which includes:

formulation of policy agenda/recommendations, particularly
legislative agenda;

24
development and publication of knowledge products;
development of research proposals; and
peace policy research on peace efforts in other countries.
Conduct of Policy Dialogues/Fora/Round Table Discussions/Focus

Group Discussions within OPAPP and with other government agencies
and civil society groups - the PPDO is also responsible for inviting
experts on the peace process, both local and foreign, to make
presentations to OPAPP on their research studies.
Maintenance of a Peace Resource Center - refers to the management of

a centralized repository of peace information, library, peace
publications, and OPAPP archived materials, to aid peace research,
peace research agenda formulation, and maintain institutional memory.
The information and reading materials at the Library and Archives are
stored and accessed through a catalogue system containing the
following information:
Subject
Title
Author
Publisher
Brief Description
Type of document
No. of documents by title
No. of documents by subject
No. of documents by type
Code No.
Client name
OPAPP Unit/agency/institution
Contact No.
Date loaned
Due date
Date returned
b. Policy Formulation - involves the crafting of policy statements and

recommendations arising from a policy research and the formulation of an
overall strategic plan towards its implementation.
The PPDO is responsible for the policy formulation task (i.e. deriving the
policy recommendations or formulating the policy statements from the
various completed research proposals). The said policy formulation
highlights the implications of the policy recommendations to the current
peace work of OPAPP in the form of a policy brief.
The policy brief is regularly submitted to the members of the ManCom and
ExeCom to update them on the latest policy peace initiatives. These policy
briefs are posted in the OPAPP website after approval by concerned
officials.

25
Proposed Policies/Policies Developed undergo the following steps:

identification of issues or concerns and determination of their
parameters;
problem analysis and assessment of opportunities, including the
analysis and identification of causes and effects, as well as the
identification of key actors and partners concerned (Government
agencies, civil society groups and international organizations,
when necessary);
development of a set of rationales for and approach to government
intervention (First, it is decided whether or not government should
address an issue or problem. Based on positive determination, it is
decided how government should be involved); and
development of a set of policy goals and objectives to provide the
framework for specific actions or interventions (programs or
activities).
c. Policy Advocacy geared towards generating the approval and adoption of

policy recommendations by the decision-makers.
The PPDO undertakes the overall responsibility for the advocacy work. It
also provides a reference or briefing material on the policy being
advocated, which serves as the basis of the messages to be developed by
the Media and Public Affairs Service (MPAS) for the various media outlets
and the general public.
Policy advocacy is undertaken at various levels (national, regional, and
provincial) through the conduct of the following activities:
inter-agency meetings/conferences;
multi-sectoral fora;
public fora; and
information dissemination.
d. Policy Monitoring and Evaluation - involves the process by which

performance is measured to see the effectiveness of the policies and in
tracking the status of policy implementation and impact assessment.
This process requires the following outputs:
2.
reports on the status of implementation of policies; and

impact evaluation of policies.
Planning The PPDO leads the formulation and updating of the National
Peace Plan (NPP) which contains the following:
assessment of the implementation of the peace process;

goals and objectives of the peace process;
strategies;
targets; and

26
programs, projects, and activities.
The PAPP convenes an inter-agency technical working group (TWG) in the

formulation and assessment of the NPP. The PPDO provides secretariat
support to the said TWG.
The broad strands to consider in planning are:
Internal/External Assessment: An analysis and evaluation of internal and

external data and factors that affect the organization and the issue or
problem that is being addressed.
Foresight: Systematic identification, monitoring and analysis of long-term

trends and issues that are likely to affect the organizations future
environment and examine their implications on the organization.
Issue Analysis: An identification and analysis of strategic issues, problems

or concerns of critical importance to the organization and its beneficiaries,
stakeholders, and other concerned groups, by:
determining the desired outcomes or solution;

formulating the general end purposes towards which effort is directed;
identification of specific, measurable targets for accomplishment; and
crafting of methods used to accomplish goals and objectives.
The planning function is guided by the National Peace Plan and carried out on
different levels, as follows:
Strategic Planning
A strategic planning activity is conducted at the agency level shortly after a
change in the administration in government. This is necessary to provide a
comprehensive assessment of the implementation of the Comprehensive
Peace Process and evaluate its gains; determine the future directions vis-vis the priorities of the new administration; and set the targets for the
administrations doables.
In strategic planning, the following details are considered and identified
within an agreed timeframe of its implementation:
outcome/goal;
strategies;
activities/programs;
actual accomplishments;
agencies involved;
previous measurable outputs/targets; and
revised measurable outputs/targets.

27
Annual Planning
All Units formulate their respective plans for the annual planning of
OPAPP vis--vis the implementation of the National Peace Plan in the
beginning of the fiscal year for submission to, not later than 30 days, and
review of PPDO.
The steps at this sub-process are:
A memorandum from the OSec is issued, instructing the various
OPAPP Units to formulate their respective plans.
A Strategic Planning Workshop is scheduled at the start of the year for
a presentation and integration of the draft annual Unit plans.
The Unit plans take into consideration the necessary aspects for its
implementation. Thus, the Unit plan contains the following:
-
name of OPAPP Unit;

analysis of the situation and statement of the problem;
proposed activities to be pursued to address the problem;
identification of beneficiaries, as well as stakeholders and
implementing partners;
expected output per proposed activity;
work schedule/time frame;
resource requirements (internal allotment, funding generated from
external resources, personnel); and
reporting mechanism/ date of submission of progress/
accomplishment reports.
Consolidation of Unit Plans and Approval by the ExeCom
The PPDO consolidates the plans from various OPAPP Units within 15
days from date of conduct of annual planning, then submits the
consolidated plan to ManCom for review and recommendation to the
ExeCom. Upon ExeComs approval, the PPDO publishes and circulates
the approved consolidated plan within OPAPP.
3.
Monitoring of the Status of Implementation of the Comprehensive Peace

Process involves processes at different levels in monitoring the
implementation of the Comprehensive Peace Process. These are:
a. Monitoring of the overall implementation of the Comprehensive Peace
Process and the National Peace Plan in achieving organizational goals.
b. Annual/Semi-annual assessment of the implementation of programs in
relation to the targets set the previous year.
c. Quarterly assessment of the implementation of programs in relation to the
targets set for the year.

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The following are the activities for each of the abovementioned levels in
monitoring:
Submission of the following information by the various OPAPP Units:
name of Unit involved;

general goal;
specific strategy;
broad activities or actual accomplishments for a specific given
time/period;
agencies involved;
previous measurable outputs/targets; and
revised measurable outputs/targets.
Consolidation and review of Unit inputs, and initial formulation of

recommendations by PPDO for presentation to the ManCom
Review of consolidated status report and finalization of the

recommendations by ManCom for submission to the ExeCom
Review of status report and approval of recommendations by the

ExeCom
d. Quarterly assessment of the OPAPP Physical Report of Operation as

mandated by the Department of Budget and Management (DBM) for
compliance by all government agencies. This entails the following
activities:
Submission of data by the various OPAPP Units on:
name of the Unit involved;

identification of Major Final Outcome (MFO);
specific strategy;
broad activities or programs to address a specific component of the
MFO;
identification of performance measures by program;
identification of physical target by program;
actual accomplishments for a specific given time/period by
program;
identification of variance on target vis--vis actual implementation;
remarks to provide justification for discrepancies in
implementation;
consolidation and review of Unit inputs by PPDO for submission
to the ASec. for Finance and Administrative Services; and
review of consolidated status report by FAS for submission to
DBM.

29
II.
Program and Project Design and Resource Mobilization

A. Introduction
OPAPP is mandated to carry out the various aspects of peace work, especially in conflictaffected and vulnerable areas in the country.
The design of OPAPPs programs and projects that require technical and financial
support is guided by the following:
1. Clear alignment/support to the overall mandate of OPAPP (mission statement, vision,
goals, the Six Paths to Peace);
2. Manifestation of a participatory/consultative process (needs assessment and
prioritization of areas/communities);
3. Demonstration of convergence/complementation of efforts of all concerned
government agencies, local government units, non-government organizations,
academe, religious groups, and the international community;
4. Gender and culture sensitivity in all aspects of program/project design; and
5. Conflict sensitive and peace promoting program/project design and planning.
B. Definition of Terms
Programs refer to initiatives with broad scope or coverage based on the overall thrust or
goal of the country, agency, organization, institution, etc. Major focus areas of programs
can be sectoral, geographical, or thematic.
Projects refer to program components, which are implemented through specific
activities. Projects should support the overall goal and objectives of a program.
C. Development of Program/Project Concept
All OPAPP Units follows the outline below in designing and formulating a
program/project concept proposal:
I. Project Title
II. Background/Rationale
Explains the background of the proposed program/project, as well as its
significance/importance in relation to the mandate of OPAPP and to the intended
beneficiaries in target areas. It should explain why the program/project is different
from existing programs/projects.
III. Program/Project Objectives
Explains what the program/project intends to achieve during and at the end of the
implementation period. Objectives should be specific, measurable, attainable,
relevant, and time-bound (SMART).
Chapter III-Policy Guidelines and Procedures:

Section II/Program & Project Design and Resource Mobilization
30
IV. Program Components/Project Activities

Describes the focus sectors/areas that the program intends to cover for
implementation or specific activities that the project intends to conduct.
V. Program (per components) / Project (per activity) Expected Outputs
Enumerates concrete outputs that should be delivered at the end of a
program/project implementation.
VI. Areas Covered
Enumerates areas where programs/projects will be implemented.
VII. Target Beneficiaries
Explains the profile of the intended beneficiaries of the program/project, as well as
how they will benefit from the program/project.
VIII. Project Duration
Provides the timeframe for the implementation of program/project.
IX. Estimated Budget
Provides the indicative budget for the program/project.
D. OPAPP-Level Approval Process

The Official Development Assistance Support Unit (ODASU) of OPAPP is the lead unit
in consolidating all priorities of OPAPP in the form of project proposals for possible
funding through Official Development Assistance (ODA).
Program/Project proposals developed by any OPAPP Unit are forwarded to the ODASU
for further review and referral to possible funding agencies (local and international).

31
The resource mobilization process of OPAPPs program/project proposals is as follows:
E. Development of a Full-Blown Proposal

The ODASU regularly coordinates with donor and partner agencies on the status of
proposed programs/projects for their possible assistance. Once considered and/or
approved by donor and partner agencies, a full-blown proposal shall be prepared using
their corresponding format, process, and guidelines in coordination with the National
Economic and Development Authority (NEDA). The ODASU shall then work with
OPAPP
concerned
units,
as
well
as
other
concerned
partner
agencies/offices/organizations of OPAPP, towards the development of the full-blown
proposal.

32
F. Resource Mobilization
All OPAPP Units submit their proposed priority programs and projects (in support of the
National Peace Plan) to the ODASU annually for harmonization and consolidation, prior
to mobilizing appropriate resources for its implementation.
The PAPP attends the annual conduct of the Philippine Development Forum (PDF), a
mechanism/venue among Government Agencies and Donor Agencies in discussing
various peace and development efforts in the country. Moreover, the PAPP meets with
bilateral and multi-lateral donor agencies, as well as foreign embassies in the Philippines
to discuss partnerships and collaborative efforts in pursuing peace and development in the
country. These engagements serve as OPAPPs windows in mobilizing ODA resources
for the realization of its major programs and projects.

33
III.
Program and Project Implementation and Coordination

A.
Introduction
Once funding for the program or project had been obtained, an implementation plan
is formulated, as follows:
1. List the activities necessary to achieve the objectives of the program/project;
2. Determine what should be done first and what resources are needed for said
entities; and
3. Analyze the workload and make a work plan or action plan that will ensure all
activities will be done on time.
B.
OPAPP as an Implementing Agency - As the agency that will manage the effective
and efficient implementation of a funded program/project related to its mandated
functions, OPAPP:
1. Strictly adheres to the policies and guidelines set forth by the government
regarding the release of funds and the proper implementation of the project or
program.
The guidelines for the implementation of the system of fund delivery are the
following:
The funds allocated for the project/program shall be in accordance with the
terms and conditions as specified by the government and the source of
funding (e.g. PSF) shall be duly indicated at all times in all the
program/project documents;
The funds shall be used solely for the program/project as specified in the
design/proposal;
The program/project funds shall be deposited in a separate back account
under the project/programs name;
The fund cannot be maintained in a Time Deposit Account; and
Any savings or interest earnings generated from the program/project shall be
channeled back to the program/project.
2. Institutes a built-in comprehensive documentation, evaluation and monitoring

system pursuant to the existing laws, rules and regulations set forth by law and
policies and guidelines set forth by the government.
3. Provides the appropriate services and logistics and establishes linkages with other
organizations (e.g. NGOs, PVO, and other government entities) for the institution
building, training, social preparation and other support services needed by the
program/project beneficiaries.
4. Submits quarterly operational (physical and financial) status reports to the
President.

Section III/Program & Project Implementation
and Coordination
34
C.
OPAPP as an Oversight Agency - As the agency that will oversee the

implementation of a program/project, OPAPP:
1. Closely coordinates with the implementing agency or institution by entering into
an agreement (either through MOA, MOU or Legal Contract) stipulating therein
the role or duties and responsibilities of both entities;
2. Sees to it that there is a corresponding Program of Work or Action Plan that will
guide in the program/project implementation;
3. Releases the program/project funds only after the implementing
agency/institution have fully and substantially complied with the policies,
guidelines and documentary requirements set by the government in any
project/program implementation;
4. Releases the funds on a staggered basis, depending on the financial requirements
specified in the program of work or action plan; and
5. Requires the implementing agency/institution to submit periodic report to
monitor and assess the implementation of the program/project.
D.
OPAPP as a Partner Agency - As a partner agency in program/project

implementation, OPAPP:
1. Closely coordinates with the other partner agency/ies and enter into an agreement
detailing their responsibilities in the program/project implementation;
2. Readily shares appropriate services and logistics when and if necessary and in
accordance with the terms or provisions specified in the agreement as well as
provide support for the institution building, training, social preparation and other
services needed by the program/project beneficiaries; and
3. Regularly meets with partner agency/ies during the project/program
implementation and recommend possible policies and courses of action for
smooth program/project implementation in the interest of the beneficiaries.

Section III/Program & Project Implementation
and Coordination
35
IV.
Program and Project Monitoring and Evaluation (M & E)

A. Introduction
Monitoring and evaluation (M & E) as a tool is intended to provide necessary and
occasional information about the details and activities involved on a certain
project/program (i.e. whether the objectives and targets are being complied or not and the
implementation is being conducted according to the prescribed policies and guidelines).
This will provide basis for the officials to make decisions and take the necessary actions.
B. Definition of Terms
Although the term monitoring and evaluation tends to get run together as if it is only one
thing, they are, in fact, two distinct sets of organizational activities, related but not
identical.
Monitoring is the systematic collection and analysis of information aimed at improving
the efficiency and effectiveness in the implementation of a project or a program. It helps
to keep the work on track, let the management know when things are going wrong and
provide the basis to address the problem.
Indicators are simply the factors that are measured during monitoring. Indicators tell
about the progress (or otherwise) in a program or project. They may not always be in
numeric terms, but also in quantitative terms.
Evaluation is the process by which an analysis on the technical, financial, economic,
social and operational aspects of the project or program is made. It looks at what ought to
be done, what have been accomplished, and how it is accomplished. It can be formative
(taking place during the life of a project or organization, with the intention of improving
the strategy or way of functioning of the project or organization). It can also be
summative (drawing learnings from a completed project or an organization that is no
longer functioning).
C. Monitoring and Evaluation Framework
1. Rationale and Objectives of M & E
Keep track of the progress of project or program implementation and ensure that
outputs as well as procedures are in accordance with approved work plans and
budget allocations;
Install an early warning mechanism that can identify gaps and bottlenecks in
the program and project implementation for which remedial measures should be
speedily and effectively instituted;
Collect relevant data which can serve as inputs in assessing the impact of the
program in general, and its various components in particular;
Have appropriate basis for periodic report on the status of the program or project;
and
Formulate appropriate recommendations/alternatives to facilitate decisionmaking by the management, especially regarding policy and program gaps,
financial appropriation/disbursement levels.

Section IV/Program and Project Monitoring and Evaluation
36
2. Types of M & E
a. Macro M & E
As the term macro denotes, this type of M & E focuses on the big picture
wherein the overall pattern of progress or development is the point. Given so
many activities or components, how exactly does the program or project fare
on the whole?
The significance of Macro M & E is obviously for decision-makers who are
relatively distant from the component activities or projects. Given a fairly
accurate and complete picture of the whole, these decision-makers can have
valid bases to address the overall questions confronting the whole project or
program.
b. Micro M & E
Again, as the term itself denotes, this type of M & E focuses on the parts
more than the whole. Please note the phrase more than because this M & E
process does not really overlook the whole picture. It simply emphasizes
focus on the components or activities of the project/program for a sort of a
closer, in-depth analysis.
Results of Micro M & E which reveal discrepancies between the planned and
the actual should be accompanied by specific recommendations for
corrective action.
c. In-depth M & E
In-depth M & E is comprehensive and examines a program or project in its

entirety by using multiple data sources and methods such as desk
evaluations, field visits and interviews.
The object of this type of M & E are usually the problematic projects about
which top management is ready to institute drastic measures but needs
supporting evidence as bases for action.
d. Impact Assessments
These are usually conducted after sufficient time has elapsed from the time
the particular project, a group of projects or an entire Program has started
implementation at the beneficiary/ies level.
As the term itself denotes, impact assessments are concerned with the entire
range of effects of the program or project activity, including unforeseen and
longer term impacts as well as impacts on affected people outside the
immediate target groups.
3. Frequency - refers to the time intervals where M & E are actually undertaken,
namely: mid-term, terminal, spot checks and ex-post evaluations.
a. Mid-term M & E is undertaken approximately halfway through project/program
implementation in order to determine whether the project/program is on track,
37
what problems and challenges the project is encountering and what corrective
actions are required.
b. Terminal Evaluations - are undertaken at the end of the program or project. They
assess whether the objectives and goals were achieved in an effective and
efficient manner, and provide recommendations and lessons learned from
program or project implementation so as to determine whether to continue,
replicate or expand the program or project.
c. Spot Checks/Field Visits are normally done when progress in program/project
implementation is in doubt or when there is lack of information about a problem
the program or project is facing. Spot checks are intended to identify causes and
effects of the problems in order to provide solutions during the project or
program implementation.
d. Ex post Evaluations - are normally conducted two or more years after the
program or project was completed in order to assess its success or failure, to
ascertain the sustainability of results and impacts, and to draw conclusions that
may inform other projects. Most ex-post evaluations are carried out as impact
evaluations.
4. Phases of M & E
a. Gathering of Information - is concerned with gathering information/data to be
evaluated and assessed, regardless of the technique, approach and method used
and the focus of M & E,. The information to be gathered is categorized as
follows:
Information on Project/Program Performance-- Plan vs. Actual: is the

project proceeding according to plan?
Information on Project/Program Efficiency -- Results or outputs obtained in
most economic and logical means or ways.
Information on Project/Program Effectiveness -- Extent on achieving project
objectives, targets, goals and plans.
Information on Impact-- Sustainability effect of the project.
b. Analysis of Information/Data - involves analysis of information/data gathered as

discussed above. This is the most critical part in the conduct of monitoring and
evaluation.
The results of the analysis of information/data should be able to generate the
following:
measure projects progress;

identify bottlenecks of operations;
identify projects successes for possible replication;
provide basis for comparative analysis with similar project types; and
measure projects impact on plans, goals and objectives.

38
c. Intervention Actions To Be Taken - involves determining the intervention actions
to be undertaken relative to the evaluated program or project. Here, the
interventions proposed to be adopted for the enhancement and development of
the project or program should take into consideration the person/s concerned and
has/have interest on the project, they are:
project proponent or management;

policy or decision makers of the project or program;
funding agency or sponsor (conduit); and
the public.
Basically, the
characteristics:
proposed
interventions
should
possess
the
following
Simple, i.e., not a burden to implementing units/groups

Designed not to control but to facilitate
Replicable
In consonance with the objectives, goals and targets of the program or project
Administratively acceptable
Measurable and attainable; and
Technologically feasible
d. Synthesis -- involves the preparation of the synthesis which briefly outlines the
following:
Profile of the project/program being evaluated

Methods used in M & E
Findings/results of the evaluation undertaken
Recommendations/suggestions
Intervention Actions or Action Plan
5. Methodologies, Techniques and Approaches in Conducting M & E

There are various methods, techniques, styles and approaches to be used in
conducting monitoring and evaluation. These are the following:
a. Documentary Analysis refers to the analysis of the following types of reports:
Financial Report - are the financial statements prepared and submitted by the
concerned project implementors. M & E will be based on the following
questions: Was the budget followed? If there was a deviation from the
budget, by how much and what were the reasons? What actions were
undertaken to correct the deviation? Was the deviation manageable or did it
affect the entire operations?
Operations Report - encompasses the over-all results of operations of the
project under evaluation. The report reflects the marketing, technical, socioeconomic, organization, management and financial transactions of the project
during the period covered. The M & E officer will be able to see a complete
picture of the project based on this report.

39
b. Observations - are undertaken to supplement and countercheck the claims
presented in the financial and operation reports prepared and submitted by the
project proponent. The M & E officer will be able to objectively assess the
accuracy and propriety of the reports earlier analyzed. The conduct of
observations enhances the conduct of M & E.
Operations and Processes - In this particular aspect, the M & E officer

concentrates on the technical aspects of operations and the processes
involved. Here, the focus is on the over-all impact of the processes chosen
that ultimately contributes to the effective implementation of the project.
Environmental Physical Impact - This observation is centered on the
contribution of the program or project to the environment where it operates.
The consideration of the M & E officer is the determination of the impact or
effects that the program or project has contributed on the area or the direct
environment or place of its operation.
c. Interviews and Consultations -- is another approach or method adopted in

monitoring and evaluation. These can be made on the following:
Program/Project Proponents and Implementers where interviews are made

on people or persons directly involved in the project. Direct information is
gathered from these people who are directly involved in the operations and
management of the project under evaluation.
Program/Project Conduits where an interview or consultation are made
with concerned officers and staff of LGUs, POs, NGOs etc., who are directly
involved with the project. The information gathered from these interviews
and consultations are a result of the administrative role and participation of
these groups in the implementation of the program or project.
Concerned Citizens where the M & E officer conducts interviews with
ordinary citizens or residents of the area where the program or project
operates for another set of point of view. Sampling is undertaken from this
group considering their number. The inputs provided by this group can
supplement in favor or against the information earlier provided by the first
two groups identified.
Considerations/Guidelines for individual interviews:
Introduce ones self and clarify purpose of interview.

Get respondents name and title (if any).
Keep the interview to the subject.
Start interview with broad questions.
Probe for clarifications.
Allow respondents to think during occasional silences.
Do not let note taking interrupt flow of discussion.
Conclude interview with a few minutes of informal conversation.
Synthesize and analyze responses.

40
d. Survey Questionnaire - is one of the most widely used methods in conducting
monitoring and evaluation and other related studies. The use of a survey
questionnaire in the conduct of M & E observes the following stages:
Identification of precise data expected from the survey.

