A.

Career Executive Service

The Career Executive Service is the third level or the managerial class in the group of career positions in the Philippine civil se CES was created by Presidential Decree No. 1 to "form a continuing pool of well-selected and development-oriented career administrators who shall provide competent and faithful service."

The CES is also a public personnel system program but separate from the program for the first two levels of positions in the P civil service.

B. The CES Concept

The CES operates on the rank concept. Career Executive Service Officers (CESOs) are appointed to ranks and only assigned to positions. As such, they can be re-assigned or transferred from one CES position to another and from one office to another bu oftener than once every two years. The CES is like the Armed Forces and the Foreign Service where the officers are also appo ranks and assigned to positions.

C. Positions in the CES

Positions in the CES are career positions above division chief level that exercise managerial functions. These are the positions Undersecretary Assistant Secretary Bureau Director Bureau Assistant Director Regional Director Assistant Regional Director Department Service Chief Other executive positions of equivalent rank as maybe identified by the CESB

D. The Career Executive Service Board

The Career Executive Service Board is the governing body of the CES. The CESB is mandated to promulgate rules standards a procedures on the selection, classification, compensation and career development of members of the CES.

The CESB is composed of eight (8) members, namely: the Chairperson of the Civil Service Commission and the President of th Development Academy of the Philippines as ex-officio members, and six others appointed by the President of the Philippines f of six (6) years. Day-to-day operations are handled by the CESB Secretariat headed by an executive director and a deputy executive director. operating divisions are tasked to handle specific program areas.

E. Career Executive Officer Eligibility Examination

The Civil Service Commission (CSC) and the Career Executive Service Board (CESB) jointly adopted a unified third level exam system and the eligibility resulting from the examination shall be called the Career Executive Officer (CEO)Eligibility.

The CEO examination system shall have four (4) stages, namely: (1) Written Examination; (2) Assessment; (3) Interview; an

Validation. The three (3) stages, namely: Written Examination, Assessment, and Validation shall be mandatory while the Inte be optional. Written Examination:

The Written Examination intends to measure the applicants' aptitude and competence and to predict job performance. The tes the following competency areas: Verbal Ability, Analytical Ability and Managerial Ability.

Only those who meet the cut-off score for the Written Test shall proceed to the next stages of the Career Executive Officer Eli (CEO) Examination , which include the Assessment, Validation, and Interview which is optional, subject to payment of corresp admission fees per stage.

However, the CSC may give a Supplemental Written Examination (SWE) to applicants who obtains the aggregate scores equa higher than the cut-off score but fail to reach the threshold score in one competency area to give them the chance to pass the Examination. The applicants who qualify the SWE shall take only the written test for the competency area in which the thresh has not been met, subject to the payment of the prescribed admission fee. The applicants must reach the threshold score of t particular competency area to pass the SWE. 1.1 Admission Requirements:

Applicants must have completed at least a bachelor's degree. The CEOE examination shall be open to the following applicants 1.1.1 From the Government Sector, Career and Non-career Service: i.) Those who are occupying second level positions with salary grade of at least 24; ii.) Those who are occupying third level and comparable positions;

iii.)Those from the uniformed service of the public safety sector with the rank of at least Senior Inspector or its equivalent and other uniformed services of comparable rank; and iv.)Those occupying the rank of a Captain or higher in the Armed Forces of the Philippines . 1.1.2 Proprietors who are performing managerial/supervisory functions for at least two (2) years: Those who are incumbents of managerial positions exercising supervisory functions

Only those who will pass the Written Examination and have at least two (2) years supervisory experience shall proceed to the Assessment Stage. Those who will not meet the supervisory experience requirement will only qualify to proceed to the Assess once they meet the said requirement. S upervisory functions pertain to directing and approving the work outputs of concerned employees; delegating functions to the staff; monitoring and rating employees' performance based on the duly approved perf targets/plans; and supervising the unit or section/division based on the staffing pattern or organizational structure. 1.2. Other Requirements: 1.2.1 Citizen of the Philippines ; 1.2.2 Must be of good moral character;

1.2.3 Has not been convicted by final judgment of an offense or crime involving moral turpitude, or of infamous, disgraceful, o conduct, dishonesty, examination irregularity, drunkenness or addiction to drugs;

1.2.4 Has not been dishonorably discharged from military service or dismissed for cause from any civilian position in the gove