Design of survey in terms of analytical method or statistical treatment of
data.
Choice of concepts and definitions to be used.
Definition of eligible respondents.
Construction of questionnaire including pre-testing (open-ended and closeended questions).
Selection of sample.
Establishment of data processing and analysis requirements.
Preparation of reporting formats
The use of survey questionnaire necessitates pre-testing to detect the following:
Wordings of questions (Was it clear to respondents?)

Construction of sentence (Were sentences too short or too long? Did it give
unnecessary details which tend to confuse?)
Question format (If open-ended, was there a variation in responses making
coding difficult?; if close-ended, were existing response categories adequate
in range?)
Difficult questions (Were there questions difficult to understand and
answer?)
Same answer (Were there questions for which respondents gave the same
answers?)
Refusal rate (Was there a tendency to refuse to answer particular questions
which might indicate that the questions are disturbing?)
Time requirement (Time needed to complete the questionnaire)
Usefulness of data (Was the questionnaire able to generate the type of
expected information?)
e. Focus Group Interviews -- can also be done in the conduct of M & E. Here,
respondents are grouped into the following:
Project proponents and implementers.

Officers and members of concerned LGUs, POs, NGOs who have
participation in the implementation of the program or project being
monitored/evaluated.
Concerned citizens residing within the vicinity of the project area or those
which are affected by the operation of the program or project.
Considerations for focus group interviews are:
Short checklist as interview guide

Size and composition
Selection of participants
Location, seating arrangements and duration

41
f.
Opening of the interview

Probing and pacing of questions
Controlling discussions
Controlling group pressures
Recording of sessions
Community Meetings -- is also an acceptable method in the conduct of M & E.

Considerations for the community meetings are as follows:
Constructing structured interview guide

Selecting communities
Size and timing of the meeting
Role of interview team and adherence to protocol
Balancing participation
Generating community data
Post meeting discussion
D. Coordination Mechanisms
1. Pre- M &E - Prior to the actual conduct of monitoring and evaluation, the concerned
M & E officers shall coordinate with the following:
AFP and PNP assigned in the areas to be visited (AFP Brigade/battalion

Commander; PNP Provincial Director, PNP City or Municipal Station
Commander).
LGUs, POs and fund conduit involved in the Program/Project (Provincial
Governor, City/Municipal Mayor; Provincial/City/Municipal Treasurer and
Auditor; Provincial/City/ Municipal Development Officer).
Project/Program proponents/implementers.
2. Actual Monitoring and Evaluation a. Courtesy Call Upon arrival at the province/city/municipality where M & E
will be undertaken, the concerned M & E officers should pay a courtesy call
to the Provincial Governor or City/Municipal Mayor. The courtesy call
merely confirms the coordination earlier undertaken.
b. Meetings/Briefings An initial meeting/briefing is to be conducted with the
aim of gathering advance and initial information/data concerning the status
of the program/project to be monitored and evaluated, and informing the
attendees of the meeting regarding the purpose, objectives and goals of the
visit. The meeting can be participated in by the representatives from the
Provincial/Municipal government, GOs, NGOs, POs who have established
participation and corresponding role in the program/project implementation.
c. Coordination at the Grassroot Level After the initial meeting/briefing, the
M & E officers, with the assistance of concerned LGUs, POs, MGOs conduct
an appropriate coordination with concerned persons at the grassroots level
who are directly responsible for the implementation and operations of the
program/project and for the provision of necessary security measures. This
42
coordination is necessary so that the concerned persons who will be affected
by the conduct of the M & E will be able to prepare accordingly.
d. Project Site/Area Visit After conducting necessary coordination, the
concerned M &E officers are now ready to visit, inspect or check the actual
area/site where the program is being implemented. During the actual visit,
the following shall be undertaken:
Meetings/Consultations The project proponents or implementers who

are called to attend the meeting will be requested to discuss the status of
project implementation or operation, plans and programs concerning the
project, financial, operational, economic and other related issues and
concerns.
Documentation After the meeting/consultation, the M &E officers shall
enhance the information/date obtained by gathering and collating
appropriate and necessary statistics, reports and figures. These shall be
incorporated in the report that they will have to prepare and will serve as
bases in defining recommendations to the principals.
Assessment/Evaluation Results of the meetings/consultations, findings
from the documents gathered, collated and interpreted provide the basis
for overall assessment and evaluation of the program/project monitored.
These date/information will be supplemented by the actual and personal
observations of the M & E officers, the results of the structured survey
and interviews conducted with the concerned persons as enumerated
above.
e. Exit Conference Just as a courtesy call was made upon arrival at the
province/city/municipality where the project is located, the M & E officers
shall conduct an exit conference with the LGU, PO, NGO officers. This will
be a farewell meeting extending gratitude and appreciation for the support
and assistance extended to them.
During the said conference, the M & E officers shall present a brief highlight
of their findings during the conduct of M & E. However, they retain the right
and responsibility not to divulge or relate all their findings. All the details of
the findings shall be divulged and reflected in the M & E report that will be
done and submitted to the principals.
E. Documentation and Preparation of Reports (Post M & E)
1. Important Considerations - key things to remember when writing a report:
It is very important to remind the reader about the objectives and also the
timeframe of the program or project.
Deadlines are important not just for the project but for the reporting too. If a
report takes a long time to appear after completion of fieldwork or
monitoring, it is an indication that one is not giving it enough importance.

43
2.
Write a clear and succinct summary of the key points. Many readers will
only take a very brief scan of the detail in the body of the report, but they
will read the summary.
Present the text in short, easy to read prose. Write to express, not to impress.
Keep the whole thing as short and focused as possible. Ensure the contents
include all the points necessary to the purpose.
Avoid using jargon and keep it simple it might be that the person reading
the report will not be as much of an expert in the subject as the one doing the
report.
Summarize information in tables and diagrams. This forces the report writer
to be clear and to bring out the essential factors of what has actually
happened in as few words as possible.
Annexes are important in reports. They are best used as backup material that
can help bring the text to life, with things such as photographs, diagrams,
published papers, etc. If pictures can be used to tell the story, then do. There
is nothing better than a before and after picture of what had been done.
Types of Reports
a. Brief Update -- A report can be a very simple and short document. Most
people, especially top level management, cannot afford the time to read huge
volume of texts particularly if the information is not well digested and clearly
presented. What they really want to know is how the program or project is
going?, and so the report should have the kind of answer for that question. A
brief update is simply to keep people informed. It might be done weekly or
monthly depending on the time scale of the project or program, but it needs
to be brief and to the point.
b. Quarterly Update -- This might be more detailed, it might have some
monitoring or details of expenditure against the budget, or a look at the cash
flow and overall trends of the project or program. It is also a useful way of
seeing if there are any mid-term corrections to be done such as allocation of
resources. This type of report helps one to manage the project or the program
in an informed way, so that adjustments can be made in due time.
c. Annual Report -- This is a much longer review of the program or of the
project. This report will allow the reader to see whether the program or the
project is on track in overall terms, in general direction and whether or not
the progress so far is going to achieve the desired objectives. It well also help
in determining whether there is a need to decide on a project or program
extension, get some more money for phase two, or finish it early.
d. End of Program/Project Report -- This will mean looking at the whole of the
process right from the beginning. This requires comparing objectives,
analyzing what has happened along the way, summarizing the changes made
during the implementation phase, and seeing the present situation in which
the following kinds of questions may be asked:
What happens now?

What is the long-term impact of the project or program?

44
3.
What are the means to be employed to sustain the benefits derived from
the program or project?
Report Structure - A good M & E report communicates findings, lessons learned

and recommendations clearly, accurately and appropriately, and while being an
objective presentation of the project, it ensures that the concerns and comments
of the involved parties are correctly/accurately reflected.
The report elements presented below are standard and applicable to all
monitoring and evaluation activities:
a. Executive summary - provides a brief overview of the main conclusions and
recommendations of the evaluation;
b. Introduction or background - gives a brief overview of the
monitored/evaluated program or project, this may include the following:
Program/project purpose: What did it seek to achieve? Has this changed?

Program/project participants/beneficiaries: Who were the primary
participants/beneficiaries of the Program/project? How has the status of
these
participants/beneficiaries
changed
because
of
this
program/project?
c. Scope and objective: presents the M & E purpose, criteria used and questions
to be addressed;
d. Findings - provide factual evidence relevant to the questions asked by the M
& E officer and interpretations of such evidence. This may cover the
following:
Status of Implementation of the Program/Project: Briefly describe the

implementation of the program/project during review? Were there
changes in the methodology or in the major activities compared to the
project proposal or program design? What have been the major
difficulties in implementing the project/program during this period?
What factors have facilitated the implementation of the program/project?
Project Impact: Indicate the impact of the program/project in terms of:
Economic/social benefits
Internalization of development values and attitudes
Development of management and technical skills
Development of organizational capacity
Promotion on the culture of peace
Improvements in the quality of life
Outputs and Effects: State the original outputs and effects (as stated in
the project proposal or program design; State the actual outputs and
effects and explain the variance (if any).
Expenditures and Financial Status:

45
Planned vs. Actual expenditures

Sources and Uses of funds
Profit and Loss statement
e. Evaluative conclusions - give the monitoring officers or evaluators

concluding assessments of the program/project against given evaluation
criteria and standards of performance. The conclusions provide answers to
questions about whether the program or project is considered good or bad,
and whether the results are considered positive or negative;
f.
Lessons learned - presents general conclusions, based on established good

and bad practices, with a potential for wider application and use;
g. Recommendations -: suggest actionable proposals regarding improvements

of current or future programs or projects. They may cover resource
allocation, financing, planning, implementation, and monitoring and
evaluation. They should always be specific in terms of who would do what
and provide a timeframe; and
h. Annexes - include terms of reference, list of interviewees, photos, related
documents, and so on.
4.
Finalizing the Report - Once the draft report is ready, the following steps are
taken to finalize the report:
The draft report is submitted to the immediate supervisor for initial review
and consultation. This consultation is intended to confirm the facts and assess
whether the report covers the purpose of the M & E in a satisfactory manner
and answers all the questions asked. The consultation also seeks agreement
for the findings and recommendations; and
After the comments are incorporated, the concerned staff finalizes the report
and sends it to the principal or to the management, thru his/her immediate
supervisor or unit head for perusal, comments, approval and/or further
instructions.

46
V. Inter-Agency Coordination
A. Introduction
Inter-agency coordination serves as the concerted response to tackling a problem or issue,
as well as a mechanism in ensuring complementation and harmonization of peace and
development efforts of OPAPP and its partners. It requires the significant cooperation
among various instruments of the government to contribute social, economic, security
and humanitarian resources, services, and expertise.
B. General Guidelines
1. Inter-agency coordination aims to address a major and critical issue/problem or
concern that bears significantly on the mandate of OPAPP in the pursuit of the
governments comprehensive peace program.
2. Some inter-agency coordinations are undertaken on the basis of a directive issued by
the President and/or may be initiated by OPAPP per its mandate.
3. Inter-agency coordination arises when there is an issue or crisis situation that needs to
be addressed, but which complexities are such that no single agency has the
capability in terms of the necessary resources, authority, or expertise to singlehandedly provide an effective response.
4. Inter-agency coordination serves as mechanism for facilitating and harmonizing
interagency efforts or actions through shared resources, authority, and expertise.
C. Process
1. Analysis of the conflict/issue.
2. Preparation of a briefing paper, which covers the analysis of the issue and
recommended action/s to be done.
3. Depending on the nature of the issue (e.g., human rights violations, land conflicts),
conduct a meeting involving the heads of agencies or their representatives, as
appropriate, to present and discuss the issue and agree on a course of action.
4. Execution of the course of action agreed upon, which may entail the conduct of a
series of meetings for various purposes (such as planning, research, fact-finding
missions) involving the representatives of the agencies at different stages of the said
activity.
5. Formulation of an Action Plan.
6. Implementation of the Action Plan.
7. Monitoring and evaluation of the Action Plan.
8. Final Evaluation (as needed).
Chapter III- Policy Guidelines and Procedures:
Section V: Inter-Agency Linkages and Coordination
47
9. Turn over or transfer of responsibilities to respective agencies, as appropriate.

10. Termination of the inter-agency coordination when the purpose/s for which it was
established is accomplished, including preparation of a terminal report.
D. Inter-Agency Coordination and Organizational Structure
As a mechanism, interagency coordination consists of levels of authorities, defined
functions and roles, and responsibilities /tasks.
Broadly, it consists of a Lead Agency in this case, OPAPP as the lead agency, and the
other agencies as support agencies.
In interagency coordination, the governing structure normally consists of the following:
A National Executive Committee (NEC) composed of the Chairperson, the Co-chair

or Vice Chairperson, and Members, all of whom are the Heads/Secretaries of the
different agencies involved in the interagency coordination, including Heads of Local
Government Units (LGUs).
A Technical Working Group (TWG) composed of technical personnel /staff

representing the different agencies involved in the interagency coordination.
Working Committees, if needed, which is also composed of representatives of the

different agencies involved in the interagency coordination.
Others, such as Area or Local Coordinating Committees/Teams, etc., as needed or

appropriate.
A Secretariat for the NEC. OPAPP may act as the secretariat, composed of
representatives from its different Units.
The Memorandum of Agreement (MOA) or Memorandum of Understanding (MOU)

embodies the Terms of Reference (TOR) of the inter-agency committee/group.
E. Basic Principles These are some of the principles that should generally be present
during the conduct of activities where inter-agency coordination is done:
Common understanding of the issue or problem.
Clearly defined objectives of inter-agency coordination.
Clear understanding of the goals and objectives of each member agency from which
they draw their mandate on involvement in the inter-agency coordination.
Establishment of a common frame of reference. (There is a need to define terms and

their common usage to avoid misunderstanding or miscommunication; for instance,
there are certain military terms which ordinarily have different meanings.)

48
Clear functions, roles, and responsibilities of each member agency.
Plan for transfer or transition of functions and responsibilities.
F. Inter-Agency Coordination Checklist the following checklist may help and guide interagency coordination:
Particulars
Directory
of
Inter-agency
Coordination Contacts
Schedule of meetings
Briefing Paper
Database

Description
Includes contact information of all participants
from each involved agency, from its head down
to its representatives at different stages of the
coordination.
Is the enumeration of all the dates/time/venues
of meetings.
Contains the discussions/agreements and other
relevant developments pertinent to the activity,
and must always be updated as the activity
progresses.
Refers to a systematic compilation of related
documents such as reports submitted by the
involved agencies and the provision of a
physical storage for all these documents that is
accessible at all times.
49
VI.
Technical Reporting and Documentation

A. Introduction
The preparation of various technical reports that formalizes and documents actions
undertaken by all Units is an integral part of OPAPPs operations.
B. Types of Technical Reports and Corresponding Guidelines
1. Accomplishment Report - All Units prepare their accomplishment reports
quarterly, semestral, and annually, using the format below, which are submitted to
the Policy and Programs Development Office (PPDO) 10 working days after each
reporting period. The PPDO then consolidates these reports for internal and
external purposes.
Name of Unit:
Accomplishment Report (as of ________):
Brief Description of Unit Function:
Accomplishments:
This is a summary of all activities/tasks assigned to the Unit, which covers the
following:
Title of Activity/Task:
(Based on expected outputs indicated in the strategic plan and annual
workplan)
Objective/s:
Status/Progress Made:
Problems Encountered:
Recommendations to Address Problems:
Next Steps:
Funding Status:

Section VI/Technical Reporting and Documentation
50
2. Project Completion Report All Operations Units prepare and submit Project
Completion Reports to the ASec. for Operations 10 working days immediately
after the conduct of last activity of project implemented using the following format:
Implementing Unit:
Title:
Objectives:
Duration:
Budget/Cost:
Source of Funds:
Expected Outputs and Activities:
Implementation Highlights:
(Including accomplishments and problems encountered in narrative form)
Lessons Learned:
Recommendations:
Attachments (if any):

51
3. Post-Activity/Back-to-Office Report All OPAPP staff members who attend

significant activities/meetings/events prepare and submit a post-activity or back-tooffice report after attending activity to their respective immediate supervisors, using
the following format:
MEMORANDUM
FOR:
THRU:
CC: (as needed)
FROM:
SUBJECT:
DATE:
__________________________________________________________
BACKGROUND:
(Contains activity objectives/purpose and duration; venue; attendees; etc.)
HIGHLIGHTS AND MATTERS ARISING:
(Presents major discussion points based on the purpose of the visit; agreements;
problems; and other matters arising during the activity.)
OBSERVATIONS/RECOMMENDATIONS:
(Presents staffs observations and recommendations based on issues and
concerns raised during the activity, including next steps.)
ATTACHMENTS (if any):
The following due dates are strictly observed in submitting post-activity/back-tooffice reports:
Activity Duration
One-day Activity
Two/Five-Day Activity
Two/Four-week
Activity
Due
One (1) day after conduct of
activity
Two (2) days after conduct of
activity
Three (3) days after conduct
of activity

Preferred Maximum
Number of Pages
two (2)
three (3)
five (5)
52
4. Assessment Report - All Units follow the format below in preparing assessment
reports, specifically on programs and projects implemented by OPAPP:
GOAL/S AND OBJECTIVE/S ASSESSED:

(Identify the program's/projects mission, goal/s and objectives/ being assessed,
and then list [or otherwise identify] those goal/s and objective/s that were
assessed during the reporting period. )
ASSESSMENT METHOD/S:
(Describe the assessment technique/s used for each objective that was assessed.
Include details such as number of stakeholders/beneficiaries tested and involved,
dates, and locations of activities.
Attach copies of instruments when
appropriate.)
ASSESSMENT RESULTS:
(Describe what was learned about the program/project. Be specific. Avoid
generalities and present specific strengths or weaknesses. Provide examples, as
well as qualitative and quantitative data.)
PLANS/IMPLICATIONS
(Describe how the assessment results will be used to improve delivery of output,
including recommendations.)
PLANNING/BUDGET IMPLICATIONS OF PROPOSED CHANGES
(Identify any resource that will be needed to implement the plans described
above. How and from where will these resources be obtained?)
Program/Project assessment can be done yearly or during mid-implementation phase

of a program/project.
5. Report on Completed Staff Work (CSW)
a. Definition - a study of a problem or issue that requires thorough research and
analysis towards coming up with a coordinated and validated sound solution. A
CSW is expected to be a comprehensive, 360-degree look at the problem or issue
under review, and proposes the best possible course of action, which is submitted
to the immediate supervisor for appropriate action.

53
b. Guide in Performing Completed Staff Work
Purpose
Define the problem/issue to be solved or analyzed
Ask questions such as: Why is the work being performed? Who will receive it?
What is/are the expected output/s?
Staff
Who will do the work? Who is responsible for the problem/issue? Is
coordination with other staff members/units/agencies/offices about the
problem/issue performed? Do concerned staff members/units/agencies/offices
know about the situation?
Assumption
What are the key assumptions? Have they been agreed upon by appropriate
people/units/agencies/offices? Are the assumptions important? Is the basis of
the assumption documented or is it judgment?
Methodology
How the research or analysis is being performed? Are factors considered in
utilizing available resources/information?
Accuracy
Are facts presented? Are policy requirements met? Are guidelines used to
support conclusions documented?
Analysis
Does the analysis make sense? Are there exceptions and are they justified?
What are the results of the analysis?
Logic
Is the recommendation logical? Does it reflect sound judgment? Are
conclusions reasonable?
Recommendations
What recommendation or conclusion does the work support? What course of
action is recommended? Who will carry out the recommendation? Is there no
duplication of efforts?
Advise head/supervisor/management of what to do. Do not ask what should be
done.
Review
Is the work thoroughly reviewed for completeness? Is it presented in a form
that is easy to read and understand by others?

54
Submission of CSW
What is the schedule/timeframe required to complete the work? To whom will it
be submitted?
Once finished, ask the question: If I were the supervisor, will I approve the
recommendation? If the answer is no, this is an indication that the output needs
to be reworked because it is not yet CSW.
Follow-up
How are recommendations being followed-up? Who is responsible in
following-up recommendations?
c. Report Format
MEMORANDUM
FOR:
THRU:
CC: (as needed)
FROM:
SUBJECT: Completed Staff Work (CSW) on ________________
DATE:
__________________________________________________________
BACKGROUND
(Briefly describes the nature of the problem/issue and its significance)
HIGHLIGHTS
(Presents research findings and analysis of information gathered)
ISSUES/CONCERNS AND RECOMMENDATIONS:
(Including scenarios)
Issues/Concerns
NEXT STEPS
(Present follow-up strategies and mechanisms)
ATTACHMENTS (if any)

Recommendations
55
6. Minutes or Highlights of a Meeting - All OPAPP Units follow the format below in
preparing minutes or highlights of meeting:
Title of Meeting:
Date and Venue:
Meeting Agenda/Objectives:
Attendees:
Matters Arising from Previous Meeting (as needed):
Minutes or Highlights:
(Based on the meeting agenda, including agreements reached and next steps)
Adjournment:
Attachments (if any):
A copy of the Minutes or Highlights of Meeting is submitted to the ASec. for

Operations for information and further instructions, at most five (5) working days
after the conduct of meeting.

56
VII. Conference and Special Event Organizing and Management

A.
Introduction
All OPAPP Units regularly conduct conferences, consultations, fora, symposia,
seminars, workshops, conduct of special events and meetings as a means to achieve
its mandate. These activities are undertaken for various purposes such as to share
ideas or information, to provide venues for discussion and deliberation of issues and
concerns.
B.
Definition of Terms
Conference is a type of meeting with a relatively large audience of invited

participants, either purely from the government sector or the civil society, and/or
from both sectors. Conferences organized by OPAPP are usually at the regional
and national levels.
Consultation is a meeting restricted to those whose consensus or recommendations

are needed or desired. A consultation allows more time for the participants to
engage actively in the discussions or other activities through focus group
discussions and workshops.
Seminar is generally an instructional activity limited to a small group of

participants.
Attendees are expected to participate actively in the
discussions/debates and other activities to familiarize them more extensively on a
particular subject matter.
Workshop is conducted mainly for training and is run by a facilitator or set of facilitators.
The participants themselves are resources and learn through sharing and doing.
Inputs may also be provided by resource person or experts in the field.
Forum is generally a public meeting or presentation involving a discussion, usually

among experts and often includes audience participation.
Symposium is generally a public gathering where the speakers deliver or make

related presentations on a subject matter, and where open discussions by the
speakers and the audience is provided. Like the forum, it is conducted mainly for
providing information.
Special Events are organized by OPAPP to mark special occasions to achieve

particular social, cultural or organizational goals and objectives. Special events
may be in the form of specific rituals, celebrations, performances or presentations.

Section VII/Conference and Special Event
Organizing and Management
57
C.
Guidelines
Organizing a conference/event starts with the planning process immediately after a
decision has been reached for the conduct of a specific activity. The following key
questions will help provide a general guide to the organizer as to exactly what kind of
activity or event should be organized.
What is the event for?

What is the objective of the event?
Who are the participants?
Where will the event be held?
1. Planning a Conference or Event

The Unit assigned to oversee a conference or event forms a core group or team to
oversee preparations from planning to implementing the different activities before,
during, and after a conference /event. The core group/team meets as the
conference/event organizer. The organizers are expected to:
formulate a concept paper or activity proposal around which the conference or

event will be developed;
define the roles and tasks of each member of the team;
draft a working schedule and designate responsibilities of each member;
prepare an action plan/activity proposal.
2. Preparing a Concept Paper and/or Activity Proposal follows this outline:

Title of Activity:
Objective/s:
Expected Output/s:
Target Participants/Audience:
Venue:
Date/Time of Activity:
Financial Requirements:
Activity Details/Program of Activities:
List of Resource Persons:
Activity Tasking:
3. Process Flow for the Approval of the Concept Paper /Activity Proposal
Preparation of Concept/Activity Proposal

Submission to Immediate Supervisor to the ASec. for Operations for approval
of activity and ASec. for FAS for approval of budget.
Conduct of activity
Preparation of post-activity report (to include activity assessment and
liquidation documents)

58
4. Managing a Conference or Event

Based on the entire event plan and the approved proposal, the core group/team then
proceeds with full blast organization of the event/activity.
There are three phases of an event:
a. Before The Event includes preparatory activities such as:
Identification of prospective participants, resource persons, facilitators, and

documentors
Drafting and sending out of invitation letters
Preparation of activity program
Preparation of presentation materials and handouts
Confirmation of the attendance of all participants and guests
Drafting of talking points for OPAPP officials who will grace the activity
Identification, ocular inspection, and canvassing of venue (including meal
arrangements)
Preparation of logistical requirements (supplies, equipment, vehicles)
Organizing the conference/event secretariat
Designation of Special Disbursing Officer (SDO) to facilitate approval and
release of budget
Preparation of attendance sheets, name plates, IDs, certificates of
appearance/participation, stage backdrops
Preparation of tokens and/or certificates of appreciation for the guests
Facilitation of participants travel requirements (to include plane tickets,
travel orders)
For live-in seminars/activities, giving advance notice on authorized
signatories; transmittal of Letter of Authority (LOA); and finalization of
room assignments to the hotel
b. During The Event
Designation of ushers/usherettes
Setting up of a registration table
Distribution of event kits
Finalization of seating arrangements
Testing of audio/video equipment
Designation of documentors
Assisting participants in billeting (for live-in seminars/activities)
Assigning technical staff to support OPAPP officials with their presentations
Observance of international and local protocol requirements
c. After The Event
Settlement of hotel bills and other expenses

Preparation of post-activity report
Liquidation of cash advance (by the SDO)

59
5. Preparing Checklists
a. Checklist for scouting and choosing venue
Location
Accessibility
Security
Function Room/Meeting Room
Plenary Hall
Break-out rooms for workshops
Stage
Phone lines
Wireless Fidelity (Wi-Fi)
Sound System/ AV
Microphones
Tape recording
OHP/LCD projector
Television
Screen
Sound System/equipment operator
Whiteboard and markers
Adequate lighting
Soundproof walls
Water fountains/mineral water
Toilets (each for men and ladies)
Guest Rooms/Lodging
Adequately furnished
Well maintained
Amenities (telephone, TV set, etc)
Other in-room amenities (toiletries/drinking
water, etc)
Guaranteed safety/security
hallways well lit,
sprinklers/smoke alarms,
well marked fire exits, etc)
Hotel Staff, Policies/Practices, Services
Accommodating Staff
Accepts bill later arrangements, minimum
guaranteed persons, etc
Airport pick-up/drop off van service

Status
Remarks
60
b. Checklist in Preparing a Budget
Status
Before the Event/Activity
Planning Meetings (transportation, food,
lodging, etc)
Event
site
visitation/ocular
survey
(transportation, food, lodging, etc)
Office supplies
Services
Communication
During the Event/Activity
Food
Lodging
Travel or transportation reimbursement of
participants, resource persons, facilitators, etc.
Transportation/Gasoline of OPAPP Executive
Officers and Staff
Office supplies
Honorarium
Tokens
Services/Rentals
Post Event/ Activity
Meeting/s
Printing/production of event documentation
Communication
Others

Remarks
61
c. Checklist for Required Reading/Printed Materials and Finance and Admin

forms (certificate of appearance, certificates, administrative and finance forms)
Reading/Printed Materials
Name Tags/ID
Programme
Related reading materials and documents
Evaluation Forms
Place cards
Directional signs/Other signages
Streamers
Finance and Admin Forms
Registration Sheets (name, agency/organization,
address, e-mail, contact numbers, request for
special diet)
Administrative Guidelines
Certificates of Participation
Certificates of Appearance (for government
employees)
Reimbursement/Payment Forms
o Travel Reimbursement Forms
o Reimbursement
of
Expenses
Receipt (RER)
o Acknowledgement Receipt
o Contract of Service
o Statement of Accounts
o Honoraria Payroll
o Resume Form (for resource
persons/facilitators, etc.)

Status
Remarks
62
d. Checklist of supplies and equipment
Item
Status
Acetate Film
Acetate Pens
Audio Tapes
Ballpens
Batteries (different sizes)
Bond Paper
Board Eraser
Chalk
Colored Paper
Double Adhesive Tape
Film
Folders
Letter envelopes
Lined Paper/yellow pads
Item
Manila/brown envelopes
(big/small)
Manila Paper
Masking Tape
Morocco Folders
Notebooks
Packing Tape
Paper Clips
Pencils
Permanent Markers
Push pins
Strings (for name tags)
Staple wires
Thumbtacks
White board markers
(different colors)
Streamers
Status
e. Checklist for Equipment and Other Accessories

Item
Calculator
Camera
Computer/Laptop
LCD
Lapel microphone
Overhead Projector (OHP)
Photocopier
Tape recorder
f.
Status
Item
Adaptor
Cutter
Extension Wire
Pointer
Puncher
Ruler
Scissors
Stapler
Status
Item
Medicines
Plaster
Ointments
Status
Checklist for First Aid Kit

Item
Alcohol
Bandage
Iodine
Cotton

Status
63
VIII.
Communications and Business Correspondence

A. Introduction
This section covers the guidelines to be observed in preparing, drafting and
transmitting official external and internal communications/correspondences.
B. Communications Management and Flow
OPAPP utilizes the Document Tracking and Activity Calendar System (DTACS) to
log and track all outgoing and incoming communications. Follows are the DTACS
procedures for Incoming and Outgoing Communications, respectively:
1. Document Tracking and Information Flow for Incoming Communications The
overall flow of communications for incoming correspondence/communications is
as follows:
Incoming
Documents
Central
Receiving Unit
Receiving
Unit
Unit
Head
To be received
by assigned
DTACS User)
(external)
Does the
following:
Cross
checking with
previously
received
documents
Attachment
of routing slip
Assigning of
Document ID
Database
Entry
Scanning
Sorting by
unit
Farming out
Does the
following:
Receive the
document
Update the
database
Fill in the
routing slip

Section VIII/Communications and Business Correspondence
Does the
following:
Processing
of
document
Other Unit/
Agency
64
2. Document Tracking and Information Flow for Outgoing Communications The

overall flow of communications for incoming correspondence/communications is
as follows:
Internal
Outgoing
Documents
Releasing
Unit
Receiving
Unit
(DTACS User)
(DTACS User)
Does the
following:
Attachment
of routing slip
Assigning of
documents ID
Database
entry
Scanning
Farming Out
Does the
following:
Receiving
Database
update
External
Other Agency

Unit
Head
Does the
following:
Processing
65
C. Standard Templates for External Correspondence/Communications

All officers and employees are to follow these formats in drafting/preparing official
external communications:
1. Letters and memos for the President of the Republic of the Philippines follow
these formats:
8 March 2006
4 spaces
Her Excellency
GLORIA MACAPAGAL-ARROYO
President
Republic of the Philippines
Malacaang Palace, Manila
2 spaces
Dear Madame President:
2 spaces
Greetings of Peace!
1 space
This has reference to your instruction during the Office of the President budget hearing last 20
February 2006 to submit the breakdown of the funds for Official Development Assitance
(ODA) projects and programs in support of the peace process in Mindanao.
We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well
as USAID, with a total value of PhP 6,126,267,427. By large, these development interventions
target the conflict affected areas in Mindanao and are aimed at strengthening peace building
efforts and sustaining the gains for lasting peace in the island-region.
Annex B is the list of other ODA-funded projects in Mindanao with nationwide, multi-regional
and Mindanao-exclusive scope.
For Her Excellencys perusal and reference.
2 spaces
Sincerely yours,
3 spaces
JESUS G. DUREZA
Secretary
2 spaces
C:\HEA ning\forms\correspondences\memo1.doc
(font size 6)

66
MEMORANDUM FOR H.E. THE PRESIDENT (font size 16)
2 spaces
THRU
HONORABLE EDUARDO R. ERMITA

Executive Secretary
3 spaces
FROM
SUBJECT
DATE

1 space
Revival of the Proposed Preparation of a Watershed
Resources Development and Management Framework
Plan for the Mindanao (Cotabato) River Basin, under the
River Basin and Watershed Management Program
27 March 2006
1 space
1 space
Background
1. This has reference to the River Basin and Watershed Management Program (RBMP)
Preparation of a Water Resources Development and Management Framework Plan for
the Mindanao River Basin. This is a project initiated by the government with the
assistance from the World Bank through a grant from the Policy and Human Resources
Development (PHRD) fund of the Government of Japan.
2. Preparatory activities started in 1999 until 2000 which included a series of World Bank
missions, creation of the National Steering Committee to oversee the implementation of
the study, identification of the inter-agency Regional Project Management Committees in
Region XII and ARMM, coordination meetings among concerned agencies and selection
of a Consultant.
3. Due to the unstable security situation in 1999 until 2000, the contract signing with the
selected consulting firm, Black & Veatch International, was suspended.
4. The funds for the Mindanao River Basin (MRB) were realigned in favor of the Bicol
River Basin.
Significance
5. The MRB covers the provinces of Cotabato, Sultan Kudarat, Maguindanao, Bukidnon,
South Cotabato, Agusan del Sur and Lanao del Sur. The proposed project can be a prime
showcase of the governments commitment for peace and development of Mindanao.
6. The target areas include the Mindanao River (Rio Grande Mindanao) and its principal
tributaries namely: Pulangi, Allah, Maganoy, Libunga, Maridagao and Malitubog rivers.
The area is seen as a very important contributor to Mindanaos economy and the national
goals on food security.

67
Recommendations
7. There is a need to conduct a new series of study to assess the current feel on the
ground on the purpose and perceived outcome of the project.
8. Hold dialogues with concerned stakeholders, especially, in the target areas, taking into
consideration the projects risks and implications to the current disposition of the GRPMILF peace negotiations.
9. The project, however, is strongly recommended for implementation.
2 spaces
FOR HER EXCELLENCYS CONSIDERATION AND APPROVAL.
2 spaces
(font size 6)
Note that letters and memoranda prepared for the PAPP for his approval/signature are to
follow the guidelines stipulated in Item D of this Section.

68
2. Letters and memos for the Vice President of the Republic of the Philippines
follow these formats:
8 March 2006
4 spaces
The Honorable
NOLI DE CASTRO
Vice President
Malacaang Palace, Manila
2 spaces
Dear Vice President De Castro:
2 spaces
Greetings of Peace!
1 space
February 2006 to submit the breakdown of the funds for Official Development Assitance (ODA)
projects and programs in support of the peace process in Mindanao.
We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well as
USAID, with a total value of PhP 6,126,267,427. By large, these development interventions
For Her Excellencys perusal and reference.
2 spaces
Sincerely yours,
3 spaces
JESUS G. DUREZA
Secretary
2 spaces
C:\HEA ning\letters\ODA\to Biazon_ODAbreakdown_0308_2.doc
(font size 6)

69
MEMORANDUM FOR THE HONORABLE VICE PRESIDENT (font size 16)
3 spaces
FROM
SUBJECT
DATE

1 space
27 March 2006
1 space
1 space
Background
of a Consultant.
River Basin.
Significance

70
Recommendations
2 spaces
FOR THE VICE PRESIDENTS CONSIDERATION AND APPROVAL.
2 spaces
(font size 6)

71
3. Letters and memos for the Senate President follow these formats:
8 March 2006
4 spaces
The Honorable
FRANKLIN M. DRILON
President of the Senate
Manila
2 spaces
Dear Senator Drilon:
2 spaces
Greetings of Peace!
1 space
February 2006 to submit the breakdown of the funds for Official Development Assitance (ODA)
projects and programs in support of the peace process in Mindanao.
We have listed in Annex A the ODA programs and projects implemented by MEDCo, as well as
USAID, with a total value of PhP 6,126,267,427. By large, these development interventions
Thank you and we look forward to continue working with you for peace and development in
Mindanao.
2 spaces
Sincerely yours,
3 spaces
JESUS G. DUREZA
Secretary
2 spaces
(font size 6)

72
MEMORANDUM (font size 16)

2 spaces
FOR
HONORABLE FRANKLIN M. DRILON

President of the Senate
3 spaces
FROM
SUBJECT
DATE

1 space
27 March 2006
1 space
1 space
Background
of a Consultant.
River Basin.

73
Significance
Recommendations
2 spaces
FOR THE HONORABLE SENATORS CONSIDERATION AND APPROVAL.
2 spaces
(font size 6)

74
4. Letters and memos for Other Members of the Senate are to follow the previously
shown formats, using these address and salutation:
Address
The Honorable
RODOLFO G. BIAZON
The Philippine Senate
Manila
Salutation
Dear Senator Biazon:
5. Letters and memos for the Speaker of the House of Representatives are to follow
the previously shown formats, using these address and salutation:
Address
The Honorable
JOSE C. DE VENECIA, JR.
Speaker of the House of Representatives
Manila
Salutation
Dear Speaker De Venecia, Jr:
6. Letters and memos for Other Members of Congress are to follow the previously
shown formats, using these address and salutation:
Address
The Honorable
JOSE MA. ZUBIRI III
Congress of the Philippines
Manila
Salutation
Dear Congressman Zubiri:
7. Letters and Memos for Cabinet Secretaries/Department Heads/Other Officials of

National Agencies are to follow the previously shown formats, using these
addresses and salutations:
Address
The Honorable
EDUARDO R. ERMITA
Executive Secretary
Manila
Salutation
Dear Secretary Ermita:
OR
Address
The Honorable
GILBERTO C. TEODORO, JR.
Secretary of National Defense
Manila
Salutation
Dear Secretary Teodoro:

75
OR
Address
The Undersecretary
JOSE CS. BRILLANTES
Legal Assistance for Migrant Workers
Department of Foreign Affairs
Manila
Salutation
Dear Undersecretary Brillantes:
OR
Address
The Assistant Secretary

ALEJANDRO B. MOSQUERA
Office of Middle East and African Affairs
Department of Foreign Affairs
Manila
Salutation
Dear Assistant Secretary Mosquera:
8. Letters for Supreme Court Justices and Other Court Justices are to follow the
previously shown format, using these addresses and salutations:
Address
The Honorable
REYNATO S. PUNO
Chief Justice
Supreme Court of the Philippines
Manila
Salutation
Dear Chief Justice Puno:
Address
The Honorable
CONRADO M, VASQUEZ, JR.
Acting Presiding Justice
Court of Appeals
Manila
Salutation
Dear Justice Vasquez, Jr.:

76
9. Letters for Governors are to follow the previously shown formats, using these
address and salutation:
Address
The Honorable
Governor of the Province of Sulu
Provincial Capitol, Jolo, Sulu
Salutation
Dear Governor Tan:
10. Letters for City/Municipal Mayors are to follow the previously shown formats,
using these address and salutation:
Address
The Honorable
RODRIGO R. DUTERTE
Mayor of the City of Davao
City Hall, Davao City
Salutation
Dear Mayor Duterte:
11. Letters for Ambassadors/Charge dAffaires/Consul Generals are to follow the

previously shown formats, using these address and salutation:
Address
The Honorable
ROMUALDO A. ONG
Philippine Ambassador
Malaysia
Salutation
Dear Ambassador Ong:
OR
Address
Her Excellency
KIRSTIE ANNE KENNEY
Ambassador Extraordinary and Plenipotentiary
Embassy of the United States of America
Manila
Salutation
Dear Ambassador Kenney:
OR
Address
The Honorable
CORAZON L. BELMONTE
Charge dAffaires
Director Office of Asian and Pacific Affairs
Salutation
Dear Charge dAffaires Belmonte:

77
OR
Address
The Honorable
MOHAMED HUSSEIN ABU BAKAR
Consul
Consulate General of Malaysia
Salutation
Dear Consul Abu Bakar:
12. Letters for Religious Leaders are to follow the previously shown formats, using
these address and salutation:
Address
His Eminence
GAUDENCIO CARDINAL ROSALES
Manila
Salutation
Your Eminence:
OR
Address
His Eminence
ORLANDO B. QUEVEDO, OMI
Archbishop of Cotabato
Salutation
Your Eminence:
OR
Address
The Most Reverend

BISHOP JOSE VERZOZA
Salutation
Your Excellency:
13. Letters for Officials of the Armed Forces of the Philippines should follow the
previously shown formats, using these address and salutation:
Address
GENERAL GENEROSO S. SENGA

Chief of Staff
Armed Forces of the Philippines
Camp Aguinaldo, Quezon City
Salutation
Dear General Senga:
OR
Address
MAJOR GENERAL RAFAEL JALANDONI, AFP

Commanding General, Philippine Army
Fort Bonifacio, Taguig City
Salutation
Dear General Jalandoni

78
OR
Address
BRIGADIER GENERAL ESMAEL O. SANTOS, AFP

Commandant, Philippine Marine Corps
Bonifacio Naval Station,
Fort Bonifacio, Taguig City
Salutation
Dear Brigadier General Santos:
OR
Address
COLONEL LUIS F. FLORENTINO, AGS

The Adjutant General
General Headquarters, AFP
Salutation
Dear Colonel Florentino:
OR
Address
LT. COL. GERONIMO T. SUVA, PA

Intelligence Service AFP
Salutation
Dear Colonel Suva:
OR
Address
MAJOR DAVID O. OMAR, JAGS

Judge Advocate General Office
Salutation
Dear Major Omar:
OR
Address
CAPTAIN DAVID P. OMAR, PA

101 INF. BN., Awang, Dinaig
Maguindanao
Salutation
Dear Captain Omar:
OR
Address
FIRST LIEUTENANT DAVID P. OMAR, JAGS

Records Section
Judge Advocate General Office
General Headquarters, AFP
Salutation
Dear Lieutenant Omar:

79
Other Ranks in the Army, Navy and PNP

ARMY / MARINES
General
Lieutenant General
Major General
Brigadier General
Colonel
Lieutenant
Major
Captain
Lieutenant
Second Lieutenant
NAVY
Admiral
Vice Admiral
Rear Admiral
Commodore
Captain
Commander
Lieutenant Commander
Lieutenant
Lieutenant (Junior
Grade)
Ensign
Abbreviations: Offices/ Extensions

General Headquarters
General Staff Corps
Adjutant General Service
Justice Advocate General Service
Infantry
Cavalry
Field Artillery
Intelligence Service AFP
Armed Forces of the Philippines
Philippine Army
Philippine Air Force
Philippine Navy
Philippine Marine Corps
National Defense College of the Philippines
Master of National Security Administration
GHQ
GSC
AGS
JAGS
INF
CAV
FA
ISAFP
AFP
PA
PAF
PN
PMC
NDCP
MNSA

PNP
Director General
Deputy Director General
Director
Chief Superintendent
Senior Superintendent
Superintendent
Chief Inspector
Senior Inspector
Inspector
80
D. Standard Templates for Internal Correspondence/Communications All officers and
employees are to follow these formats in drafting communications/correspondences for the
PAPP:
1. Letters and Memos for the PAPP a. Outgoing Communications for the PAPPs Signature
An initial (draft) copy of all communications requiring the PAPPs

approval/signature should first be submitted to the ASec for Operations, for
comments/approval. The draft copies should have the initial of the Unit
Head. Afterwhich, the draft shall be returned to the originating unit for
finalization.
The final copy should then be forwarded to the OSec for countersigning of
the HEA, with it correspondingly encoded onto the DTIS. After the PAPPs
signing of these correspondences, the original shall be returned to the
originating unit for dispatch.
Full block format/style will be used, with one-inch left and right margins.
Bookman Antiqua 11 is the standard font and size. Should the memo be
fitted in one page, the font size can be adjusted to 10.5.
At the bottom of the page, two (2) spaces from the last line, the filename and
path in font size 6 should be provided.
Complimentary closing to be used for letters is Sincerely yours.
Approved communication ready for the PAPPs signature shall be printed
only on official OPAPP letterhead in special paper A4 size.
For communications where the PAPPs electronic signature will be affixed
to:
Electronic copies of correspondences are to be forwarded to the ASec for
Operations via Outlook or DTIS, copy furnish the OSec.
Upon receipt of instructions for finalization from the office of the ASec
for Operations, the final copy of subject correspondence shall be
forwarded to the OSec, again via Outlook or DTIS, copy furnish the
Office of the ASec for Operations.
The use of the PAPPs electronic signature shall be done by OSec
through the HEA upon approval of the PAPP. Such should be
countersigned by the ASec for Operations and HEA.
Documents bearing the PAPPs electronic signature will be returned to the
originating unit for dispatch.
Electronic copies of the following documents/correspondences are required
upon submission of drafts:
Speeches/talking points;
Presentations;
OPAPP Daily Updates; and
Monthly, Quarterly and Yearend Accomplishment Reports.

81
The flow of communications for the PAPPs signature is as follows:
START
(Draft from
Originating
Unit/Office)
Originating
Unit
(For dispatch)
DTIS
(Uploading of e-
ASec-Opns
(For
copy/assignment
of tracking #)
review/comments)
PAPP
(For signature)
OSec
(Thru the HEA)
Back to
Originating Unit
(For finalization)
Asec-Opns
(Final hard copy,
For initials)
Note: All throughout the communications flow, concerned units/offices are to update the
status of the document/s (i.e., to whom and when next forwarded) onto the DTACS.
b. Memoranda for the PAPPs Information/Comments/Guidance
Memos for the PAPPs information/comments/guidance should follow this

format:
INTER-OFFICE MEMORANDUM
For
SEC. JESUS G. DUREZA

Thru
EVELYN M. DAPLAS
Assistant Secretary, Operations
From
(Name of memo signee)

(Designation)
Subject
Date
:
________________________________________________________________________
Background:
(Backgrounder or briefer on the reasons and/or events surrounding the subject activity of the
report.)
Discussion:
(To include names of the attendees of the meeting; venue; time; and details of the ensuing
discussion.)
Agreements:
(To detail all agreements reached upon during the meeting, if any.)

82
Next Steps:
(To enumerate all actions to be taken as agreed upon during the meeting and corresponding
accountability of attendees and/or agencies and offices represented in the meeting.)
Recommendations:
(To detail the signees recommendations, if any.)
Closing:
For the PAPPs information/approval/comments.
Memos should be printed on electronic OPAPP letterhead.

These documents should be encoded onto the DTIS before forwarding them
to the OSec.
For the daily updates for the PAPP required from each Technical Unit, this
format must be followed:
Subject/Background
Office/Division
Recommended Action
Remarks
Daily updates must be forwarded to the ASec for Operations on or before

3:00 p.m.
The units respective updates must likewise be encoded onto the DTACS.
Feedbacking from the PAPP to the respective office/division/staff shall be
through the remarks in the updates.
The flow of communications for these documents is as follows:
START
DTACS
(from
Originating
Unit/Office)
(for uploading of
scanned
document &
Assignment of
tracking #)
ASec-Opns
OSec
PAPP
(thru the HEA)
2. Memos for OPAPP Undersecretaries/Assistant Secretaries/Directors/Unit Heads

a. These communications should follow the format of the Inter-Office
Memorandum cited above.
b. These should be printed on electronic OPAPP letterhead.
c.. These must be encoded onto the DTACS before dispatch to concerned officials,
for tracking purposes.