1.2.5 Applicants with pending administrative and/or criminal cases may take the examination and will be conferred eligibility i

successfully pass the same. However, this is without prejudice to the outcome of their pending case. If they are found guilty o offenses, their eligibility shall be forfeited based on the penalties stated in the decision and the provision of Section 58 (a) of t Rules on Administrative Cases in the Civil Service and CSC Resolution No. 010659, dated March 22, 2001. 2.) Assessment Stage

The Assessment stage shall focus on capacity and character expected of government managers and executives. The assessme determine whether the applicant has the capacity to advance to managerial duties and responsibilities and to grow and develo bureaucracy. Interview Stage(Optional)

The interview stage shall be a one-on-one interview by the interviewer with the applicant. The Chairperson and Commissioner CSC and the Chairperson and members of the CESB shall conduct the interviews. Performance Validation Stage

The validation of performance shall be a process where the applicants' capacity to perform managerial functions and the appli character (i.e. potential leadership qualities, integrity on the job, loyalty to the government, lifestyle check, etc.) based on the accomplishments, and interview of key informants are validated by a qualified evaluator.

F. Career Executive Officer Eligibility

The Civil Service Commission shall confer the CEO eligibility, which is appropriate for appointment to third level positions in th government, on those who will pass all stages of the CEO eligibility examination process.

G. Appointment to CESO Ranks

Upon conferment of CES/CEO eligibility and after compliance with the requirements prescribed by the CESB, one, who is a pre appointee and occupying a CES position, may qualify for appointment to a Career Executive Service Officer (CESO) rank by th upon the recommendation of the CESB.

Career Service Executive Eligibles (CSEEs), who were conferred Career Service Executive Eligibilities(CSEEs) by the Civil Serv Commission may already be recommended by the CESB for appointment to CESO ranks by the President; provided that the recommendees are presidential appointees occupying CES positions; provided further that the two (2) phased Career Service Examination (CSEE), namely: a.) Written Examination; b.) Panel Interview taken and passed by the CSEEs shall be accredited equivalent to the two (2) of the four (4) stage CES eligibility examination process, which are the 1.) MATB; and the 2.) Board and that the CSE eligibles shall be required to complete the remaining two (2) stages of the four (4)stage CES eligibility exam process, namely: a.) Assessment Center; and, b.) Performance Validation stages; provided furthermore that the recommende comply with the requirements prescribed by the CESB based on its existing rules and regulations. There are six (6) CESO ranks in the CES ranking structure, to wit: CESO Rank CESO Rank I CESO Rank II CESO Rank III CESO Rank IV CESO Rank V CESO Rank VI SalaryGrade SG 30 SG 29 SG 28 SG 27 SG 26 SG 25

The six rank levels (CESO I-VI) are given the corresponding salary grades ranging from salary grade 25-30. CESO rank I shal highest rank with an equivalent salary grade of 30, while CESO rank VI shall be the lowest rank with an equivalent salary grad

CESO rank levels I, II and III shall be considered as Senior CESO rank levels and occupants thereof shall be known as Senior

Appointment to CESO ranks shall be based on three (3) major criteria, namely: a.) Broad levels of Responsibility; b.) Persona Qualifications; and c.) Demonstrated Competence. 1.) Original Appointment to CESO Ranks

Original appointment to CESO ranks shall be made by the President from a list of CES eligibles recommended by the CESB. CE eligibles (after compliance with the prescribed requirements) occupying CES positions may be appointed by the President to C The entry rank in the CES shall be CESO rank VI regardless of the positions to which they are occupying. 2.) Promotional Appointment to CESO Ranks

Promotional appointment of CESOs to the next higher CESO ranks shall be made by the President upon the recommendation o after compliance with the requirements it has prescribed therein. CESOs shall be allowed to grow in CESO rank as they grow professionally and improve in competence, even if, overtime, they remain to occupy the same CES positions. In the case, how CESOs who already have the rank of CESO IV shall be required, in addition to the other requirements prescribed by the CESB the Senior Career Executive Officer Assessment Program (SCAP) as part of the screening process before they can be consider promotion to CESO rank III (Senior CESOs).

H. Deactivation and Reactivation of CESO Ranks

There are two (2) classes of CESOs in the CES. These are CESOs in active and CESOs in inactive status. CESOs in active statu who are occupying CES positions. On the other hand, CESOs in inactive status are those who no longer occupy CES positions of any mode of separation from the government service, provided that such separation is not due to dismissal from the servic cause.