83
The flow of communications for these documents is as follows:
START
DTACS
(Draft from
Originating
Unit/Office)
(for uploading of ecopy &

assignment of
tracking #)

ADDRESSEE
84
IX.
Information and Communication Technology

A. Introduction
Technology has become ever more critical to the everyday operations of OPAPP.
Therefore, it is crucial that an internal infrastructure, powered by the technology of
information and communications, is capable of supporting the increasing demands that
OPAPPs clients, partners, and personnel eventually place on this infrastructure.
The Information and Communications Technology Office (ICTO) handles and
maintains the information and communications technology component of the Agencys
operations.
B. Functions
The ICTO performs the following:
1. analysis, design, development, implementation, maintenance, support, and/or
management of computer-based information systems, particularly software
applications and computer hardware for OPAPP;
2. use of electronic computers and computer software to securely convert, store,
protect, process, transmit, and retrieve information;
3. practical application in the field of electronic communication and its installation;
and
4. architectural design of complex and/or practical computer networks and
information databases for OPAPP.
C. Scope
The ICTO covers the following areas:
1. Database Management refers to the management of the Centralized OPAPP
Database System (CODS). See Item D for the overview and contents of the CODS.
2. Database Administration refers to the administration of the CODS and
encompasses the following areas of concern:
a.
b.
c.
d.
e.
f.
Recoverability, as creating and testing backups;

Integrity, as verifying or helping to verify data integrity;
Security; as defining and/or implementing access controls to the data;
Availability, as ensuring maximum uptime;
Performance, as ensuring maximum performance given budgetary
constraints; and
Development and testing support, as helping programmers and engineers to
efficiently utilize the database.
3. Database Warehousing refers to the maintenance of the data warehouse, which is

the main repository of OPAPPs historical data and its corporate memory
containing the raw material for managements decision support system.

Section IX-Information and Communication Technology
85
4. Data Storage refers to the steps regarding prevention of data loss; backup and
replication of data; and data protection.
a.
Prevention Against Data Loss covers the following:
b.
Backup and Replication covers the following:
c.
Backups are sent off-site in regular intervals, which include software as

well as all data information, to facilitate recovery.
Surge protectors are used on delicate electronic equipment, to minimize
the effect of power surges.
A backup generator and/or Uninterruptible Power Supply (UPS), also
known as an uninterruptible power source or a battery backup, is used as
an off-line or online device to maintain a continuous supply of electric
power to connected equipment by supplying power from a separate
source when utility power is not available.
Fire prevention systems, with more alarms and accessible extinguishers,
are in place.
Anti-virus software and other security measures are used.
A communication equipment is used for (a) OPAPP Personnel, to notify
them of a problem and assign them tasks focused towards the recovery
plan; and (b) OPAPP clients, to notify them so that panic over the
problem is minimized.
Making regular copies of attributes in case primary disks or other

equipment fails.
Creating a periodic copy of attributes for a distant organization that
cannot readily access the original.
Providing utilities to facilitate the process of extracting and
disseminating attribute sets.
Ensuring transparency in the replication of the database, where data is
replicated between database servers so that the information remains
consistent throughout the database systems, and users cannot tell or even
know which server in the system they are using.
Off-site Data Protection refers to the strategy of sending OPAPP critical

business data to an off-site location. The ICTO oversees that the data are
transported off-site using removable storage media such as magnetic tapes, or
sending such off-site electronically via a remote backup service.
5. Software Design covers the following aspects:

a.
b.
c.
Extensibility, where new capabilities can be added to the software without

major changes to the underlying architecture;
Robustness, where the software is able to operate under stress or tolerate
unpredictable or invalid inputs; for instance, that the software can be
designed with a resilience to low memory conditions;
Reliability, where the software is able to perform a required function under
stated conditions for a specific period of time;

86
d.
e.
f.
g.
h.
i.
Fault-tolerance, where the software is resistant to and is able to recover from

component failure;
Security, where the software is able to withstand hostile acts and influences;
Maintainability, where the software can be restored to a specified condition
within a specified period of time; for example, an antivirus software may
include the ability to periodically receive virus definition updates in order to
maintain the softwares effectiveness;
Compatibility, where the software is able to operate with other products that
are designed for interoperability with another product; such as, a piece of
software may be backward-compatible with an older version of itself;
Modularity, where the resulting software comprises well-defined,
independent components that lead to better maintainability and where the
components can be then implemented and tested in isolation before being
integrated to form a desired software system; thereby allowing division of
work in a software development project; and
Reuse, where the modular components designed capture the essence of the
functionality expected out of them and no more or less, as this single-minded
purpose renders the components reusable whenever there are similar needs in
other designs.
6. Systems Management refers to the following tasks:

a.
b.
c.
d.
e.
f.
g.
h.
i.
Hardware inventories;
Server availability, monitoring, and metrics;
Software inventory and installation;
Anti-virus and anti-malware management;
Users activities monitoring;
Capacity monitoring;
Security management;
Storage management; and
Network capacity and utilization monitoring.
7. Systems Administration covers the following tasks:

a.
b.
c.
d.
e.
f.
g.
h.
i.
j.
Performance of routine audits of systems and software;

Performance of backups;
Application of operating systems updates, patches, and configuration
changes;
Installation and configuration of new hardware and software;
Addition, removal or updating of user account information, resetting of
passwords, etc;
Answering of technical queries;
Being responsible for security;
Documentation of the configuration of the systems;
Performance of systems tuning; and
Making sure that the network infrastructure is up and running.

87
D. Centralized OPAPP Database System (CODS) is a component of OPAPPs
comprehensive business system designed to move towards Knowledge Management
and Integration (KMI). It aims to:
1.
2.
3.
4.
5.
6.
build an OPAPP image and branding;

increase staff efficiency and productivity;
enhance internal communication and correlation;
strengthen delivery of programs and projects;
improve document tracking and retrieval;
consolidate OPAPP peace partners and contacts; and
7. manage employee information and records.
E. Content Management System Team (CMST) - is composed of selected technical staff
from different OPAPP Units headed by the ICTO tasked to generate and manage the
content of the CMS-based websites (internet and intranet).
F. Database Applications - comprises the following:
1. Document Tracking and Activity Calendar System (DTACS) - manages the
tracking of documents, calendar of activities, and library catalogue. It aims to
fast track communications, improve file system, and map out events.
2. Directory Management System (DMS) - manages all OPAPP network of
contacts, that includes peace partners, donors, executive and legislative offices,
as well as affiliations for easy tracking of memberships and associations.
3. Peace Resources and Initiatives Management System (PRIMS) - manages all
OPAPP programs and projects, areas covered, beneficiaries, implementing and
funding agencies, project cost, timeframe, and status of programs/projects.
4. Alleged Political Offenders/Rebel Returnees Management System (APORRMS)
- manages the systematic documentation of information on persons incarcerated
by virtue of their political orientation and/or political affiliation (political
offenders) or on armed/unarmed insurgents, who have decided to return to the
folds of the law and rejoin the mainstream of society (rebel returnees/former
combatants).
5. Geographic Information System (GIS) - also known as Geographical
Information System, is a system capable of integrating, storing, editing,
analyzing, sharing, and displaying geographically-referenced information. It can
also analyze spatial information, edit data, plot maps, and present results of all
these operations.
6. Human Resources Management System (HRMS) - manages OPAPP personnelrelated information, including employees welfare and benefits.
7. Procurement and Inventory Management System (PIMS) - manages the purchase
and inventory of office supplies and equipment, including the maintenance of the
latter.

88
8. New Government Accounting System (NGAS) - manages OPAPPs accounting
policies and procedures based on the national governments existing accounting
system.

89
X.

A. Introduction
This section covers the laws, policies, regulations and guidelines governing all aspects
of employee welfare and well-being, from screening of applicants, implementation of
staff development programs until the end of the employees service to the organization.
B. Personnel Hiring, Management, and Promotion
1. Government Policies on Selection of Employees
a. It is the governments declared policy that selection of employees for
appointment in the government service shall be open to all qualified men and
women according to the principle of merit and fitness.
b. There shall be an equal employment opportunity for men and women at all
levels of position in the agency, provided they meet the minimum requirements
of the position to be filled.
c. There shall be no discrimination on account of gender, civil status, disability,
religion, ethnicity or political affiliation.
2. Recruitment and Application Process
a. Agency Policies on Recruitment and Hiring of Employees
OPAPP Personnel are selected on the basis of their qualifications and

fitness to perform the duties and responsibilities that go with the positions
to which they will be appointed.
Positions at the entrance level may be filled by college graduates, who
possess sufficient academic training and intelligence required of the
positions.
Whenever possible, vacancies in the plantilla items are filled through the
promotion of qualified OPAPP personnel. The process for application of
promotion follows the processes for new hires, depending on the position
level being applied for. Said processes are listed below.
b. Process
for
Selection
and
Hiring
Technical/Administrative/Finance Positions:
of
Personnel
for
The Unit or Office Head requests for additional manpower by

accomplishing and submitting a Hiring Request Form (HRF) to the
HMRD. Said HRF is downloadable from the OPAPP Intranet System.

Section X/Human Resource Management
90

HIRING REQUEST FORM

Requested Position (please
attach a job description;
indicate rank, position title,
salary grade)
Qualifications
(requirements based on the
vacant position)
Requested by
Unit Office
Received by
Date
Approved by
(ASec for FAS)
Remarks:

91
Notice of Vacancies / Hiring of Employees is posted on the OPAPP

website and on the office bulletin boards. Job posting runs for seven (7)
working days.
The hiring process runs for a maximum of 30 days from the date of the
closing of the job posting.
Applications are submitted either by e-mail (to the HRMO e-mail address)
or post, addressed to the HRMO.
Application requirements include the following: Letter of Intent;

CV/Resum with photo; Official Transcript of Records; and Certificate of
Civil Service Eligibility.
Initial/first screening is done by the HRMO.
After the preliminary screening, the HRMO submits to the Personnel

Selection Board (PSB) the list of qualified applicants. The PSB then
evaluates who among these applicants will be scheduled for written
examination.
Applicants who pass the written examinations proceed to the second level
of the screening, which involves powerpoint or multimedia preparation
and presentation (for technical positions only). Presentations are done
before the PSB, so as to determine the level of technical competencies and
knowledge of the applicants.
The PSB evaluates

the applicants,
evaluation/recommendations to the HRMO.
The HRMO then submits a shortlist of eligible applicants to the ASec. for
Operations (for technical positions) and ASec. for FAS (for finance and
administrative positions), who in turn will conduct interviews with the
applicants.
The requesting Director makes the final hiring decision after receiving the
results of the interview with the ASec. for Operations / ASec. for FAS.
and
forwards
their
c. Process for Selection and Hiring of Unit Heads/Directors
The concerned ASec. requests for additional manpower by accomplishing

and submitting a Hiring Request Form (HRF) to the HMRD. Said HRF is
downloadable from the OPAPP Intranet System.
Notice of Vacancies / Hiring of Employees is posted on the OPAPP

website and on the office bulletin boards. Job posting runs for seven (7)
working days.

92
The hiring process runs for a maximum of 30 days from the date of the
closing of the job posting.
Applications are submitted either by e-mail (to the HRMO e-mail address)
or post, addressed to the HRMO.
Application requirements include the following: Letter of Intent;

CV/Resum with photo; Official Transcript of Records; and Certificate of
Civil Service Eligibility, and proofs of other qualifications.
Initial/first screening is done by the HRMO.
After the preliminary screening, the HRMO submits to the Personnel

Selection Board (PSB) the list of qualified applicants. The PSB then
evaluates who among these applicants will be scheduled for written
examination.
The PSB evaluates

the applicants,
evaluation/recommendations to the HRMO.
The HRMO then submits a shortlist of eligible applicants to the ASec. for
Operations (for technical positions) and ASec. for FAS (for finance and
administrative positions), who in turn will conduct interviews with the
applicants.
The PAPP makes the final hiring decision, based on the recommendations
of the respective ASec.
and
forwards
their
3. Pre-employment Requirements
a. Final candidates who decide to accept our employment offer must undergo
physical examination prior to signing of the Appointment Letter.
b. Results for the following medical examinations must be submitted to the
HRMD respiratory x-ray; urine test; drug text; and psychological rest.
4. Employment Requirements
a. Final candidates who decide to accept the employment offer must submit the
following documents prior to the signing of their Appointment Paper:
X-ray Result;
Drug Test Result;
Psychological Test Result;
NBI Clearance;
TIN
GSIS Number;
GSIS/Pag-ibig Loan Documents (if any);
Photo for Company ID; and

93
Other requirements that may be requested on a case-to-case basis.
b. The HRMD issues the following forms to be accomplished by the newly hired
employees:
Personal Data Sheet (CS Form 212);

Job Description Form (CS Form 122-D; and
Statement of Assets and Liabilities.
5. Appointment Terms and Conditions

a. Appointments, whether permanent, temporary, co-terminus, contractual, casual
or by promotion are made in accordance with OPAPP policies and procedures
and the pertinent provisions of the Civil Service Commission laws and rules.
b. By virtue of the nature of OPAPP, that is, an agency under the Office of the
President and hence an office co-terminus with the term of the President of the
Republic of the Philippines, all employees occupying plantilla and contractual
positions and those under contracts of services are issued employment
contracts which they co-sign together with the head of the agency (PAPP) for a
duration of not more than one (1) year. Extension of employment shall be at the
discretion of the PAPP, based upon the recommendations of their concerned
Unit Heads/Directors and Assistant Secretaries for FAS and Operations.
c. The Omnibus Rules Implementing Book V of EO No. 292 and Other Pertinent
Civil Service Laws stipulate that:
d. In the selection of personnel for his department or agency, the appointing
authority shall be guided by the Civil Service Law and Rules.
e. When two (2) or more applicants meet the minimum requirements for the
position, objective criteria must be set to determine who is the most fit and
meritorious among all the applicants to ensure that the exercise of management
discretion is not abused.
f.
A person who meets all the requirements of a position including the

appropriate civil service eligibility shall be appointed to a position in the first
and second levels. However, when the immediate filling of a vacancy becomes
necessary, taking into account the public interest, and a person with appropriate
civil service eligibility is not actually and immediately available, a person
without the appropriate civil service eligibility but who meets the other
requirements of the position may be appointed. His/her appointment shall be
temporary for a period of not more than twelve (2) months and may be
replaced at any time with one who has an appropriate civil service eligibility.
g. Each appointment shall be prepared in the prescribed form and duly signed by
the appointing authority.
6. Status of Employment - The Civil Service Code defines the classifications of
employment as follows:

94
a. Permanent - Employment is for plantilla positions, involving the performance

of activities necessary for the continuous operation of OPAPP. Permanent
positions are to be occupied by individuals who possess civil service eligibility.
b. Temporary This is issued to a person who meets the education, experience
and training requirements for the position to which he/she is being appointed
to, except for the appropriate eligibility but only in the absence of a qualified
eligible actually available, as certified by the Civil Service Regional Director
or Field Officer. Such appointment does not exceed twelve (12) months
reckoned from the date it was issued, but the appointee may be replaced sooner
if a qualified eligible who is willing to accept the appointment becomes
available.
c. Co-Terminus - Such status applies to a person whose entrance and continuity in
the service is based on the trust and confidence of the appointing authority or
of the head of the organizational unit where assigned; or co-existent with the
incumbent head of agency; or whose service is limited by the duration of the
project or co-existent with the period for which an agency or office was
created.
d. Contractual Applies to a person who undertakes a specific work or job for a
limited period not to exceed one (1) year. The appointing authority indicates
the inclusive period covered by the appointment for purposes of crediting
services.
e. Casual This is issued only for essential and necessary services where there
are not enough regular staff to meet the demands of the service.
7. Nature of Employment - The Civil Service Code defines the nature of employment
as follows:
a. Original - Refers to the initial entry into career service of persons who meet all
the requirements of the position.
It is understood that the first six (6) months of service following an original
appointment will be probationary in nature and the appointee will undergo a
thorough character investigation. A probationer may be dropped from the
service for unsatisfactory conduct or want of capacity anytime before the end
of the probationary period.
However, if no notice of termination or unsatisfactory conduct is given by the
appointing authority to the employee before the expiration of the six-month
probationary period, the appointment automatically becomes permanent.
b. Initial Refers to all other appointments of persons entering the government
service for the first time (whether career or non-career) which are not covered
by the definition of original appointment.
c. Promotion - Refers to the advancement of an employee from one position to
another, with an increase in duties and responsibilities as authorized by law,
95
and usually accompanied by an increase in salary. Promotion may be from one
department or agency to another, or from one organizational unit to another
within the same department or agency.
d. Transfer Refers to the movement of an employee from one position to
another which is of equivalent rank, level or salary without break in the service
involving the issuance of an appointment.
The Transfer maybe from one department or agency to another or from
organizational unit to another in the same department or agency; provided,
however, that any movement from the non-career service to the career service
shall be considered a transfer.
An employee who seeks transfer to another office must first secure permission
from the head of the department or agency where he/she is employed, stating
the effective date of the transfer. If the employees request to transfer is not
granted by the head of the agency where he is employed, it shall be deemed
approved after the lapse of 30 days from the date of notice to the agency head.
If, for whatever reason, the employee fails to transfer on the specified date,
he/she is considered resigned and his/her reemployment in his/her former
office is at the discretion of its head. The effectivity of transfer is the day
following the employees last day of service in the former agency.
Head of oversight agencies and their staff are prohibited from transferring to a
department/agency/office/local government unit where they are assigned or
designated to oversee within one (1) year after the termination of such
assignment/designation.
This prohibition contemplates only the transfer of officials of those
offices/units who are in a position to exert pressure or influence on the new or
accepting agency, but not to cover those occupying skilled positions such as
clerks and drivers.
e. Reemployment Refers to the reappointment of a person who has been
previously appointed to a position in the career or non-career service and
separated there from as a result to reduction of force, reorganization,
retirement, voluntary resignation due to any non-disciplinary action such as
dropping from the rolls and other modes of separation. Reemployment
presupposes a gap in the service.
No prior authority shall be required for the reemployment of a person who has
been previously retired and who has reached the compulsory retirement of 65
years of age.
f.
Reappointment Refers to the issuance of an appointment during

reorganization, devolution, salary standardization, re-nationalization or similar
events. This presupposes no gap in the service.
g. Reinstatement Refers to the issuance of an appointment to a person who has

been previously appointed to a position in the career service and who has,
96
through no delinquency or misconduct, been separated therefrom or to one who
has been exonerated of the administrative charges unless the decision
exonerating him/her specifies restoration to his previous position.
h. Renewal Refers to the subsequent appointment issued upon the expiration of
the appointment of the contractual/casual personnel, or temporary appointment.
This presupposes no gap in the service.
8. Effectivity / Revocation of Employment - The Civil Service Code states that:
a. All appointments must be submitted to the Civil Service Commission within
thirty (30) days from the date of issuance; otherwise, such appointment
becomes ineffective thirty (30) days thereafter and the appointing authority
shall be held liable for the payment of salaries of the appointee for services
actually rendered. The same liability holds if the appointment is disapproved
because the issuance is in violation of pertinent laws such as the publication
requirement, pursuant to Republic Act 7041, or
b. Once the appointment or contract has been signed by the proper authorities, the
HRMD informs the appointee of its approval. Failure on the part of the
appointee to report for proper instructions within thirty (30) days from the date
they are notified of appointment approval, is construed as loss of interest on
his/her part and, therefore, the appointment is automatically revoked after such
period.
9. Orientation of Employees
All new employees undergo an On-Boarding Orientation to ensure their proper
integration into the organization.
The on-board orientation is divided into two (2) parts, the first of which is
conducted by the HRMD; and the second, by the Unit Head to whom the new hire
is reporting to.
A. Regulations and Procedure
1. The On-Boarding Orientation takes place during the first thirty (30) to
ninety (90) days of work.
2. The areas to be covered by the orientation are the following:
Part 1 (General Orientation conducted for a batch of newly-hires):
-
Overview of the National Peace Plan

Introduction of the Organization (including the Agency structure,
unit/office functions, history, policies, employment regulations, and
employee benefits)
Familiarization tour of all Offices (including a courtesy call to the
heads of all units)

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Part 2 (Job Orientation conducted on an individual basis)
-
OPAPP Business System (including DBMS/Intranet/website)

Scope of work
Authority Levels
Performance Standards Agreement
Feedback Assessment and Evaluation
3. A checklist is used during the On-Boarding Orientation, signed-off by the

new employee, a copy of which goes into his/her 201 file.
Follows is a sample of the On-Boarding Orientation Checklist:

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ON-BOARDING ORIENTATION CHECKLIST

A. GENERAL ORIENTATION
REMARKS
Overview of National Peace Plan

Overview of OPAPP
- History
- Policies
- Organizational Structure
- Unit Functions
Familiarization with:
- Policies/Rules on Employment (Employees
Handbook)
- Required Employment Documents
- Payroll Procedures
- Use of Office Equipment/Facilities
- Requisition/Procurement Process
- Office Layout
Introduction to other Organization Members
I have been informed of all of the above-listed items in the checklist and have understood their rules,
regulations, and conditions.
___________________________
Employee Name & Signature
_______________
Date
B. INDIVIDUAL JOB ORIENTATION

OPAPP Business System
Scope of Work
Authority Levels
Performance Standards Agreements
Feedback Assessment and Evaluation
_______________________________
Oriented by
REMARKS
I have been informed of all of the above-listed items in the checklist and have understood their rules,
regulations, and conditions.
___________________________
Employee Name & Signature
_______________
Date

_______________________________
Oriented by
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10.
Classification and Definition of Personnel Movements - The Civil Service Code

states that the following personnel movements that do not require issuance of an
appointment nevertheless requires an office order signed by a duly authorized
official:
a. Reassignment Refers to the movement of an employee from one
organization unit to another in the same department or agency which does
not involve a reduction in rank, status or salary. If reassignment is without
the consent of the employee being reassigned, such is allowed only for a
maximum period of one (1) year. It is presumed to be regular and made in
the interest of public service, unless proven otherwise or if it constitutes
constructive dismissal.
Constructive dismissal exists when an employee quits his/her work because
of the agency heads unreasonable, humiliating or demeaning actuations
which render continued work impossible. Hence, the employee is deemed to
have been illegally dismissed.
No reassignment is undertaken if done indiscriminately or whimsically
because the law is not intended as a convenient shield for the appointing,
disciplining authority to harass or oppress a subordinate on the pretext of
advancing and promoting public interest.
Reassignment of small-salaried employees is not permissible if it causes
significant financial dislocation. Sufficient reasons to warrant the continued
reassignment of employee and performance of functions other than those
attached to the position must be established.
b. Detail - Refers to the temporary movement of an employee from one
department or agency to another which does not involve reduction in rank,
status or salary.
The employee detailed receives his/her salary from his/her mother
unit/agency. It is allowed only for a maximum period of one (1) year. It
may be allowed beyond one year for employees occupying professional,
technical and scientific positions, provided it is with the consent of the
detailed employee.
c. Secondment - Refers to the movement of an employee from one department
or agency to another which is temporary in nature and which may or may not
require the issuance of appointment but may either involve reduction or
increase in compensation. Acceptance thereof is voluntary on the part of the
employer. It is governed by the following guidelines:
It is limited to employees occupying professional, technical and scientific
positions.
Secondment to international bodies / organizations recognized by the
Philippine government may be allowed.