There are three (3) modes by which the CESO ranks of CESOs may be deactivated from the CES, namely: 1.) Acceptance of a by virtue of an appointment outside the coverage of the CES; 2.) Dropping from the rolls of government officials and employe Other modes of separation from the CES, provided that separation from the CES resulting from dismissal from the service for after due process shall result in the loss of CESO rank and shall not be considered as a mode of deactivation.

However, upon re-entry in the CES, CESOs may submit a written application to the Board for the reactivation of their CESO ra six (6) months reckoned from the date of their appointment to CES positions.

I. CES Compensation

1.) Salaries of CESOs . CESOs shall be entitled to the salary attached to their CESO ranks. CESOs who are appointed to CES p with salaries higher than that of there CESO ranks shall receive the salary attached to their positions. Meanwhile, CESOs who appointed to CES positions with salaries lower than that of their CESO ranks shall continue to be entitled to the salaries attach CESO ranks. Moreover, the salaries of CESOs starts at step 2 of the salary grade of their CESO ranks.

Salaries of non-CESO Incumbents of CES Positions. Incumbent of CES positions who are not CESOs shall receive the salaries CES positions. There salaries start at step 1 of their salary grades.

J. Reassignment and/or Transfer of CESOs

The reassignment and/or transfer of CESOs who are appointed by the President to CES positions in various departments and a covered by the CES including those in government and controlled corporations with original charters shall be subject to the fo guidelines: It shall be made in the exigency of public service;

It shall be made to existing, vacant, and equivalent or higher CES plantilla positions, which require the same expertise poss

the CESOs concerned;

It shall not result in the reduction of ranks or salaries including such other benefits, allowances and privileges received prior reassignment or transfer; It shall be made not oftener than once in every two (2) years;

Reassignment to non-CES positions may be allowed in the exigency of public service; provided, that the same shall be made clear explanation on the specific assignments or work to be performed by the CESOs concerned; provided further, that the sa limited to a period of one (1) year, after which CESOs concerned shall go back to their respective posts;

The existence of any or some of the following circumstances may be considered as evidence of bad faith in the reassignmen transfers made:

Reassignment or transfer of CESOs to perform duties and responsibilities of their positions such as from a position of dignity servile or menial job; Reassignment or transfer to an office not in the existing organizational structure; Reassignment or transfer to existing offices but the CESOs are not given any duties and responsibilities;

Reassignment or transfer that is done indiscriminately or whimsically because the law is not intended as a convenient shield appointing/disciplining authority to harass or oppress a subordinate on the pretext of advancing and promoting public interest Reassignment or transfer where CESOs are replaced by non-eligibles. The reassignment or transfer of CESOs shall be in accordance with the following procedures:

i.) The reassignment of CESOs shall be effected through office orders issued by duly authorized official/s at least thirty (30) d its effectivtiy reckoned from the date of receipt of the said office order by the CESOs concerned. The reassignment orders sha the justification for such reassignment. The Civil Service Commission shall be provided copies of the reassignment orders issu duly authorized officials concerned; and

The transfer of CESOs shall be effected through the issuance of new appointments by the President. The CESOs, who are to transferred, shall be notified of their transfer to another office at least thirty (30) days prior to its effectivity.

K. CESB Placement Program

The Placement Program of the CESB aims to assist qualified CESOs and third level eligibles for possible appointment to vacant positions. It likewise assists departments/agencies in choosing who may qualify for appointment to vacant CES positions. The three (3) activities under the said placement program. These are:

Preparation of the Shortlist . A shortlist is a list of next-in-rank CESOs or third level eligibles who may be considered for app to vacant CES positions in a particular department/agency;

Preparation of Referrals . Referrals aims to assist qualified CESOs and third level eligibles who have expressed their interest appointed to various vacant CES positions. It is CESB's way of giving support to its clientele who wishes to be placed to highe positions.

Preparation of Bluebooks . The Bluebook contains important data about the department's/agency's executives, such as the n titles of executive positions in the department/agency and their distribution or location in the organization; the incumbents of positions with indication whether they are CESOs or third level eligibles; existing vacancies in the department/agency; the poo level eligibles who are not occupying executive positions and the latest Career Executive Service Performance Evaluation Syst (CESPES) ratings of the Department's/agency's CES officials.

The bluebooks provides the Secretary/head of agency updated information on the career executives in the department/agency reiterates policies governing their placements and appointments.

L. CESB Training and Career Development Programs

The CESB provides training programs that are premised on the need for men and women in the CES who are not only good m but effective leaders as well. It has lined up a number of trainings and other career development interventions intended to pro range of perspective, experience, attitude, knowledge and skills necessary for their effective performance on the job.

The CESB training programs are envisioned to raise the level of competency not only of the CESOs but also the third level elig develop in them a deeper sense of commitment to public service, and help them understand the CES as a program of governm service, a culture, and a way of life. However, in the case of CSE eligibles, only those occupying at least a Division chief positi equivalent may participate in the training and human resource development programs of the CESB. These training programs include:

1. Executive Leadership Program (ELP) . The ELP is currently the basic training program for the CESOs and third level eligibles a three-pronged leadership and management framework of: knowing one's self, relating with others and leading the organizat framework is translated into three training courses, namely: Salamin ng Paglilingkod or SALAMIN which focuses on "self", Diw Paglilingkod or DIWA which focuses on "others," and Gabay ng Pagliliingkod or Gabay, which focuses on the "organization."

1.1) Salamin ng Paglilingkod (SALAMIN) . This course gives the participants the opportunities to: (a) reflect on their values gi primary roles as family members, members of the community and government executives; (b) examine their leadership requi the bureaucracy and their organizations and how they would fit into these; (c) relearn the life, aspirations and struggles of the "tao" so they can keep themselves relevant to their clients' needs; and (d) from these learnings and experiences, refine and a their values and leadership styles, as well as develop a vision and a renewed commitment to public service.

1.2.) Diwa ng Paglilingkod (DIWA) . This course seeks to enhance participants' working knowledge on their interpersonal skills and how they can make use of these skills / styles to: (a) elicit productive behavior from their subordinates / teams to achiev service excellence; and, (b) positively influence their superior's and peers' behavior of cooperation and support. It is also desi enhance the working knowledge of participants on interpersonal or people skills to increase individual and organizational prod is likewise anchored on the importance of participative management and effective teamwork. Only those who have taken the SALAMIN are allowed to participate in the DIWA.

1.3.) Gabay ng Paglilingkod (GABAY) . The new course concept of Gabay ng Paglilingkod is designed to provide executives wit of enhancement modules to choose from. The learning modules of Gabay cover a variety of topics aimed at addressing the ex needs to remain effective on the job and to appreciate government's policies and programs better. An official must take three modules of the four (4) modules under Gabay in order to complete the course. These are as follows:

i.) Public Service Ethics and Accountability . The workshop design is focused on helping the participants involve and motivate and to work with them to bring desired changes in the work culture of their departments. Its objectives are to promote more accountable service to the public and their leaders; and to empower participants to work with their staff and the public to mak public service work culture more friendly, participative, efficient and effective.

ii.) Workshop on Administrative Justice . This three-day workshop aims to provide the participants with the basic knowledge a necessary to properly observe and implement existing civil service rules and regulations in both administrative discipline and n disciplinary matters.

iii.) Financial Management for Public Managers . This three-day module aims to provide executives with the tools, techniques, and policies that will enable them to put in place structures and processes that will strengthen the elements of financial mana their agencies to ensure the achievement of their objectives thereby addressing the needs of the public they serve.

iv.) Information and Communication Technology. This three-day module aims to develop among government executives suffic knowledge and appreciation of the fundamental uses and applications of Information and Communications Technology in gove operations and in their everyday life.

2. CESB Accredited Training Programs . The CESB in partnership with reputable training institutions such as the SGV-Developm

Dimensions International and Center for Leadership and Change, Inc., offers several training programs that address specific le and managerial competencies such as:

2.1) Problem Analysis and Decision Making. This workshop provides tools that enable leaders to solve problems proactively an others' commitment to solutions and decisions. Leaders will make high quality, effective decisions and learn to recognize how bias, tunnel vision and marginal commitment influence decisions.

2.2.) Delegating and Monitoring. This workshop develops skills in delegating authority and tasks to others. It focuses on deleg styles that evaluate the structure and the process. The program then builds skills in evaluating, establishing and implementing monitoring systems.

2.3.) The Power Principle Workshop. This workshop teaches a new paradigm of power. It goes beyond traditional ideas of forc clever negotiating and deal making. It aims to help executives tap into their inner source of power, improve influence skills, e highest and best from others and make a difference in the organization.