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Secondment for a period of one (1) year or more is subject to the approval by
the Civil Service Commission (CSC).
Approval of the secondment is subject to the following conditions:
A Memorandum of Agreement or contract for secondment between the

mother and receiving agency concurred with by the employee is
submitted to the CSC within thirty (30) days from signing of the
agreement/contract.
The period of secondment is for a maximum of three (3) years except

otherwise provided by law or as required under bilateral/multilateral
agreements.
Any violation of the provisions of the Memorandum of Agreement is a

ground for discontinuance thereof, without prejudice to the filing of
disciplinary action against the person responsible for the violation.
Acceptance of scholarship by the seconded employee terminates the
secondment.
Payment of salaries of seconded employees is borne by the receiving agency.
In case of higher compensation covered by a duly issued appointment within
the Philippine government, the same may be used for the purpose of
converting his/her retirement benefits but not for the purpose of commutation
of leave credits earned in the mother agency. In case of a lower
compensation, the mother agency shall pay the difference. This does not
apply in cases of secondment in international agencies.
The seconded employee is considered on leave without pay in his/her mother
agency for the duration of his secondment, and during such period, may earn
leave credits which are commutable immediately thereafter and payable by
the receiving agency.
d. Job Rotation Refers to the sequential or reciprocal movement of an
employee from one office to another or from one division to another within
the same agency as a means for developing and enhancing the potentials of
people in an organization by exposing them to the other work functions of
the agency.
e. Designation Refers merely to the imposition of additional duties to be
performed by the public official which is temporary and can be terminated
anytime at the pleasure of the appointing authority.

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11. Policies on Resignation, Termination of Service, and Retirement from Service
a. Resignation
Accountability
-
The resigning employee is responsible for providing a written notice to

his/her immediate superior should he/she decide to leave OPAPP.
His/her immediate superior is responsible for informing the HRMD
about the employees intention to leave OPAPP.
The HRMO is responsible for conducting the Exit Interview of the
resigning employee.
The HRMD is responsible for processing and issuing the employees
clearance from any accountability and which will form part of the basis
for the computation of benefits and salaries incorporated in the
employees separation and/or last pay.
The HRMD is also responsible in requesting for the check preparation,
covering the resigning employees separation and/or last pay and for
releasing the same to him/her.
Procedure
-
The resigning employee should give a written notice to his/her

Immediate Superior indicating his/her decision as well as the reasons
for leaving OPAPP, at least 30 days prior to the date of his/her
resignation.
The Immediate Superior informs the HRMD immediately of his/her
staffs decision and coordinates with the HRMD for any requirement
for replacement.
The HRMO conducts an Exit Interview with the resigning employee
prior to his/her last day at work.
The HRMO only signs the resigning employees clearance form after
the Exit Interview and all equipment/supplies issued the employee
have been properly turned over/returned to the Property Custodian of
the Administrative Division.
The HRMD processes the resigning employees clearance from
accountability by routing the clearance form to the following:
The resigning employees Immediate Superior
The HRMD
The Finance and Administrative Services Unit (Finance Chief
/Admin Chief/ASec. for FAS)
The Operations Units (all unit Chiefs and ASec. for Operations)
The Offices of the Undersecretaries
The Office of the Secretary/PAPP
The HRMD initiates the computation of the resigning employees last
pay and requests for the preparation of his/her check for pay-out.
A Quitclaim Form is accomplished by the HRMD and is duly signed
by the resigning employee and the PAPP upon the release of the
resigned employees last pay check.

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Regulations
-
b.
A 30-day prior notice is a requirement for clearance.

Remaining vacation leave credits may be used as terminal leave should
the resigning employee request to waive the 30-day notice, provided
that his/her terminal leave application is approved by his/her
immediate superior and with the concurrence of the ASec. for
Operations and/or ASec. for FAS.
Termination of Service
Accountability
- The immediate superior of the employee whose services are to be
terminated is responsible for informing the HRMD of his/her
recommendation for such action, via a memorandum to this effect,
copy furnished the ASec. for Operations and/or ASec. for FAS.
- The HRMO is responsible for informing the subject employee of the
recommendation to terminate his/her service, and of informing said
employee of his/her right to formally address the issues raised as
grounds for the termination of his/her service.
- The HRMD is also responsible for conducting a thorough and impartial
investigation into the issues raised against the employee, and for
submitting said findings/recommendations to the ASec. for FAS, copy
furnished the ASec. for Operations, the employees immediate superior
and subject employee.
- The ManCom is responsible for reviewing the case at hand, and for
deliberating and eventually recommending to the PAPP the action to
be taken on the matter.
- The HRMO is responsible for facilitating the preparation of subject
employees clearance and last paycheck, provided that the issues
supporting the termination of an employees service do not warrant the
withholding of such pay.
Procedure
-
The Immediate Superior of the employee whose services are being

recommended for termination submits a formal request for such
action, addressed to the ASec. for FAS and/or ASec. for Operations,
copy furnished the HRMD.
The HRMO informs the subject employee of the issues raised against
him/her, and informs the employee of his right to formally answer
these issues within three (3) working of days from notification, by
way of a memorandum on the same, addressed to the ASec. for FAS
and/or ASec. for Operations, copy furnished the HRMO.
A thorough investigation on the issues raised against subject
employee is conducted, after which the HRMO prepares and submits
his/her findings and recommendations to the ASec. for FAS and
ASec. for Operations.

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-
The subject request for termination of an employees termination,

and the ensuing findings and recommendations are then submitted to
the ManCom for review and deliberation. The ManCom then
prepares their concurrence/dissent with the recommendation, and
submits them to the PAPP for final decision.
Should there be a concurrence of the ManCom and the PAPP with
the recommended termination of service, the HRMO then informs
the subject employee and the employees Immediate Superior of the
termination of the formers service.
Should the employee whose service is being terminated is still
entitled to salaries and wages up to his last day of service, the
HRMO facilitates the processing of his/her last pay check and
clearance, following the procedures stipulated for resigning
employees, stated above.
Regulations
-
For justifiable reasons, the Agency has the right to terminate the
services of an employee prior to the expiration of his/her contract for
service, provided that a 30-day notice is served to the concerned
employee.
The services of an employee may be terminated for any of the
following just causes:
Serious misconduct or willful disobedience by the employee of
the policies, rules and regulations of the Agency or the Civil
Service Commission, or of the order of his/her Immediate
Superior in connection with the employees work.
Gross and habitual neglect by the employee of his/her duties.
Fraud or willful breach by the employee of the trust reposed in
him by his Immediate Superior or any other official of the
Agency.
Commission of a crime or offense by the employee.
Willful breach of a condition stipulated in the employment
contract.
Other causes analogous to the foregoing.
The following reasons may also be grounds for termination of
employment:
Redundancy (i.e. when majority of the job positions duties
and responsibilities is abolished due to duplication, repetition,
etc. resulting from a major change in the organization.
Retrenchment to prevent loss or cessation of operations of the
office.
The service of an employee may likewise be terminated if he/she is
found to be suffering from any disease where his/her continued
employment is prohibited by law or is prejudicial to his/her health as
well as the health of other employees, provided that the employee is
given a separation pay equivalent to at least one (1) month salary or
equivalent to one-half month salary for every year of service,
whichever is greater. A fraction of at least six (6) months is
considered as one (1) whole year in computing the separation pay.

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c. Retirement
Terms
-
Accountability
-
Any employee who plans to leave the service due to either optional or
mandatory retirement is responsible for filing his/her Notice of
Retirement in writing to his/her Immediate Superior and the HRMD.
The HRMD is responsible for facilitating the retiring employees
clearance from any accountability and for the latters retirement
benefits from the Government Service Insurance System (GSIS).
Procedure
-
Retirement from service is made either upon the employees voluntary

choice or upon reaching the mandatory retirement age of 65.
The retirement plan in government service is administered by the
GSIS, which provides the employee his/her substantial benefits upon
retirement, permanent disability, death or separation from any
government office.
A government employee may choose to retire under any of these two
(2) options:
Compulsary Retirement is when an employee is automatically
and compulsory retired from government service upon reaching the
age of 65.
Optional Retirement is when an employee, regardless of age,
opts to retire after rendering a total of thirty (30) years of service.
The retiring employee files his his/her written notice of retirement to

his/her Immediate Superior, copy furnished the HRMD, three (3)
months before the effectivity date of his/her retirement.
The Immediate Superior coordinates with the HRMD for any
requirement for replacement.
The HRMD processes the employees clearance form and signs the
same after all equipment/supplies issued by the office to the latter have
been properly turned over/returned.
The HRMD processes the retiring employees clearance by routing the
clearance form, the process of which is the same as that indicated
above.
The HRMD also facilitates the forwarding of the request for retirement
insurance benefits of the retiring employee to the GSIS.
Regulations
-
All retiring employees must secure clearance from all money and
property accountability within one (1) month before the effectivity of
his/her retirement.

105
-
An employee becomes a GSIS member upon permanent employment

with any government office, for which the employee and agency share
in the monthly contributions to GSIS, deducted from the monthly
salary.
All retirement insurance benefits maybe in the form of annual or
monthly pension for life, payable to the employee/GSIS member and
transferable to his/her primary beneficiary upon the employees death.
Computations of any and all benefits due an employee upon retirement
from service follows that prescribed by the GSIS.
12. Maintenance and Updating of Qualification Index

a. Accountability
The employee is responsible for informing the HRMD of any and all
training courses, academic degrees, recognitions and the like that he/she
receives before and during employment with OPAPP.
The HRMD is responsible for updating an employees qualification index,
as the need arises.
b. Procedure
The employee furnishes the HRMD a written advice on the in-service

training courses, academic degrees recognitions/awards/citations he/she
has received or receives during employment with OPAPP, together with
copies of certificates of completion/graduation and the like.
The HRMD updates the employees qualification index, which forms part
of the latters personnel file.
c. Regulations
For any employee seeking promotion within OPAPP, his/her qualification

index is a factor in determining his/her suitability for the same.
The HRMD ensures that such information be indicated in the evaluation
report as regards as employees eligibility for promotion.
13. Personnel Records and Reports

a. Accountability
All employees are to accomplish the pertinent personnel documents as

required.
The HRMD is responsible for ensuring that all documents are complied
with by the employees and that these are completed/recorded accordingly.

106
b. Types of Personnel Records and Reports
Oath of Office Newly-Appointed personnel are required to subscribe to an

oath of office, duly sworn in and administered by the administering officer.
This document is also kept in the employees personnel (201) file.
Sworn Statement of Assets, Liabilities, Net Worth, Disclosure of Business
Interests and Final Connections, and Identification of Relatives in the
Government - Sworn Statement of Assets, Liabilities, Net Worth,
Disclosure of Business Interests and Financial Connections, and
Identification of Relatives in the Government (SALN) Republic Act No.
6713 stipulates that all officials/employees in government service must
accomplish and submit an SALN within thirty (30) days upon assumption
of office/position. Those who assume office less than two (2) weeks
before the end of calendar year may file their first statement in January of
the following year. SALNs are filed every year thereafter and upon
resignation/separation from OPAPP. A sample of this form is provided at
the end of this section for reference.
Personal Data Sheet - (PDS) The CSC requires all government personnel
to submit a duly accomplished PDS upon employment. A sample of this
form is provided at the end of this section for reference.
Job Description Form - This is submitted to the CSC upon hiring of new
employees/assumption of office of new officials, as basis for an
employees eligibility for his/her position.
Courtesy Call Sheet Upon hiring, employees make the rounds of all
OPAPP units/offices as part of their familiarization tour. Accomplishment
of calls on each unit/office is signified by the signature of the authorized
unit/office representative on the appropriate boxes on this form. A sample
of this form is provided at the end of this section for reference.
Daily Time Record After the end of each month, employees required to
time in and out accomplish and submit a summary of working hours
rendered for the specified month. This summary includes indications of
leaves availed of, official business transactions outside the office, official
travels, and other such information that do not enable the employee to time
in/out. Proofs of such availments/transactions are attached to the DTR.
This summary is signed by both the employee and his/her Immediate
Superior, and submitted to the HRMD. A sample of this form is provided
at the end of this section for reference.
Application for Leave of Absence Form All employees qualified to avail
of vacation/sick/maternity/paternity/special leave benefits accomplish and
submit this form to the HRMD, duly approved and signed by his/her
Immediate Superior. Requests for leave availment are submitted before
such availment, except for Sick Leave availments, which is accomplished
and submitted immediately upon reporting back to work. A sample of this
form is provided at the end of this section for reference.
Authority to Render Overtime Work Request Form - Authority to Render
Overtime Work Request Form All employees authorized to render
overtime work with equivalent compensation accomplish and submit this
request form to the HRMD, duly signed by their Immediate Superior. This
form is submitted prior to actual rendering of overtime work. A sample of
this form is provided at the end of this section for reference.

107
Authority to Avail of Overtime Services Offsetting Form - Employees not

eligible to receive payment for overtime work rendered but nonetheless do
so have the option to offset the number of work hours rendered to leave or
undertime availment. This form is accomplished and submitted to the
HRMD prior to such offsetting, duly signed and approved by the
employees Immediate Superior. A sample of this form is provided at the
end of this section for reference.
Statement of Overtime Work Rendered - After the end of each month, all
employees qualified to receive compensation for overtime work rendered
accomplish and submit a summary of their overtime work rendered. This
Statement is certified/approved by their Immediate Superior and submitted
to the HRMD within the first week of the succeeding month. This
summary is the basis for computation of payment for the overtime work
done. A sample of this form is provided at the end of this section for
reference.
Official Business Slip - This form is accomplished whenever an employee
conducts official business outside the office that does not enable him/her to
time in and out during regular working days. This form is submitted to the
HRMD, duly approved and signed by the employees Immediate Superior.
A sample of this form is provided at the end of this section for reference.
Trip Ticket - As supporting document to purchase of fuel for office
vehicles, all drivers accomplish and submit Trip Tickets whenever these
vehicles are loaded up for fuel before or during use of OPAPP
officials/employees. Duly accomplished forms are submitted to the
Property/Supply Officer. A sample of this form is provided at the end of
this section for reference.
C. Employee Welfare and Benefits

1. Employee Compensation Plan
a. Salary Structure and Administration
OPAPP has a position Classification Plan which classifies positions based

on duties and responsibilities, qualification requirements and other such
factors. Salary or compensation is determined by position, evaluated in
terms of complexity, level of difficulty and responsibility.
The Compensation Grade Plan consists of 31 grade units with eight (8)
Salary Steps within each grade. Each grade represents a level of work
difficulty and responsibility, and has minimum and maximum levels to
allow for determining salaries of newly-hired or promoted employees
and/or appropriately reward different levels of performance within a
particular salary range.
The governments Salary Standardization Plan serves as the basis for
assigning a corresponding salary grade for each position. A new appointee
is given the minimum salary within the pay range of the position.
Contractual personnel are given an initial salary rate of at least one (1) step
the minimum within the pay range of the position. They are also entitled to
leave privileges and other benefits to which permanent employees are
entitle, except as provided by law.

108
Basic Salary means the monthly compensation paid by the Agency to the
employees for services rendered during normal regular working hours,
exclusive of all forms of allowances, payment for extra work, benefits and
other emoluments of whatever kind and nature allowed by law. All regular,
casual and contractual employees are entitled to a basic salary. On the
other had, the salaries of personnel whose services are contracted on a
project basis may be based on a different salary grade, as stipulated in the
Contract of Service approved by the head of Agency. The Agency grants a
basic salary equivalent to the rate within the range of an employees job
level in the offices pay scale, as allowed by the CSC and the Department
of Budget and Management (DBM). The basic salary is the basis of
computations of other benefits such as cash commutation of leave,
overtime pay and 13th month pay. It is also the basis of computation of
items for salary deductions due to leave without pay, suspension without
pay, tardiness, among others.
Overtime Pay is given to employees qualified for such remuneration who
perform work in excess of the regular eight (8) hours a day, or during rest
days and legal/special holidays. Authorization of an employees Immediate
Superior is required prior to actual rendering of overtime work. Overtime
pay is processed on a monthly basis, and released within the month
succeeding that for which such pay is due.The employee must also ensure
that his/her Summary of Overtime Work Rendered for a particular month is
submitted to the HRMD office on or before the cut-off period for
processing, which is the first week of the succeeding month.
Computations Overtime pay rates are as follows:
Regular
Overtime
Sunday/Rest
Day
125%
150%
150%
Regular
Holidays
Special
Holidays
150%
150%
In excess of eight (8) hours during a regular

working day.
For the first eight (8) hours during the scheduled
rest day.
In excess of eight (8) hours during the scheduled
rest day. The additional 30% premium shall be
based on the 130%.
For the first eight (8) hours during a regular
holiday.
For the first eight (8) hours during a special
holiday.
Pursuant to the rules and regulations of COA, CSC and DBM, the above rates are
subject to the new issuances the said agencies may impose.
b.
Payday
Salaries of permanent, casual and contractual personnel are usually

released on the 15th and last day of each month.
Personnel under Contracts of Service also receive their pay on the
aforementioned days.

109
c.
When a payday falls on a weekend or legal holiday, payments are

made on the working day before the weekend/holiday.
Allowances
Representation and Transportation Allowance (RATA)

Employees occupying officers levels are granted RATA to defray
expenses incurred during the conduct of their official functions. The
amount of RATA is in accordance with the rates prescribed for each
level/grade under the pertinent provisions of the General
Appropriations Act of the particular calendar year.
13th Month Pay, Yearend Bonus and Cash Gift

This is given in recognition of government service and in keeping
with the spirit of Christmas. The annual Christmas bonus or 13th
Month Pay is equivalent to one (1) months basic salary plus Five
Thousand Pesos (P 5,000.00) which is granted to employees who
have rendered a total of at least four (4) months of service Including
leaves of absence with pay) with the Agency for the duration of
January 1 to October 31 of the year, and who are still in the service
as of October 31 of the same year. Further, pursuant to the
provisions of the General Appropriations Act, half of the 13th Month
Pay is given not earlier than May 1and the remaining half not later
than November 15 of the issuing year.
Uniform Allowance
To create a businesslike atmosphere in the office, contractual
employees who have rendered at least six (6) months of continuous
service are provided with uniforms charged to the annual uniform
allowance worth Four Thousand Pesos (P, 4000.00). However, this
does not include employees whose salaries are charged against
project funds that do not have provisions for uniform allowance.
d.
Standard Salary Deductions/Social Benefits
Government Service Insurance System (GSIS) Premium Payments

All regular/contractual employees of the government automatically
becomes GSIS members. Upon membership, they are issued GSIS
insurance policies, and their monthly premium payments are
deducted from the monthly salaries. A primer on the various types
of social insurance, security benefits, employee compensation claims
and basic requirements for entitlement under the laws administered
by the GSIS is available at the HRMD office. Or you may log on to
www.gsis.gov.ph for more information.

110
Pag-ibig Fund Contributions

The Home Development Mutual Fund, also known as the Pag-ibig
Fund, is a provident savings system for employees in the public and
private sectors. Members contributions are supported and matched
by their respective employers, with housing as the primary
investment, and are deducted/remitted to Pag-ibig on a monthly
basis. In OPAPP, however, only plantilla employees are provided
with a budgetary allocation covering the Agencys share of the
monthly contributions. Employees under Contracts of Service may
opt to become members of Pag-ibig, provided they shoulder both
their personal contributions and the employers share to the program.
Philippine Health Insurance Corporation (Philhealth) Contributions

Membership in Philhealth automatically entitles an employee to the
Health and Medical Program it administers. This program covers all
salaried government employees, including temporary, emergency,
casual and contractual appointee.
Withholding Tax
All employees receiving income through regular monthly salaries
and wages, remuneration on a per project basis or consultancy fees
are required to remit withholding taxes. Computations of these
income taxes are based on those prescribed by the Bureau of Internal
Revenue (BIR). The Agency remits all income taxes in the
employees behalf to the BIR on an annual basis.
2. Rules on Application, Approval, Coverage and Availment of Paid Vacation

Leaves, Sick Leaves, Maternity Leaves, Paternity Leaves, Other Special Privileges
and Exemptions
Paid Holidays
Employees are entitled to payment of their corresponding salaries for legal or
special public holidays.
Leave of Absence
All regular and contractual employees may have adequate vacation for rest,
recreation and for bonafide cases of illness. To gaurs against abuse of this
privilege, such as excessive absences, there are policies on this, as stipulated
in the succeeding items:
A leave of absence is granted to personnel who render work during
prescribed office hours are entitled to fifteen (15) days of vacation and
sick leave with full pay for a calendar year.
Vacation Leave is granted for personal reasons. However, request for
availment of vacation leave must be filed at least five (5) days in

111
advance, as the granting of this privilege is contingent upon the exigency

of the work, and employees may be recalled to work should it be
warranted.
Sick Leave is granted only on account of illness on the part of the
employee or of any member of his/her immediate family, including any
relative whom he/she lives with under one roof or is dependent on the
employee for support. However, the employee must immediately inform
his/her Immediate Superior of the same, and file the corresponding sick
leave availment request upon reporting back to work. Sick leave
applications exceeding five (5) days must be accompanied by a medical
certificate. Sick leave applications may also be applied in advance, in
cases when the employee will undergo medical examination or operation
duly supported by a medical certificate.
Employees applying for leave of absence for thirty (30) days or more
must secure clearance from money and property accountability prior to
leave availment.
Applications for vacation or sick leave of absence must be submitted in
the prescribed form. The Immediate Superior/Unit Head recommends
the employees request to the HRMO. The ASec. for FAS, in turn,
approves the employees request.
Any leave of absence without approval of the Immediate Superior or
proper notification of the office is considered an unexcused leave of
absence without pay and the concerned employee is subject to
disciplinary action.
As a general rule, leaves with or without pay should not exceed one (1)
year, subject to the discretion of the Head of OPAPP. Absence beyond
the approved leave period is not allowed, for which a notice to return to
duty within thirty (30) days will be issued. Failure to return upon
notification will imply abandonment of post and is subject to
administrative sanctions. However, exceptions to this rule are applied
for the following:
Those on sick leave duly supported by a medical certificate and approved
by the ASec for FAS.
Those reviewing and taking bar/board examinations, provided that the
application for leave of absence has been approved.
Maternity Leave
Married women in government service who have rendered an aggregate of
two (2) or more years of service are, in addition to the vacation and sick
leaves granted, are entitled to maternity leave of sixty (60) calendar days
with full pay with the following conditions:
Those who have served for less than one (1) yea are entitled to 60-day
maternity leave with half pay.
Maternity leave for those who have rendered one (1) year or more but
less than two (2) years of service is computed in proportion to their
length of service.
This privilege is granted to female married employees in every instance
of pregnancy, irrespective of frequency.

112
If an employee wishes to report back for work before the expiration of
her maternity leave, she is allowed to do so without refunding the
commuted money value of the unexpired portion of her maternity leave
and is paid the corresponding salary for the services rendered.
Maternity leave is granted even if the delivery occurs not more than
fifteen (15) calendar days after the termination of an employees service
as her right thereto has accrued.
If already entitled to this privilege, a female employee can still avail of
60 days maternity leave with pay even if she is on an extended leave of
absence without pay.
A married female employee is still entitled to maternity leave of absence
with pay even if she has a pending administrative case.
Paternity Leave
All married male employees are entitled to paternity leave of seven (7) days
for the first four (4) deliveries of his legitimate spouse with whom he is
cohabiting. However, if the employee has more than one legal wife, he is
entitled to avail of the paternity leave for a maximum of four (4) deliveries,
regardless of which spouse gives birth. Paternity leave is non-cumulative and
strictly non-convertible to cash.
Special Privileges
Special privilege leaves are granted to officials and employees, as follows:
Funeral/mourning leave
Graduation leave
Enrolment leave
Wedding/anniversary leave
Birthday leave
Hospitalization leave
Accident leave
Relocation leave
Government transaction leave
Calamity leave
Special privilege leave is granted for a maximum of three (3) days within a
calendar year, and can be a combination of any of these reasons. Special
privilege leaves are non-cumulative and non-commutable.
Mandatory Five-Day Vacation Leave

All officials and employees with ten (10) or more days of vacation leave
credits are required to go on vacation leave, whether continuous or
intermittent, for a minimum of five (5) days annually.

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Accumulated Leave Credits

Vacation and sick leave credits are cumulative and may be carried over the
succeeding year. In case of voluntary resignation or separation from the
service, the employee is entitled to the commutation of all his/her
accumulated vacation and / or sick leave credits. Accumulated leave credits
become useful during cases of prolonged illness, for which the ordinary sick
leave privilege is usually not sufficient. It is therefore not intended to be
consumed for ordinary absences. Special concern must be given to preserve
leave benefits for this exigency.
3. Rules on Monetization of Leave Credits, Commutation of Leave Credits and

Refund of Commuted Leaves
Monetization of Leave Credits
Monetization of leave credits means an employee is paid the money value of
his/her accumulated vacation leave credits without actually going on leave of
absence, subject to availability of funds. Permanent, contractual or casual
employees who have accumulated at least fifteen (15) days or more vacation
leave credits are allowed to monetize a maximum of ten (10) days vacation
leave credits a year.
Commutation of Leave Credits
Commutation of leave credits means advance payment for the working days in
which leave was applied for. Upon the recommendation of the Unit Head, the
HRMD may authorize the release of the employees salary on or before the
beginning of the leave period, upon the concurrence of the ASec. for FAS,
charged to the fund from which the salary will be paid. Payment covering the
commutation of leave for more than thirty (30) days or final settlement shall be
approved only upon clearance of all money and property accountabilities in the
position held on the date of the commutation of leave or final settlement.
Refund of Commuted Leave Credits

Advance payment of vacation or sick leave is not allowed when the person
requesting such payment is likely to be recalled to duly during the period of the
leave granted. No person whose vacation and sick leave has been paid in
advance shall be permitted to return to duty without first refunding the unused
portion of the leave credit. This is to avoid payment of salary for service yet to
be rendered.

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4. Performance Management Evaluation System (PMES)
The HRMD is responsible for coordinating with the Unit Heads in the performance
evaluation of all employees.
Rules and Regulations

An employees performance is measured in terms of actual accomplishments
and outputs vis--vis standards or targets, quantity, quality and timeliness of
rendered work, plus other factors as indicated in the prescribed Performance
Evaluation Report Forms. These forms likewise provide for an assessment of
an employees behavior during the conduct of his/her official functions.
The evaluation system also provides an opportunity for the Immediate Superior
to comment, suggest and recommend how they think their staff can improve
their weakness and/or build on their strengths.
Performance evaluations are made every six (6) months January to June and
July to December of every calendar year.
The PMES utilizes evaluation forms tailor-fit for employees occupying nonsupervisory and supervisory positions. These are called the Performance
Evaluation Report Forms. Below are samples of these forms:
This System also makes us of an overall rating scheme divided into five (5)
rating categories, as follows:
-
Outstanding (for a total point score range of 1.00 1.49) - An employee

is given this rating whenever he/she exceeds his/her performance targets by
at least 25% and if he/she possesses certain personal qualities relevant to
the accomplishment of such targets. It also represents an extraordinary
level of achievement and commitment in terms of quality time, technical
knowledge and skill, integrity, creativity, and initiative. This translates that
the employee demonstrates exceptional job mastery in all major areas of
responsibility, and that his/her achievement and contribution to the
organization are of marked of excellence.
Very Satisfactory (for a total point score range of 1.50 2.49) An
employee is given this rating whenever he/she exceeds his/her targets by
20% but falls short of what is considered an outstanding performance.
Satisfactory (for a total point score range of 2.50 3.49) An employee
is given this rating whenever he/she meets usual standards or requirements
of the duties of the position.
Unsatisfactory (for a total point score range of 3.50 4.49) An
employee is given this rating whenever hi/her performance falls shorts of
the minimum requirements but could stand improvement.
Poor (for a total point score range of 4.50 5.00) An employee is
given this rating if he/she fails to meet performance requirements and there
is no evidence that he/she can improve his/her performance. A
performance rating of unsatisfactory or poor are considered grounds for
separation from the service.

115
All employees are given copies of their respective performance ratings.
An employee who expresses dissatisfaction over the rating given him/her by
the Immediate Supervisor may appeal through the Grievance Handling
Committee within fifteen (15) days after his/her receipt of the performance
rating. Non-filing of an appeal within the prescribed period is deemed as the
employees acceptance of /agreement to the evaluation.
5. Merit Incentives and Rewards System
The HRMD is responsible for monitoring all performance evaluation reports and
for determining who among the employees qualify for the Merit Incentive Reward.
Rules and Regulations

The Merit Incentive Award is granted to officials and employees who have
rendered Very Satisfactory or Outstanding performance ratings for two (2)
consecutive rating periods.
This recognition is given once a year to qualified employees. No employee can
receive a Merit Award for two (2) consecutive years.
The Merit Incentives and Rewards System is not applicable to:
-
Officials and employees who have incurred a leave of absence of more

than 45 working days within the rating periods of January to June and July
to December of the current year. Leave of absence refers to vacation, sick
or study leave without pay.
Those who have incurred absence without leave (AWOL) during the rating
period.
Those who have resigned, have been separated or terminated from service
on or before October 1 of the current year.
Those who have been administratively charged and found guilty of the
charge.
6. Grievance Handling Procedures
Laws and Government Policy

Republic Act No. 9825 - or An Act To Institutionalize The Use of An
Alternative Dispute Resolution System in the Philippines and to Establish the
Office for Alternative Dispute Resolution, and For Other Purposes,
stipulates the following:
-
It is the States policy to actively promote party autonomy in the

resolution of disputes or the freedom of the parties to make their own
arrangements to resolve their disputes.
Towards this end, the State shall encourage and actively promote the use
of Alternative Dispute Resolution (ADR) as an important means to
achieve speedy and impartial justice and declog court dockets.

116
-
The State shall provide means for the use of ADR as an efficient tool and
an alternative procedure for the resolution of appropriate cases.
Executive Order No. 523 or Instituting the Use of Alternative Dispute

Resolution in the Executive Department of Government, on the other hand,
provides that all administrative bodies shall promote the use of alternative
modes of dispute resolution such as, but not limited to, mediation,
conciliation and arbitration as part of their practice in resolving disputes filed
before them.
Agency Policy
Pursuant to the aforecited laws, OPAPP adopts the use of ADR in the
formulation of a conflict-resolution mechanism within the Agency, through
the creation of the Grievance Handling Committee. Further, it is the
Agencys policy to maintain a harmonious working environment which
affords equality of opportunity. It also recognizes the right of individuals to
express their concerns about work-related issues and to have an official
avenue to resolve for their genuine grievances and complaints in a fair and
timely manner.
The Grievance Handling Committee shall administer to any and all genuine
grievances on which remedial action id desired by the employee.
-
Definition of Terms :
Grievance - is a dispute or problem about any act, behavior, omission,
situation or decision which an employee thinks is unfair and unjust, and
is work-related. Examples of this would include: discrimination;
harassment; performance review; safety issues; promotion opportunities;
leave applications; and other issues to do with the workplace.
Grievance Handling Procedure - is the process through which employees
may bring their concerns to upper level management. The aim of the
process is to afford concerned parties the avenue to explain any
misunderstanding, make people aware of the inappropriate nature of their
behavior, and to prevent the behavior from occurring again.
Grievance Officers - Staff who have Team Leader roles, Managers or
Directors within the organization will be trained to become Grievance
Officers. They are not members of the Grievance Handling Committee,
so as to lend impartiality during resolution proceedings. These
individuals are expected to implement the grievance procedure, and are
trained on the principles, policies and implementation of ADR.
Grievance Handling Committee - is a panel composed of representatives
of all units of OPAPP, who shall investigate and substantiate all
complaints raised for grievance handling.

117
-
Guiding Principles
Complete confidentiality Only the people involved in making or
investigating a complaint will have knowledge of an allegation against
someone. Every party involved in the investigation must maintain
confidentiality about the matter and must not disclose any detail or
discuss the complaint with any person other than the complainant, the
subject of the complaint, and the members of the Grievance Handling
Committee.
Impartiality The investigation will treat both parties equally with both
being given an opportunity to provide explanations and details without
any assumption being made until full details are available. Management
will take necessary steps to ensure no victimization occurs against
anyone who makes a complaint.
Timeliness All allegations or complaints must be dealt with as quickly
as possible. The aim is to resolve all allegations within two (2) weeks
from when the complaint is lodged with the Committee. Within 48
hours, the complainant must be informed of how action is to be taken.
Fairness Every allegation must be taken seriously and individuals
involved must be treated fairly. All concerned will have access to
support and representation during the course of the procedure, should
they choose so, from among the pool of Grievance Officers.
Process in Filing a Formal Grievance, Conduct of an Investigation, and

Handing Down of a Resolution of/Decision on a Formal Grievance
As a first option, an employee is encouraged to try to sort out any dispute
directly with the person/s involved. If possible, he/she must tell the other
person that their behavior is unacceptable, hurtful or offensive, and give
them the opportunity to apologize and change their behavior.
In case the situation is not resolved by this approach, the complainantemployee contacts an office Grievance Officer and explains to him/her
the matter.
The Grievance Officer writes down all the information relayed by the
complainant-employee, which serves as the first written record of the
complaint. Both parties sign this record, with the date of reporting
affixed on this report.
The Grievance Officer then informs the other party that a formal
complaint has been lodged against them and that that he/she would like
to set a time to speak to them about it. The Grievance Officer also
emphasizes that the discussion must be kept highly confidential, and that
no assumptions on the allegation/s about them have been made. The
Grievance Officer further informs the other party that if they feel it is
necessary, they can bring an independent observer with them to the

118
interview, but stress that this person should not be involved in the
allegation, even as a possible witness.
The Grievance Officer conducts the interview of the other party as soon
as possible, in an environment which assumes privacy and
confidentiality. If an independent observer is present, the confidentiality
requirement is explained and emphasized. All discussions during the
interview are recorded in writing, and then signed by all present.
After the interview, the Grievance Officer conducts a thorough
investigation by interviewing other employees who may have knowledge
of the situation. The witnesses are interviewed separately. They are
reassured that whatever they say will be held in strict confidentiality and
they will not be victimized for speaking about what they know of the
situation.
After all the pertinent information is gathered, the Grievance Officer
makes an assessment about whether the allegation is proven or unproven,
and submits this report to the Grievance Handling Committee.
After receipt of the report, the Grievance Handling Committee convenes
to discuss the merits of the complaint, and to arrive at a resolution of the
complaint. The resolution the Committee proposes is written down, and
duly signed by all its members.
The Grievance Officer then informs both parties of the outcome of the
investigation and the result of the Committees deliberation on the
matter. Confirmation of the outcome and the proposed resolution is
provided in writing to the offender and the complainant.
Discussion of the outcome and any other formal written documentation
related to any grievance procedure is then provided to the ExeCom, for
final deliberation/decision. The result of the Execom assessment will be
conveyed to the Grievance Handling Committee, Grievance Officer,
complainant and offender within two (2) weeks.
Potential outcomes of the grievance handling process and resolution of
the issue include: a written apology, counseling, an official warning,
disciplinary action, dismissal, among others. If the complaint is proven
not to have occurred and is in fact a frivolous, reckless or malicious
complaint, similar outcomes may be pursued.
After issuance of the resolution, the Grievance Officer continues to
monitor for some time the outcome in the work area in which the
situation occurred, to ensure that people concerned abide by the
resolution determined. If the complaint cannot be proven but the
complainant perceives some type of harassment or mistreatment,
counseling and/or discussion is arranged to allay that persons feelings.
Any further issues is addressed swiftly and advise immediately sought
from the Grievance Handling Committee members and/or Execom.

119
All documentation related to an incident that is proven to have actually
transpired or to a complaint that can neither be proven or disproven are
kept by the HRMD Director, filed in strict confidentiality in a restricted
access filing area (not the usual personnel file areas). If a grievance is
found not to be proven, all notes are destroyed.
7. Staff Development Program
In the pursuit of encouraging employees to progressively develop themselves by
continuously acquiring and having job competencies, OPAPP establishes a staff
training and development program geared towards providing opportunities for
employees to maximize their potentials and enhance their abilities for higher and
greater responsibilities. This program revolves around training and academic
courses available through local or foreign scholarship grants and assistance.
Accountability
The HRMD is responsible for the following:
-
Researching for/screening of scholarship training programs or courses

relevant to OPAPP.
Posting of available training programs and courses, and the requirements
for application.
Evaluating the staff to be nominated for the scholarship program.
Preparing recommendations/writing to the agency or institution
sponsoring a particular scholarship program or course.
Unit Heads/Immediate Superiors of interested employees are responsible for

formally endorsing any of their staff who is qualified, capable and interested
in the scholarship program/course.
Selection Process
Interested parties are to formally signify their intent to avail of the
scholarship grant to the HRMD. This written notice of intent should be
accompanied by an endorsement from the employees Immediate
Superior/Unit Head.
The HRMD undertakes a screening process of all applicants, following the
criteria/qualifications prescribed by the sponsoring agency/institution.
Candidates for the scholarship are selected on the basis of their performance
rating, educational attainment, training, work experience, personality traits.
After the screening process, the HRMD office prepares a shortlist of
candidates, which in turn is submitted to the ManCom for review and
recommendation, prior to the approval of the PAPP.
Upon receipt of the PAPPs decision, the HRMD nominates the employee for
scholarship program to the sponsoring agency.

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Allowances and Entitlements

If the scholarship program is held locally, the employee-scholar is entitled to
his/her basic salary and other allowances disbursed during the course of
his/her training. If, on the other hand, the program is held abroad, the
entitlements due an employee shall be discussed and decided upon prior to
the start of the employees training/scholarship program.

121
D.
Samples of Personnel Records and Reports

SWORN STATEMENT OF ASSETS, LIABILITIES, AND NET WORTH,
DISCLOSURE OF BUSINESS INTERESTS AND FINANCIAL CONNECTIONS,
AND IDENTIFICATION OF RELATIVES IN THE GOVERNMENT SERVICE
As of December 31, _______
(Required by Republic Act No. 6713)
Name: ___________________________________
Surname
First Name
M.I.
Address: __________________________________
__________________________________________
Name of Spouse: ___________________________
Surname
First Name
M.I
Position/Income: ___________________________
Office: ____________________________________
Office Address: _____________________________
___________________________________________
Position/Occupation: ________________________
Office: ____________________________________
Unmarried Children below 18 years of age:

Name
__________________________________________
__________________________________________
__________________________________________
__________________________________________
Date of Birth
_________________________________________
_________________________________________
_________________________________________
_________________________________________
A. ASSETS, LIABILITIES AND NET WORTH

1. ASSETS
a. Real Properties
Kind
Location
Year
Acquired
Mode of
Acquisition
Assessed
Value
Current Fair
Market Value
Acquisition Cost
Land,
Building, etc.
Improvements
TOTAL (1a) P
___________________
b. Personal and Other Properties
Kind
Year Acquired
TOTAL ASSETS (1a + 1b)

___________________
2. LIABILITIES (Loans, Mortgages, etc.)
Nature

Acquisition Cost
TOTAL (1b)
P_____________________
TOTAL P
Amount
122
TOTAL (2)
P_____________________
NET WORTH [Total Assets (1a + 1b) Less Total Liabilities (2) ]
TOTAL P
_____________________
B. BUSINESS INTEREST AND FINANCIAL CONNECTIONS
Do you have any business interest and other financial connections including those of your spouse and
unmarried children below 18 years of age living with you in your household?
If yes, give particulars:
y Yes
y No
Name of Firm/
Company
Name
Nature of Business
Interest and/or
Financial Connections
Address
Date of
Acquisition
or Connection
C. IDENTIFICATION OF RELATIVES IN THE GOVERNMENT SERVICE

To the best of your knowledge, are you related within the fourth degree of consanguinity or of affinity to
anyone working in the government?
Yes
No
If yes, give particulars:
Name
Position
Relationship
Name/Address of Office
I hereby certify to the best of my knowledge and information that these are true statements of my
assets, liabilities, net worth, business interests and financial connections, including those of my spouse
and unmarried children below 18 years of age and names of my relatives in the government as of
December 31, ________, as required by and in accordance with Republic Act 6713.
I hereby authorized the Ombudsman or his duly authorized representative to obtain and secure
from all appropriate government agencies, including the Bureau of Internal Revenue, such documents that
may show my assets, liabilities, net worth, business interests and financial connections, to include those of
my spouse and unmarried children below 18 years of age living with me in my household covering past
years to include the year I first assumed office in government.
Date:
___________________________
_____________________________________
_________________________________________
Signature of Spouse
TIN _________________________________
_____________________________________
Com. Tax Cert. No. ____________________
_________________________
Signature of Employee
TIN
Com.
Tax
Cert.
No.
123
Issued at _____________________________
__________________________________
Issued on ____________________________
_________________________________
Issued
at
Issued
on
SUBSCRIBED AND SWORN TO before me this _______ day of ___________________, 20

____, affiant exhibiting his/her Community Tax Certificate as indicate above.
____________________________________
Person
Oath

Administering
124
PDS 2

125
PDS 3

126
PDS 4

135
XI Administrative Management
A. Introduction
Administrative Management covers the laws and policies on prescribed employee
behavior and discipline, work behavior, and other guidelines that ensure efficient and
effective execution of the duties and responsibilities of OPAPP officers and employees.
B. Code of Employee Behavior and Discipline
OPAPP establishes the Code of Employee Behavior and Discipline with the end-view of
attaining these objectives:
To establish an Agency identity by exemplifying standards of behavior characteristic

of an OPAPP employee.
To uphold professionalism and the highest standards of integrity, honesty, discipline
and propriety exemplified through each employees behavior.
To provide employees guidelines to work effectively and efficiently in order to meet
prescribed standards of performance and attain the Agencys goals.
1. Accountability
Each employee is responsible for ensuring that his/her behavior upholds the core
values of the Agency.
Each Immediate Superior/Unit Head is responsible for monitoring the behavior

of his/her staff. It is also their responsibility to call an employees attention on
infractions and lapses in employee behavior.
Every employee is responsible for reporting to the Immediate Superior/Unit Head

any infraction or lapse in his/her own and/or a co-employees behavior.
2. Regulations
General Behavior - Official and employees are expected to behave in a manner

befitting their stature as respectable persons and as responsible members of the
organization, during office hours and the conduct of their official duties and
responsibilities. Each official or employee should avoid actions which disturb coworkers and adversely affect their own work and productivity.
Work Attitude - Officials and employees must bear in mind that they are
members of a family bound by a common responsibility to carry out the thrust,
mandate and objectives of the OPAPP. They should therefore develop a deep
sense of loyalty to the organization, discharge their duties and responsibilities to
the best of their ability, observe the highest degree of personal integrity and
dignity and continually strive to improve their performance.
Relationship with the Public - The OPAPP official or employee must practice
utmost courtesy in dealing with the public OPAPP clients and ultimate

Section XI/Administrative Management
136
employers. They must be attended to promptly and courteously. When necessary,
they must be referred to any appropriate agency or institution that can best attend
to their needs.
Relationship with Agency Officials, Supervisors and Co-workers - Teamwork

and cooperation are necessary ingredients for the success of any group enterprise.
Employees must therefore strive to observe mutual respect and understanding in
the discharge of their duties and responsibilities.
Discipline - OPAPP expects all its employees to observe self-discipline in the

daily attendance to their jobs and interaction with other employees. Thus, the
employee, out of a sense of responsibility and not of fear of punishment, should
discharge his functions with diligence and dedication. On the other hand,
supervisors should practice self-discipline and must set good examples to their
subordinates and intelligently apply the accepted principles of good supervision.
Telephone Etiquette - Telephones at OPAPP are primarily for official calls.

While using these telephones for private purposes, such as emergency cases, is
not prohibited, personal calls must be brief, not exceeding three (3) minutes.
Incoming and outgoing personal calls must be limited to avoid interfering with
official calls of OPAPP and to allow other vital or urgent calls to reach the office.
All phone calls must be answered after the first ring and all inquiries must be
handled courteously. Everything possible must be done to spare callers the
inconvenience of being transferring to another line.
Appropriate Appearance and Attire - The OPAPP staff must dress neatly and
properly. If provided with a uniform clothing allowance, the uniform must be
worn accordingly.
Health and Sanitation Each employee is responsible for maintaining cleanliness

and orderliness in his/her work area. Waster paper, refuse and the like are to be
placed in the proper receptacle or container specifically provided for such
purpose. Smoking is not allowed within the office premises. However, there are
designated smoking areas within the building.
Availability and Accessibility - A public servant must be readily accessible to the

general public and his co-workers at all times. Working hours, including break
times must therefore be properly and religiously observed. An advance notice of
absence and intended whereabouts other the permanent work station must be
given when necessary, along with other information pertaining to nonavailability during regular working days and working hours. A call to the Unit
Head or co-unit members may be made in the morning in case of inability to
report for work during the day.
Official Business Slip - Upon leaving the office for official business or for
personal reasons, an Official Business Slip must be filled up and duly signed only
by the following officers for each division.
Cleanliness of Premises - While OPAPP employs janitors to maintain the

cleanliness of the office environment, each staff must exert effort to keep the

137
premises clean and sanitary at all times, by observing proper use of facilities and
receptacles and by exercising proper hygiene and sanitary habits. Proper use of
toilet facilities must be observed at all times. Littering, writing on walls, tables
and chair and spitting on the walls, corridors and floor of the premises are strictly
prohibited.
Outside Employment - Employment with another firm or a part-time practice of

profession requires the approval of or written authority from the PAPP, as
recommended by the ASec for FAS and/or Operations. A second job must not
interfere with the employees regular tasks at OPAPP, and must be done beyond
office hours and outside of OPAPP premises.
Conflict of Interest - Official and employees should avoid conflict of interest in

the discharge of their function at all times. Conflict of interest occurs when the
official or employee is:
-
A substantial stockholder of a private corporation;

A member of the Board of Directors or (c) an officer of a corporation or
organization;
An owner or has a substantial interest in a business;
A partner in a partnership; and
The interest of such corporation or business or duties therein are opposed to
or affected by the faithful performance of official duly.
When a conflict of interest arises, the official or employee involved should resign
from his position in the private business enterprise within thirty (30) days from
his assumption of office and / or divest himself of his share holdings or interest
within sixty (60) days from such assumption. (as stipulated in R.A. 6713). In
case of possible conflict of interests, employees should properly disclose or
submit for review any such situation to the concerned authorities.
Rumor Mongering Presidential Decree No. 90 states that any government

official or employee who is found guilty of rumor mongering or spreading false
information shall be absolutely and perpetually disqualified from holding any
public office.
Anonymous Letters - Employees who have proof of disloyalty, negligence or

dishonesty by a member of the staff should not file charges by means of
anonymous communication, but is encouraged to present their charges in writing
to the Head of Agency.
Complaints and Grievance - A grievance mechanism and procedure is provided

to promote harmonious working relationship in the office and to prevent
dissatisfaction, with an eye on better performance, efficiency and public service.
Gender, Religious and Cultural Sensitivity In the course of implementing

OPAPPs programs and projects in the areas of peacebuilding and peacekeeping,
the Agency closely works with various womens, indigenous peoples and
religious groups. It is in this view that the Agency advocates the observance of
gender, religious and cultural sensitivity among its officials and employees.