2.4.) The 7 Habits for Managers Workshop. This intensive, hands-on, two-day workshop helps build a strong cadre of leadersh of leading with character and competence. Managers and leaders will learn to define their contribution, develop greater influen leverage hidden resources, give constructive feedback, and unleash the full potential of their team against critical priorities.

3. Learning and Nurturing Program . The Learning and Nurturing Programs (LNPs) is CESB's focal approach to provide more fo sustained and bite-sized types of developmental interventions. It aims to provide avenues for constant infusion of new ways o leadership and management principles that would be useful for the executives as they face their day-to-day challenges specifi work and life, in general.

Career development in the CES follows a framework that responds to the CES officials' career development needs from the tim enter the CES up to the preparations for retirement from the service. Thus, it aims to complete their "total person developme CESO. Career development interventions CES executives may avail are the following:

1.) CESO Pool Program . The CESO Pool program aims to serve as a safeguard to instability brought about by change in admin and to provide an alternative mechanism to promote mobility that protect one's security of tenure and at the same time enha and professional development of a CESO; Restore confidence in the CES, maximize CESO performance and showcase innovati best practices; Provide opportunity to develop, experiment and apply better systems and procedures for performance measur assessment; Provide support mechanism for CESOs whose careers and tenure are at risk. They will be provided a venue for ca building and enhancement and an opportunity to prove their worth.

Entry to the CESO Pool may either be voluntary or involuntary. Voluntary placement of CESOs in the CESO Pool refers to CESO by the CSC/CESB Chairperson with the corresponding endorsement from the head of agency to join the pool for a specific pro undertaking and CESOs who would want to go on sabbatical leave or other similar reasons. Meanwhile, the involuntary placem CESOs in the CESO Pool refers to CESOs who are placed in the pool for cause; Placed in the Pool for want of capacity to perfo perspective duties and responsibilities; CESOs who lost the confidence of their agency heads; and CESOs who differs with the directions of their agency heads.

2.) Pagpupugay at Pasasalamat Program . Pagpupugay at Pasasalamat is a testimonial held for retiring CESOs and third level embodies the CESB's appreciation and gratitude to these officials who have faced the challenge of serving the government at echelon and are about to leave the service. The CESB invites the retirees' friends and colleagues in the CES to the affair. Retir each given a plaque in recognition of their long and faithful years of service.

3.) Search for Outstanding Career Executive Officers Program . The Search for Outstanding CEOs is an annual program of the which recognizes, rewards and promotes performance excellence in the public service by honoring third level civil servants dis for exemplary leadership and outstanding achievements in their work. Awardees are nominated and chosen through a nationa competition. The Award aims to inspire CEOs and third level eligibles to live up to the ideals of being accountable and develop oriented public managers who are willing to bring change where it is needed, expertise where it is missing and leadership whe wanting.

M. Performance Management

The performance of CES Officials are evaluated annually through the CES Performance Evaluation System (CESPES) develope

administered by the CESB, and installed in all departments and agencies as part of their performance management system fo third level executives.

The New CESPES is currently being geared up for its pilot implementation in 2006 in selected departments/agencies. It was d such a way that it can reflect the significance of one percent (1%) of the entire bureaucracy represented by the third level as determining factor of the quality and type of service that the rest of the bureaucracy offers to the public.

Like its predecessor, the New CESPES shall measure the level of accomplishments of CES Officials using the Performance Con as well as their behavioral competence using the Behavioral Competency Scale (BCS). This time, however, the accomplishmen (referred to as milestones) are to be categorized either under Leading and Innovating or Regular/Routine.

Leading and Innovating (LI) milestones are policies, programs, projects, processes or procedures that the CES Officials concei department/agency. They are purposive innovations and reforms which aim to improve the quality of the department/agency' structures, systems, operations and resources. They are "value adding" measures which are developed and implemented with period of time with a definite start and end. On the other hand, Regular/Routine (RR) milestones are the output of tasks, fu activities within the accountability of and performed by the CES Officials on an established and regular basis in the work settin may include outputs resulting from the performance of technical and administrative functions needed to conduct and sustain d work operations in an office.

The percentage of the LI vis--vis the RR milestones depends on the position level of the CES Officials and is determined by th department/agency. With the higher position levels, the prescribed percentage range for LI also correspondingly increases. Th Officials are encouraged and expected to perform increasingly more innovative and pioneering functions as their position level higher, which, in a way, describes and justifies why they deserves the status and salary received.

Another feature of the New CESPES is the inclusion of the Supplemental Contract Form and the Adjusted Performance Contrac instances where performance expectations change at any given point within the rating period, the Supplemental Contract Form accomplished wherein revisions/ modifications in the milestones can be declared. The Adjusted Performance Contract must th prepared at the end of the rating period, just in time for the performance review. It is the final form of the Performance Contr incorporates all changes indicated in the Supplemental Contract Form.

Come rating time, the superior shall rate the CES Officials on the basis of their accomplishments using a rating scale of 17, w "Exceptional", 6 as "Commendable", 5 as "Above Average", 4 as "Good Solid Performance", 3 as "Solid Performance", 2 as "B Average" and 1 as "Unacceptable".

Superiors and subordinates alike shall rate the CES officials on the basis of their behavioral competence using the Superior an Subordinate Rating Form of the BCS, respectively. They shall be given a questionnaire of 30 statements indicating qualities an attributes of government executives. They shall rate the CES Officials depending on how often these qualities are observed us also of 17, with 1 as "Never" and 7 as "Always".

N. Information Dissemination

Government executives may avail of CES information materials to keep abreast of the least goings-on in the CES and the bure

The Public Manager is a quarterly magazine serving as a forum where CESOs are encouraged to examine issues that affect the government. The Public Manager was reinvented from the traditional newsletter and news reporting on the policies, programs activities of the CESB into a magazine that features full-length articles on governance and innovations undertaken by various and outstanding accomplishments of government executives.

The CESB Annual Report is published yearly to provide the necessary updates on programs, projects or even innovations that has accomplished for the year in terms of strategic direction and programs.

O. External Relations

CES executives are treated to a variety of interventions designed to promote effective networking and better camaraderie tha have a positive effect on government programs. The Third Level Champions program was designed by the CESB not only to involve CESOs and third level eligibles in meeting

mandate of promulgating rules, standards and procedures in the selection, classification, compensation and career developme CESOs and the third level in general but also to address common issues involving them. The concept involves the selection of champion within a department/agency, preferably a high ranking CESO, to articulate the issues on welfare and rights of third executives.

The NUCESO or National Union of Career Executive Service Organizations is a merger of two (2) CES organizations, namely: t and the ELP Alumni Association. The NCCESO is a federation of organizations of CES executives in central offices and regional formed to act as a partner of the CESB to actualize programs on the CES and to promote camaraderie among CES officials. Th Alumni Association, on the other hand, serves as partner of the CESB and the National Council of Career Executive Service Or (NCCESO) in the following: 1.) Formulation and implementation of plans and programs for the CES; 2.) Renew and strengthen among ELP graduates; 3.) Conduct follow-through activities to help implement individual commitments to public service; 4.) E the formulation of programs consistent with ELP objectives and assess the impact of the ELP in your performance as a public m and leader. CES Greeting Cards are also sent to CESO and CES eligibles on the occasion of their birthdays, or when they are promoted to positions or in special occasions as a way of showing the concerns for the CES executives.

Efforts are also exerted to disseminate information through media. Press releases are sent regularly to major English languag newspapers to inform the general public of the activities of the CES, as well as replies to articles that see print in the major da

P. Information Management

The government's efforts are geared toward optimizing the use of information technology in preparation for the challenges of century public governance. The CESB maintains a human resource information system that contains information on CESOs an Eligibles as well as those on CES programs.

The CES Information System is the integrated database on all CES programs such as those on selection, recruitment and exam and contains information on CES executives.

Statistics on the CES such as the number of officials in CES positions or number of vacant positions are released every month Plantilla is constantly monitored and updated. CES occupancy reports are released quarterly or as may be necessary for inform use in implementing programs on the CES such as those on policy researches, placement and performance management.

The CESB Website is the electronic version of important information on the CES that is interconnected to the Internet. The CE enables one to access almost anything there is on CES programs such as important announcements, training schedules, key i on the CES, as well as issues included in The Public Manager are regularly posted on the website as part of the CESB's inform dissemination efforts. CESB forms, resolutions and circulars are also available in downloadable version in the website. The CE is www.cesboard.gov.ph .

No. 3 Marcelino St., Holy Spirit Drive, Isidora Hills, Quezon City 1127 CESB Trunklines: 9514981; 9514985; 9 Copyright 2008 www.cesboard.gov.ph Home About Us Links CES Community Programs CESB Staff