138
As part of observing sensitivity along the lines of gender, religion and culture,
OPAPP officers and employees are strongly enjoined to take note of the
following:
-
Bias is defined as an attitude, prejudice or point of view that colors an

individuals judgments.
Bias based on gender, race, religion, ethnicity, language, disability, age,

economics and sexual orientation does exist, and this has been proven to be
difficult to eradicate. However, people can individually do their share in
eliminating bias by observing/doing the following:
Treat all individuals with courtesy and respect.
Address women and men with gender neutral terms.
Recognize and acknowledge gender and other stereotypes, such as race,
ethnicity, religion and sexual orientation, and strive to remove those
biases from the workplace.
Address all individuals by last name and appropriate titles in the public
setting, such as Mr. and Ms., unless Miss or Mrs. is requested.
Make sure that all communications, both written and verbal, are neutral
and contain no offensive reference to any gender, religion, cultural
affiliation or lifestyle (sexual) preference.
Take the initiative and discuss biased actions with individuals who may
be unaware of biased behavior and its impact, and stress that the Agency
does not tolerate such behavior.
Provide all individuals equal treatment regardless of gender, racial or
ethnic background, age, physical limitation, sexual orientation, social
class or ability speak English.
Understand that the impact of biased behavior on the receiver in more
important that the intent of the speaker/actor.
Do not use terms of endearment toward women, such as honey or
dear in official interactions.
Do not make assumption about individuals based on stereotypes.
Do not subject individuals to comments, gestures, touching or other
actions than can offend them or make them feel uncomfortable.
Do not make sexual jokes or remarks on sexual stereotypes in and
outside of the workplace during the conduct of official functions.
Do not comment on the physical appearance of others in a derogatory
fashion. Such comments may be perceived as detracting from the
integrity and importance of that person.
3. Administrative Discipline and Sanctions - OPAPP prescribes to the imposition of

disciplinary actions against infractions so stipulated by the following pertinent laws:
Presidential Decree No. 807, Providing for the Organization of the Civil Service
Commission in Accordance with Provisions of the Constitution, Prescribing Its
Powers and Functions and for Other Purposes, P.D. 807 stipulates that the
following are grounds for disciplinary action:

139
-
Dishonesty;
Oppression;
Neglect of duty;
Misconduct;
Disgraceful and immoral conduct;
Being notoriously undesirable;
Discourtesy in the course of official duties;
Inefficiency and incompetence in the performance of official duties;
Receiving for personal use of a fee, gift or other valuable thing in the course
of official duties or in connection therewith when such fee, gift, or other
valuable thing is given by any person in the hope or expectation of receiving
a favor or better treatment than that accorded other persons, or committing
acts punishable under the anti-graft laws;
Conviction of a crime involving moral turpitude;
Improper or unauthorized solicitation of contributions from subordinate
employees and by teachers or school officials from school children;
Violation of existing Civil Service Law and rules or reasonable office
regulations;
Falsification of official document;
Frequent unauthorized absences or tardiness in reporting for duty, loafing or
frequent unauthorized absences from duty during regular office hours;
Habitual drunkenness;
Gambling prohibited by law;
Refusal to perform official duty or render overtime service;
Disgraceful, immoral or dishonest conduct prior to entering the service;
Physical or mental incapacity or disability due to immoral or vicious habits;
Borrowing money by superior officers from subordinates or lending by
subordinates to superior officers;
Lending money at usurious rates of interest;
Willful failure to pay just debts or willful failure to pay taxes due to the
government;
Contracting loans of money or other property from persons with whom the
office of the employee concerned has business relations;
Pursuit of private business, vocation or profession without the permission
required by Civil Service rules and regulations;
Insubordination;
Engaging directly or indirectly in partisan political activities by one holding
non-political office;
Conduct prejudicial to the best interest of the service;
Lobbying for personal interest or gain in legislative halls and offices without
authority;
Promoting the sale of tickets in behalf of private enterprises that are not
intended for charitable or public welfare purposes and even in the latter cases
if there is no prior authority; and
Nepotism.
This law further stipulates that: (a) no complaint against a civil service official or
employee shall be give due course unless the same is in writing and subscribed
and sworn to by the complainant, except when initiated by the disciplining
authority; (b) in meting out punishment, the same penalties shall be imposed for
similar offenses and only one penalty shall be imposed in each case; and (c) the
140
disciplining authority may impose the penalty of removal from the service,
transfer, demotion in rank, suspension for not more than one (1) year without
pay; fine in an amount not exceeding six (6) months salary; or reprimand.
Republic Act No. 6713, An Act Establishing a Code of Conduct and Ethical
Standards for Public Officials an Employees, To Uphold the Time-Honored
Principle of Public Office Being a Public Trust Granting Incentives and Rewards
for Exemplary Service, Enumerating Prohibited Acts and Transactions and
Providing Penalties for Violations Thereof and For Other Purposes R.A.
6713 also stipulates that in addition to acts and omissions of public officials and
employees now prescribed in the Constitution and existing laws, the following
shall also constitute prohibited acts and transactions and are hereby declared to
be unlawful:
- Financial and material interest. - Public officials and employees shall not,
directly or indirectly, have any financial or material interest in any
transaction requiring the approval of their office.
- Outside employment and other activities related thereto. Public officials and
employees during their incumbency shall not:
Own, control, manage or accept employment as officer, employee,
consultant, counsel, broker, agent, trustee or nominee in any private
enterprise regulated, supervised or licensed by their office unless
expressly allowed by law;
Engage in the private practice of their profession unless authorized by
the Constitution or law, provided, that such practice will not conflict or
tend to conflict with their official functions; or
Recommend any person to any position in a private enterprise which has
a regular or pending official transaction with their office.
-
These prohibitions shall continue to apply for a period of one (1) year after
resignation, retirement, or separation from public office, except in the case of
subparagraph (b) (2) above, but the professional concerned cannot practice
his profession in connection with any matter before the office he used to be
with, in which case the one-year prohibition shall likewise apply.
Disclosure and/or misuse of confidential information. - Public officials and

employees shall not use or divulge, confidential or classified information
officially known to them by reason of their office and not made available to
the public, either:
To further their private interests, or give undue advantage to anyone; or
To prejudice the public interest.
Solicitation or acceptance of gifts. - Public officials and employees shall not

solicit or accept, directly or indirectly, any gift, gratuity, favor,
entertainment, loan or anything of monetary value from any person in the
course of their official duties or in connection with any operation being
regulated by, or any transaction which may be affected by the functions of
their office.

141
Matrix of Infractions Subject to Disciplinary Action and their Corresponding

Penalties/Punishments A matrix containing these offenses and the
commensurate punitive actions is provided below:
1st Offense
A. GRAVE OFFENSE:
1. Dishonesty
Dismissal
2. Gross neglect of duty
Dismissal
3. Grave misconduct
Dismissal
4. Being notoriously undesirable
Dismissal
5. Conviction of a crime involving moral

turpitude
Dismissal
6. Falsification of official document
Dismissal
7. Physical or mental incapacity or Dismissal

disability due to vicious habits.
8. Engaging directly or indirectly In Dismissal
partisan political activities by one
holding non-political office.
9. Receiving for personal use of a gift or Dismissal
other valuables in the course of
official duties or in connection
therewith when such a fee,
gift valuables is given by an person
with the expectation of receiving a
favor or better treatment from the
agency than that accorded to other
persons,
or
committing
acts
punishable under the anti-graft law.
10. Contracting loans of money or other Dismissal
property from persons with whom the
office of the employee has business
relations.
11. Soliciting or accepting directly or Dismissal
indirectly, any gift, gratuity, favor,
entertainment, loan or anything of
monetary value in the course of his
official duties or in connection with
any operation being regulated by, or
any transaction which may be affected
by the functions of his office.
2nd Offense
3rd Offense
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12. Disloyalty to the Republic of the Dismissal

Philippines and to the Filipino People.
13. Oppression.
Dismissal
14. Disgraceful and immoral conduct
Suspension, 6
months and 1 day
1 year
Dismissal
15. Inefficiency and incompetence in the Suspension, 6

performance of official duties.
months and 1 day
1 year
Dismissal
16. Frequent unauthorized absence or Suspension, 6

tardiness in the reporting for duty, months and 1 day
loafing or frequent unauthorized 1 year
absence from duty during regular
office hours.
Dismissal
17. Refusal to perform official duty.
Suspension, 6
months and 1 day
1 year
Dismissal
18. Gross insubordination.
Suspension, 6
months and 1 day
1 year
Dismissal
19. Conduct grossly prejudicial to the best Suspension, 6

interest of the service.
months and 1 day
1 year
Dismissal
20. Directly or indirectly having financial Suspension, 6

and material interest in any transaction months and 1 day
requiring the approval of his office, 1 year
financial and material interest by
which a person will stand to gain or
lose.
Dismissal
21. Owning, controlling, managing or Suspension, 6

accepting
employee,
consultant, months and 1 day
counsel, broker, agent trustee, or 1 year
nominee in any private enterprise
regulated, supervised or licensed by
his
office,
unless
expressly
allowed by law.
Dismissal
22. Engaging in the private practice of his Suspension, 6

profession unless authorized by the months and 1 day
constitution, law or regulation, when 1 year
such practice will not conflict with his
Dismissal

143
official functions.
23. Disclosing or misusing confidential or Suspension, 6
classified
information
officially months and 1 day
known to him by reason of this office 1 year
and not made available the public, to
further his private interest or give
undue advantage to anyone, or to
prejudice the interest.
Dismissal
24. Obtaining or using any statement Suspension, 6

filled under the Code of Conduct and months and 1 day
Ethical Standards for public officer 1 year
and employees for any purpose
contrary to moral or public
policy
or any commercial purpose other than
news and communication media for
dissemination to the general public.
Dismissal
B. LESS GRAVE OFFENSES :

1.
Simple neglect of duty.
Suspension, 6
months and 1 day
1 year
Dismissal
2.
Simple misconduct.
Suspension, 6
months and 1 day
1 year
Dismissal
3.
Gross discourtesy of a serious nature Suspension, 6

in the course of official duties.
months and 1 day
1 year
Dismissal
4.
Gross violation of existing Civil Suspension, 6

Service Law and Rules of a serious months and 1 day
nature.
1 year
Dismissal
5.
Insubordination.
Suspension, 6
months and 1 day
1 year
Dismissal
6.
Habitual Drunkenness.
Suspension, 6
months and 1 day
1 year
Dismissal
7.
Nepotism as defined in Sec.49 of PD Suspension, 6

807.
months and 1 day
1 year
Dismissal

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8.
Recommending any person to any Suspension, 6

position in a private enterprise which months and 1 day
has a regular or pending official 1 year
transaction with his office unless such
recommendation or referral is
mandated by (1) Law, or, (2)
international
Agreements
commitment, or as part of the
function of his office.
Dismissal
9.
Unfair discrimination in rendering Suspension, 6

public services due to political party months and 1 day
affiliation or preference.
1 year
Dismissal
10. Failure to file sworn statements of Reprimand

assets, liabilities and net worth, and
disclosure of business interest.
Suspension
1-30 days
Dismissal
11. Failure to resign from his position in a Reprimand

private business enterprises within
thirty (30) days from assumption of
public office when conflict of interest
arose, and / or failure to divest himself
of his shareholdings or
interest in
a private business enterprise within
sixty (60) days from such assumption
of public office when conflict of
interest arose; provided, however, that
for those already in the service and a
conflict of interest arises, the official
or employee must either resign or
divest himself of said interest within
the periods herein above provided,
reckoned from the date when the
conflict of interest had arisen.
Suspension
1-30 days
Dismissal
Reprimand
Suspension
1-30 days
Dismissal
2. Discourtesy in the course of official Reprimand

duties.
Suspension
1-30 days
Dismissal
3. Improper or unauthorized solicitation of Reprimand

contributions
from
subordinate
employee and by teachers or school
officials from school children.
Suspension
1-30 days
Dismissal
4. Violation of reasonable office rules and Reprimand

regulations.
Suspension
1-30 days
Dismissal
C. LIGHT OFFENSES
1. Neglect of duty.

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5. Gambling prohibited by law.
Reprimand
Suspension
1-30 days
Dismissal
6. Refusal to render overtime.
Reprimand
Suspension
1-30 days
Dismissal
7. Disgraceful, immoral or dishonest

conduct prior to entering the service
Reprimand
Suspension
1-30 days
Dismissal
8. Borrowing money by superior officers

from subordinates.
Reprimand
Suspension
1-30 days
Dismissal
9. Lending money at usurious rates.
Reprimand
Suspension
1-30 days
Dismissal
Suspension
1-30 days
Dismissal
11. Pursuit of private business, vocation or Reprimand

profession without the permission
required by Civil Service rules and
regulations.
Suspension
1-30 days
Dismissal
12. Lobbying for personal interest in Reprimand

legislative halls and offices without
authority.
Suspension
1-30 days
Dismissal
13. Promoting the sale of tickets in behalf of Reprimand

private enterprises that are not intended
for charitable or public welfare purposes
and even in the latter cases, if there is no
prior authorization
Suspension
1-30 days
Dismissal
14. Failure to act promptly on letters and Reprimand

request within fifteen (15) days from
receipt, except as otherwise provided in
the rules implementing the Code of
Conduct and Ethical Standards for
Public officials and Employees.
Suspension
1-30 days
Dismissal
15. Failure to attend to anyone who wants to Reprimand

avail himself of the services of the
office, or act promptly and expeditiously
on public transactions.
Suspension
1-30 days
Dismissal
10. Willful failure to pay just debts or

willful failure to pay taxes due the Reprimand
government.

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C.
Rules on Working Hours and Attendance
Rules
-
Flexible Time Schedule

Government employees are required to be punctual and available on
the job from Mondays to Fridays, 8:00 a.m. until 5:00 p.m.
However, the Agency observes a flexible time schedule subject to
the discretion of the Agency head. These are: from 8:00 a.m. to 5:00
p.m.; or 9:00 a.m. to 6:00 p.m. Employees are given a choice from
these working hours as their official time.
Breaks
A breaktime of 15 minutes each for the midmorning and
midafternoon snacks are allotted, from 10:00 until 10:15 a.m. and
3:00 until 3:15 p.m., respectively.
Lunch break is from 12:00 noon until 1:00 p.m.
To ensure that staff members are available at all times, each unit is
required to stagger their breaktime.
Bundy Clock
All rank and file employees are required to punch their time upon
reporting for work in the morning; before and after their
lunchbreaks; and at the end of the work day. The time of official
work rendered is reflected in the Daily Time Record; a sample of this
form is shown in Chapter K, Item 2.D.6.
Punching the time cards of others is strictly prohibited; violators with
be charged accordingly.
Absences and Tardiness

A daily as well as monthly reports of attendance is monitored by the
HRMD office.
Officers and employees who have incurred tardiness and undertime
ten (10) times a month for two (2) consecutive months for a
semester, regardless of the number of minutes per day, are subject to
disciplinary action. Immediate sanction for violation of the rules on
tardiness is implemented and may mean prejudice to the employees
opportunities for promotion.
Offsetting of tardiness or absences by working for an equivalent
number of minutes or hours (by which the officer/employee has been

147
late or absent) beyond the regular approved working hours by the
subject officer/employee is not allowed.
When the interest of public service so requires, the daily hours of
work for officers and employees may be extended, and this extension
is fixed in accordance with the nature of the work. Working in
excess of eight (8) hours is properly compensated.
-
Leaving the Office for Official/Business Reasons
Employees leaving the office for official or business reasons must

accomplish an Official Business (OB) Slip, duly approved by the
Unit Head and presented to the guard on duty when leaving the
office premises. A sample of this form is shown in Chapter K, Item
2.D.11.
A copy of the OB Slip must be attached to the monthly attendance
report.
Employees leaving the office during office hours for personal
reasons must also register out in the bundy clock before leaving and
in upon returning.
-
Overtime (OT) Services

Whenever the exigencies of the service so demands, officials and
employees may be required to work beyond the regular office hours.
Overtime work is authorized only when there is an urgent need to
complete a given work. Authorization is signified by an employees
Immediate Superior in the Authority to Render Overtime form, a
sample of which is shown in Chapter K, Item 2.D.8.
Supervisors/Unit Heads must exercise prudent judgment in
approving or recommending requests for overtime of their staff. In
all instances, the Immediate Superior concerned must certify that the
work to be accomplished cannot be performed or completed during
the regular working hours.
In case of prolonged overtime (overnight) service, employees must
punch out at 12:00 midnight, punch in at 1:00 a.m., and punch out in
the morning of the following day, as the case may be. Another timein is required if work is to be continued the following day. A onehour break is allotted for meal breaks.
Requests for overtime services must be submitted prior to the day of
overtime. Only authorized and approved overtime services are
compensated.

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-
Holidays
Like other government institution, OPAPP observes legal and special
holidays as officially proclaimed.
All monthly-salaried employees are paid for non-working holidays,
whether legal or special.
Suspension of Work
In case of extreme necessity and upon approval of the PAPP or his

representative, work may be suspended due to any of the following
reasons:
When Typhoon Signal No. 3 is declared.
During or in the aftermath of natural calamities as officially
declared by the government.
Whenever it is deemed by the management that it is in the
interest of its operations and for the protection of its personnel
and properties.
D.
Rules on Official Travels and Entitlements to Travel Expenses
General Guidelines
All personnel going on official travel, whether local or foreign, are
responsible for preparing their requests for Authority to Travel. Follows is a
sample of this form:

149
These requests are first forwarded to the ASec for Operations for
review/notation, and then to the PAPP for approval. The staffs are also
responsible for coordinating with the Finance and Administrative Services
personnel in charge of travels for the processing of travel expenses and other
travel requirements.
The Administrative and Finance Services staff designated to handle travel
requirements is responsible for:
-
Processing of per diems and travel allowances.

Ensuring that all pertinent office forms/documentation are accomplished
by the officer and employee prior to travel.
Assisting officers and employees in securing passports and visas for
foreign travels, if necessary.
Keeping records of pertinent transactions.
Government personnel expenses during official travels (both local and

foreign) shall be governed by Executive Orders 248, 248-A and 298 as
150
amended, series of 2004. Personnel expenses covers hotel/lodging rate, meals
and incidental expenses, excluding transportation expenses going to and from
venue of activity.
Travels of officials and employees for less than 30 days and payment of
travel expenses are approved by the Assistant Secretary for Finance and
Administrative Services or his/her authorized representative. Travels lasting
30 days or more and payment of travel expenses are approved by the
Secretary or head of the agency.
Claims for reimbursement of actual travel expenses in excess of the
authorized travel expenses authorized may be allowed upon certification the
head of the agency concerned as absolutely necessary in the performance of
an assignment and presentation of bills. Provided, however, that certification
or affidavit of loss is not considered as appropriate replacement for the
required hotel/lodging bills and receipts.
Definition of Terms
Travel Expense - Includes actual and necessary expenses such as
transportation of ones personal and essential baggage, per diems while in
route or away from the permanent station and other expenses necessarily
incidental thereof.
Permanent Official Station Means the place where the office or regular
place of business / work of the officer or employee concerned is permanently
located.
Domestic or Local Travel Applies to travels on official business within the
Philippines of officers and employees of OPAPP outside of their permanent
official stations.
Foreign Travel Applies to travels on official business outside of the
Philippines of officers and employees of OPAPP outside of their permanent
official stations.
Rules on Domestic or Local Travel

The local travel expenses of government personnel regardless of rank and
destination shall be in the amount of Eight Hundred Pesos (P800.00) per day,
apportioned as follows: a) fifty percent (50%) for hotel and lodging; b) thirty
percent (30%) for meals; and twenty percent (20%) for incidental expenses.
Entitlement to travel expenses shall start only upon arrival at the place of
destination and shall cease upon departure there from at the following
percentages:

151
Particulars
Arrival not later than 12:00 noon
Percentage
100%
Arrival after 12:00 noon
80%
Departure before 12: noon
30%
Departure at 12:00 noon later
40%
To Cover
Hotel/lodging (50%);
meals (30%) and
incidental expenses
(20%)
Hotel/lodging (50%);
meals (10%) and
incidental expenses
(20%)
Breakfast (10%)
incidental expenses
(20%)
Breakfast (10%); lunch
(10%) and incidental
expenses (20%)
Claims for payment of travel expenses covering travel/assignment to places

within a fifty (50) kilometer radius from the last city or municipality covered
by the Metropolitan Manila Area (in the case of those whose permanent
official station is in the Metropolitan Manila Area) or the city or municipality
wherein their permanent official station is located (n the case of those whose
permanent official station is outside the Metropolitan Manila Area) are
allowed only upon presentation of proof, duly supported by bills or invoices
with official travel.
If the personnel commute daily from place of their assignment to the place of
their residence or permanent official station, they shall be allowed only the
reimbursement of actual fare at the prevailing rates of the authorized mode of
transportation from the permanent official station to the destination or place
of work and back, and a reasonable cost for meals. The total actual fare and
cost of meals and incidental expenses shall in no case exceed Four Hundred
Pesos (400.00) per day:
Reimbursement of the payment of the airport terminal fee at the point of
embarkation to go back to the Philippines upon completion of the official trip
abroad is likewise authorized.
The requirements for travel are as follows:
-
Before any official or employee make an official trip for more than one
(1) day but not to exceeding two (2) weeks, a Travel Order showing the
detailed itinerary for such official trip is sought and issued, duly
approved by Head of the Agency.
Each officer or employee submits a customary Certificate of
Appearance or equivalent evidence of the trip and preserve the used
ticket for the transportation availed of immediately upon completion of
the trip to the supervisor concerned, who shall invalidate them with any
appropriate notation to preclude their subsequent use.

152
-
Each officer or employee and his immediate supervisor should

accomplish the Certificate of Travel Completed.
Expenses for valets, room attendants, laundry, pressing, haircuts and similar
service furnished by hotels are not reimbursable.
Rules on Foreign Travel

Official travels whose nature fall under the categories of conference, special
mission and non-study trips involve the minimum allowable expenditure and
cover those which are urgent and extremely necessary, and which are
expected to bring immediate benefits to the country and OPAPP as well.
Travels and assignments under Section 3 of Executive Order No. 401 (April
26, 1990) shall include those undertaken for the following purposes:
- To attend conferences and seminars sponsored by a foreign or
international government and/or organization to which OPAPP is
committed to send representatives or participants to.
- To attend conferences or seminars sponsored by private organizations,
whether international or otherwise, which have sent invitations to
OPAPP.
- To undertake any other official mission as directed by the PAPP.
The Head of OPAPP has the final authority for approving foreign official
travel.
In case officials and employees authorized to travel are not provided with
transportation by the host country or sponsoring organization or agency, they
shall be allowed transportation, which shall be of the restricted economy
class unless otherwise authorized by the President of the Philippines.
Government personnel who travel abroad shall be entitled to the Daily
Subsistence Allowance (DSA) as provided under the United National
Development Program (UNDP) Index, which can be secured from the
Department of Foreign Affairs.
The DSA shall be apportioned as follows unless otherwise stated in the
UNDP index: (a) fifty percent (50%) for hotel/ lodging; (b) thirty percent
(30%) for meals; and (c) twenty percent (20%) for incidental expenses.
When the country of destination is not listed in the said index, the DSA for
the nearest country shall be adopted.
Pre-travel allowance of P1,500.00 for passport processing and other expenses
are allowed.
Reimbursement of the payment of the airport terminal fee at the point of
embarkation to go back to the Philippines upon completion of the official trip
abroad is likewise authorized.
Subject to the approval of the President, claims for reimbursement of actual
travel expenses in excess of DSA authorized herein may be allowed upon

153
certification by the head of the agency as absolutely necessary in the
performance of an assignment and presentation of bills and receipts.
Certification of affidavit of loss shall not be considered as appropriate
replacement for the required hotel room/lodging bills and receipts.
Entitlement to DSA shall start only upon arrival at the country or destination
and shall cease upon departure there from at the following percentages:
Particulars
Arrival not later than 12:00
noon
Arrival after 12:00 noon
Percentage
100%
80%
Departure before 12: noon
30%
Departure at 12:00 noon later
40%
To Cover
Hotel/lodging (50%); meals (30%)
and incidental expenses (20%)
Hotel/lodging (50%); meals (10%)
and incidental expenses (20%)
Breakfast (10%) incidental
expenses (20%)
Breakfast (10%); lunch (10%) and
incidental expenses (20%)
Officials and employees who are either assigned from Home Office to a post
abroad or cross-posted from one post to another shall be entitled to the
logging portion of the allowances herein granted during the month said
personnel arrived at the post.
Within sixty (60) days after return to the Philippines, or within thirty (30)
days of return to the permanent official station, every official or employee
must render an account of the cash advance received by him/her in
accordance with existing applicable rules and regulations promulgated by the
Commission on Audit. Payment of salary of any official or employee who
fails to comply shall be suspended until he/she complies therewith.
Every official or employee assigned or authorized to travel under shall,
within thirty (30) days after return to the permanent official station, submit a
report to the head of office on his/her recommendations, if any, on the
conference or seminar attended; examination or investigation conducted; or
mission undertaken. In case of participation in an international conference or
convention abroad in which the Philippines is represented by a delegation, a
report of a delegation shall be submitted to the President of the Philippines
through the department head concerned, copy furnished the DFA not later
than thirty (30) days after the closing of the conference or convention. Any
member of the delegation may also submit a supplementary report.
Cash advance is granted to officials and employees authorized to go on
official travel, and only permanently appointed officials and employees shall
be granted cash advances. Agency policy and rules on the granting of cash
advances are stipulated in Item K.11 of this section.
Expenses for valets, room attendants, laundry, pressing, haircuts and similar
service furnished by hotels are not reimbursable.

154
E.
Guidelines on Traveling to High-Risk Areas
Guidelines
Prior to travel, OPAPP personnel are to call or contact the office of the local
chief executive (Governor or Mayor) where they are traveling to:
- Inquire about the current situation on the ground.
- Secure military clearance for the staff going to the area. Usually, such
arrangements are done by the Office of the Governor. However, if the
OPAPP party includes the Secretary and other VIPs, the OPAPP staff on
the ground will be the ones to secure clearance from the military and
coordinate with the Military Brigade Commander for security and
vehicle arrangements.
Upon arrival, the staff is to proceed to the Office of the Governor or any
other local government agency, whichever the situation warrants, for security
briefing.
Whenever venturing outside of the town/provincial capital, it is
recommended that the OPAPP personnel regularly keep in touch with the
Office of the Governor.
It is advisable that female members of the OPAPP party observe the wearing
of appropriate clothes when on the ground. Sleeveless tops, revealing tops,
clothes with plunging necklines, and skirts with hems ending above the knees
are strongly discouraged.
Before leaving the area, the OPAPP party is to pay an exit call on the local
chief executive or the host local government agency.
F.
Rules on Use of Communications Services/Facilities
For the efficient flow of communications and expeditious dispatch of

mails/correspondences outside the office, requests for mail and package
delivery and pick is given to the Communications Unit on or before the
designated cut-off times, that is, 9:00 a.m. and 1:00 p.m.
Requesting the Communications Unit to handle delivery of personal mail and

packages is allowed, provided that stamps or cash for postage are provided
by the employee and that the aforecited cut-off times is observed.
Sending of facsimile messages to parties situated outside Metro Manila and

the Philippines and making long distance calls using office landlines are
allowed, provided the following are observed:
- Corresponding request forms are duly accomplished and approved by the
employees Immediate Superior.
- The Cashier is furnished a copy of said form.
- All charges incurred are settled with the Cashier in the soonest time
possible.

155
G.
Rules on Use of Other Office Facilities and Services
Office Machines and Equipment - Office machines or equipment are

available for use by all OPAPP staff and officers. Employees to whom
computers, typewriters, calculator and other machines or equipment have
been issued are primarily responsible for their safekeeping, maintenance and
cleanliness. These machines and equipment are intended to facilitate the
tasks at OPAPP.
Photocopy and Reproduction Machines Photocopy and reproduction
machines are available for staff use. At the end of every working day, these
machines or equipment must be property covered and those electrically
operated must be unplugged.
Library Facilities - OPAPP maintains a library with the following
acquisitions:
Books: technical reference on economics, agriculture, agrieconomics, trade and commerce business management, computer
and some books of general interest.
Journals and periodicals: management, general interest and
specialized journals
Newspapers, magazines: subscriptions include local dailies,
clippings of current and important news.
Others: research studies, publications, encyclopedias, maps, and
other reference materials.
- An Annotated bibliography of OPAPP papers and abstracts of new
library acquisitions are issued from time to time and posted on the
bulletin boards.
- Library hours for OPAPP staff are from 8:00 to 12:00 am and 1:00 to
6:00 pm. Non OPAPP personnel may also avail a of library services
from 8:30 to 11:30 am and from 1:30 to 4:30 pm.
- Access to the library collection is facilitated by the card catalog, the
Kardex Vixible File, the micro computer, and other guides such as the
new acquisition and new serials lists.
- Books are freely accessible on open shelves. However, books, packages
and bags must be presented at the control desk upon leaving the library.
- Each OPAPP staff is entitled to a borrowers card, which must be
presented each time a book is borrowed or returned. A minimum of
seven (7) books may be loaned out each time. Replacement for lost
borrowers cards entails a minimum fine. Library cards that have already
been filled put must be surrendered for replacement.
- Other library rules regulations:
Employees with overdue books are not allowed to borrow until the
overdue books are returned.
A two week loan may be renewed only when other staff are not
going to use the book.
An overdue book is fined 25 centavos a day for the first 20 days, and
50 centavos everyday thereafter. Sundays and holidays are included
in the computation of fines.
Books already loaned out may be requested personally from the
lender, but the book is still charged to the first borrower unless
returned.

156
Borrowed books must be returned with the borrowers card. Lost
books must be reported immediately and accounts must be settled
within thirty days from the report of loss. Payment must be
equivalent to the books current market value. If he printed stock, the
cost of photocopying and binding shall be charged in lieu of the
current market value.
For the renewal of due books, the book must first be returned and
then renewed.
Any book on loan may be recalled at any time.
Unnecessary noise, loud conversation, smoking, sleeping and eating
in the library premises are strictly prohibited.
Outsiders are required to accomplish the form Request for Data
before using the library.
Outsiders are not allowed to take out any material from the library
unless an OPAPP staff assumes responsibility for it and is entered
into his/her borrowers card.
Outsiders who would like to avail of OPAPP publications should
request for clearance from the librarian.
Books borrowed for room use only should be retuned tot the
Circulation Desk.
To photocopy new books, a job request form must be filled up and
returned to the Circulation Desk for approval. Payment must be
given to the collection officer.
Computer Machines - Sophisticated computer machines such as laser

printers, and software such as venture, pagemaker, desktop publishers,
Harvard graphics and the like are available in the computer room. These
machines are used for printing reports, research papers, and other
publications. Computer machines should not be used for playing games
which can easily damage the computers.
Conference Room - The conference room is used during meetings and

conferences. Coordinating for the use of the conference room is done through
the secretary of the Administrative Services Unit.
Security Guards - Security guards are on duty 24/7 and are tasked to protect
office property from theft, pilferage, robbery and other unlawful acts.
Janitorial Services - Janitorial services are provided to maintain cleanliness

and sanitation of office premises. Their daily routine services include
sweeping, mopping, scrubbing, polishing and scrubbing of floors, corridors
and stairways; emptying trash receptacles and garbage, disinfecting and
sanitizing toilet bowls and bathrooms; and checking and reporting
malfunctioning electrical and plumbing fixtures.
Parking Area - OPAPP vehicles are allowed two parking slots at the
basement parking area. Visitors may park in front of the building.

157
H.
Audio Visual System - An audio-visual System is available such as overhead

projector, screen, tape recorder are available and can be requested from the
Finance and Administrative Service (FAS) Unit.
Bulletin Board - Interesting and up to date information relevant to the agency

and its staff such as messages from the PAPP, news, press releases, reports
on staff promotions, policies and procedures, memoranda, circular other
important announcements are displayed on the bulletin board. Employees
are encouraged to refer to these to regularly to keep themselves abreast of
developments.
Office Control and Security Measures
Wearing of Uniforms - All employees who have been provided with

allowance for uniforms must wear them according to the rules and
regulations the same, except when in mourning, during pregnancy or during
typhoon signal No.2.
Personnel Identification - For fast and accurate identification of personnel,

OPAPP employees are issued ID cards and are required to wear it at all times
within OPAPP premises. Lost cards must be immediately reported to the
HRMD office to secure a replacement as soon as possible. The ID card must
be surrendered upon the termination of appointment in OPAPP.
Visitors Admission - All visitors on official business are allowed to enter the
office and proceed to specific areas where they to transact business after
securing clearance from the security guard. Visitors are required to wear ID
tags, which shall be surrendered to the guard on duty upon leaving the
premises. Personal visitors, on the other hand, are entertained at the visitors
lounge at the lobby. OPAPP staffs are enjoined to refrain from bringing their
children to the office as this may unduly interfere with official duties and
functions.
Package Control System - For security reasons and to eliminate the practice
of bringing in and/or selling merchandise within OPAPP premises during
office hours, a package control system is adopted. Bags and packages
brought along by visitors on official business must be deposited with the
security guard. Personal property can be moved from the office premises
upon serving property control pass from the Administrative Unit. The
security guard on duty shall have the authority to examine the contents of any
package when deemed necessary.
Property and Supply Control System - Moving out, transfer, and/or

relocation of office equipment, furniture, and other properties outside
OPAPP premises must be correspondingly covered by property pass out slips
duly signed by the approving officer or the Supply Officer. The security
guard on duly is responsible for checking and inspecting the property being
transferred or relocated for the purpose. Equipment and supplies, whether
consumables or non-consumables, are issued by the administrative units.
Issuances of goods from stock are made only upon presentation of the duly

158
accomplished Supply Requisition and Issue Slip (SRIS). Non consumable
supplies issued for official use are covered by a Memorandum Receipt (MR)
to ensure proper accountability. MR and other supporting papers are also
kept for inventory purposes.
I.
Requisition and Issuance of Office Supplies - Economy is observed in the

use of office supplies. Request for supplies in minimal quantities should be
forwarded to the administrative unit only on Mondays.
Safety - Any person who receives calls or information regarding sabotage,

bomb threats, etc. must immediately report the matter to the security guard
who shall handle the situation in accordance with standard operating
procedures on emergency / security threat situations. The recipient of such
calls should not relay the information to other officials or employees in a
manner that could precipitate panic or chaos among the personnel. Any
employee who deliberately raises false alarms, thereby causing panic and
confusion in OPAPP premises, is subject to disciplinary action. All OPAPP
personnel are strongly encouraged to observe the following safety rules and
regulations:
Immediately report defective electrical machines and equipment. Always
unplug electrical machines or equipment after working hours.
Smoking is prohibited within the OPAPP premises. The stairways can be
used as smoking areas.
Repair jobs should be done only by trained personnel.
Equipment, heavy packages, bulky records and other big objects must
not be placed where they could fall and cause danger to others.
Take precautionary measures of safekeeping personal belongings and
valuables.
Fire and Robbery - In cases of fire and robbery in the premises of OPAPP the
first officer or employee who becomes aware of such eventuality should at
once give the necessary alarm and exercise effort as far as circumstances
would permit to save funds and properties from loss or destruction. When
alarm is given for such and other cases, employees of OPAPP should always
endeavor to maintain their presence of mind, avoid creating panic among
themselves so as not to further aggravate the situation.
Rules on Property and Monetary Accountability
Accountability for OPAPP Property - All properties and equipment entrusted

to each staff are covered by a Memorandum Receipt (MR) issued at the time
such properties are received. The staff to which a property has been issued is
held accountable for the proper use of the property in accordance with
standard practice or applicable regulations. He/she is liable for all loss,
damage or deterioration occasioned by negligence in the keeping or use of
such property, whether it be at a time of actual custody or not. Equipment
which are no longer used must be returned to the supply officer for proper
disposition or re-issue to other employees.

159
J.
Annual Physical Inventory of Properties - All properties and equipment

covered by an MR in the name of an employee are subject to yearly physical
inventory. MRs for property in the custody of an officer or employee are
reviewed regularly. Aside from the annual physical inventory of properties,
inventory of supplies and materials in stock are undertaken every six (6)
months, on June 30 and December 30 of each year. All such inventories are
reported and certified by the committee in charge thereof, attested to by the
representative of the Commission on Audit (COA) Auditor and approved by
the ASec for FAS.
Transfer of Monetary and Property Accountability - Upon resignation or

transfer another office, an officer or employee must secure clearance from
monetary and property accountability. Application for clearance should
include a complete statement of the monetary and property accountability
involved with the position. To avoid being held liable for any loss arising
from negligence, care must be exercised in accepting new accountabilities.
Clearance from money and property accountability is also required in case of
separation from service, retirement, resignation, or leave of absence of thirty
(30) days or more.
Relief from Property Accountability - When loss of OPAPP property occurs

while in transit or is caused by theft, fire or other calamities, the employee
accountable for the custody thereof must formally notify the auditor through
the ASec for Administrative and Finance Services of the loss immediately or
within thirty (30) days from occurrence of the loss/theft. The employee may
then apply for relief from accountability.
Bonding of Employees - Whenever the nature of an official or employees

duties permits or requires the custody of funds, property and other assets for
which he/she is accountable, he/she is deemed a bondable officer and shall be
bonded, and his/her fidelity insured in accordance with the provision of the
Public Bonding Law.
Rules on Procurement
Types of Purchases/Procurement and Their Corresponding Rules

Emergency Purchases - Procurement or repair of supplies, materials,
furniture and equipment is authorized by the head of agency without a need
for them in the office, or to avoid immediate danger and loss of life and/or
property. A canvass of prices from at least three (3) bonafide dealers or
reliable suppliers of such materials and equipment is required for securing
the lowest price obtainable at the time of the purchase.
Purchase through Public Bidding - Public bidding for the purchase of
supplies, materials or equipment for official use is announced through public
advertisements, bulletin boards, and mail solicitations through the use of the
bidders list.

160
Negotiated Purchase - The purchase of supplies through negotiations is only
resorted to in any of the following instances:
Whenever the supplies are urgently needed to meet an emergency which
may involve the loss of, or danger to life and/or property.
Whenever the supplies are to be used in connection with an urgent
project or activity which cannot be delayed without detriment to public
service.
Whenever the materials are sold by an exclusive distributor or
manufacturer who does not have sub-dealers, and these sell at lower
prices and which no suitable substitute can be obtained elsewhere at
more advantageous terms.
Whenever supplies under procurement have unsuccessfully undergone
bidding for at least two (2) consecutive times, due to lack of bidders.
K.
Rules on Cash Advances
Types of Cash Advances

-
Regular cash advances which are granted to the cashier, disbursing

officers and/or property and supply officers separately for salaries and
wages; commutable allowances; and petty operating expenses consisting
of small payments for maintenance and operating expenses which cannot
be paid conveniently by check or are required to be paid immediately.
Special cash advances which are granted on the explicit authority of the
Head of Agency only to duly designated disbursing officers or
employees for other legally authorized purposes such as:
Current operating expenditures of the agency or of the activity of the
agency undertaken in the field when it is impractical to pay the same
by check, i.e. salaries, wages and allowances;
Maintenance and operating expenses;
Foreign travel expenditures including transportation fares, per diems,
allowances;
Other expenses incurred by official and employee in connection with
official travel abroad.
General Rules
-
Cash advance may be granted to official and employees authorized to go

on official travel.
Only permanently appointed officials and employees are granted cash
advances.
The transfer of cash advance from one Accountable Officers (AO) to
another is not allowed.
Any officer or employee given cash advances for foreign travel need not
be designated as Special disbursing Officers (SDO).
The cash advance shall be used solely for the specific legal purpose for
which it was granted. Under no circumstances shall it be issued for
encashment of checks or for liquidation of a previous cash advance.

161
-
No additional cash advance shall be granted to any official or employee

unless a previous cash advance is first settled or a proper accounting
thereof is made for the full amount of the cash advance.
All AOs or SDOs with a total cash accountability of more than two
thousand pesos (P 2,000.00) shall be bonded.

162
XII. Finance Management

A. Introduction
Finance Management covers the laws, policies and guidelines governing financial
transactions which OPAPP subscribes to, being a government office.
As a government office under the Office of the President of the Republic of the
Philippines, OPAPP subscribes to the rules and regulations of the:
Department of Budget and Management (DBM) with regards to uniform

guidelines and procedures in accounting for government funds and property.
Commission on Audit (COA) with regards to allowable fund disbursement that

will promote the national governments policy of promoting sound, efficient and
effective management and utilization of government resources.
B. Rules
DBM Guidelines on authorized mobilization of agency funds are contained in

the National Expenditure Report and General Appropriations Act (GAA), which
are prepared and approved for each and every fiscal year. Current National
Expenditure Report and GAA can be viewed at www.dbm.gov.ph.
COA Guidelines on allowable expenditure and disbursement of agency funds

are contained in the NGAS Manual for National Government Agencies, copies of
which are with the Finance Services Unit.
C. Types of Financial Services Forms

Follows are some of the forms commonly used by OPAPP officers and employees for
standard financial transactions:
Reimbursement Expense Receipt (RER) This form is used to cover official

expenses which vendors are not able to issue official receipts for. This is duly
approved and signed by the staffs Immediate Superior and submitted to the
Cashier. Follows is a sample of this form:

Section XII/Finance Management
163
Request for Cash Advance This form is used whenever a cash advance for
official travel/purchase/other expenses is requested. This is duly approved and
authorized by the staff and the Chief - FAS, and submitted to the Cashier. Below
is a sample of this form:
Acknowledgment Receipt This form is used whenever a cash advance is

received by the officer or employee. This is submitted to the Cashier. Below is a
sample of this form:

164
Purchase Request - This form is used whenever an equipment/supply is not

available from the Agency inventory of supplies and equipment and must
therefore be individually bought. This form is duly approved and signed by the
ASec-FAS and/or Chief-FAS, and submitted to the Supply/Procurement Officer.
Below is a sample of this form:
Requisition and Issue Slip This form is used for requesting supplies available
from the normal office inventory of supplies. This is duly approved and signed
by the Chief-FAS and submitted to the Supply Officer. This form is submitted
together with a Supplies Availability Inquiry Form. Follows is a sample of the
Requisition and Issue Slip:

165

166
Supplies Availability Inquiry Form - This form is used for requesting supplies
available from the normal office inventory of supplies. This is duly approved
and signed by the Chief-FAS and submitted to the Supply Officer. This form is
submitted together with a Requisition and Issue Slip. Follows is a sample of the
Requisition and Issue Slip:

167
Job Request Form This form is used for emergency purchases, repairs and
printing of materials. This is duly signed by the employee/requisitioner and
approved by the employees Immediate Superior and by the ASec-FAS. Below
is a sample of this form:

168
XIII.
Repealing Clause
All policies and guidelines inconsistent herewith are hereby revoked, amended or
modified as the case maybe.
XIV.
Effectivity
This Policy shall take effect upon approval by the PAPP.

Section XIII/Repealing Clause

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REPUBLIC OF THE PHILIPPINES

Office of the President

Message of the Presidential Adviser on the Peace Process

Message from the PAPP

On the Database Management System (DBMS)

The Core Team

Bien Jonathan C. Felix

Ma. Michelle L. Baclig

Ernesto Rehuel A. Estonilo

Allan Roy D. Mordeno

Message from the PAPP

Brief Background of OPAPP

The Organization and Its Mandate

The National Peace Plan

Vision and Mission Statement

Chapter 2 Functions and Work Descriptions

Policy Statements and Structures

Policy and Program Development Office

Finance and Administrative Services Units

Government Peace Negotiating Panel for

Human Resource Management

OPAPP Internal Committees

Chapter 3 Policy Guidelines and Procedures

Policy and Planning

Introduction/Policy and Planning Directions

Processes and Guidelines

Program and Project Design and Resource Mobilization

Development of Program/Project Concept

OPAPP-Level Approval Process

Development of a Full-Blown Proposal

Program and Project Implementation and Coordination

OPAPP as Implementing Agency

OPAPP as Oversight Agency

OPAPP as a Partner Agency

Program and Project Monitoring and Evaluation

Monitoring and Evaluation (M & E) Framework

Documentation and Preparation of Report

Inter-Agency Coordination Organizational

Inter-Agency Coordination Checklist

Technical Reporting and Documentation

Types of Technical Reports and Corresponding

Conference and Special Event Organizing and

Communications and Business Correspondence

Communications Management and Flow

Standard Templates for External Correspondence/

Standard Templates for Internal Correspondence/

Information and Communication Technology

Centralized OPAPP Database System (CODS)

Content Management System Team (CMST)

Human Resource Management

Personnel Hiring, Management and Promotion

Employee Welfare and Benefits

Classification and Definition of

Employee Compensation Plan

Samples of Personnel Records and Reports

Code of Employee Behavior and Discipline

Rules on Working Hours and Discipline

Rules on Official Travels and Entitlement to

Guidelines on Traveling to High-Risk Areas

Rules on Use of Communication Facilities and

Rules on Use of Other Office Facilities and

Office Control and Security Measures

Rules on Property and Monetary Accountability

Rules on Cash Advances