ANTIDOTE TO CORRUPTION

ANTIDOTE TO CORRUPTIONBY: EMILIA T. BONCODINReported By: MAE NIAGARA M. BALANAY Good leadership begets good followers; that good example generates good deeds in others; and that leadership by good example may be old fashioned but it works!

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

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

To address the issue, reform measures for greater Transparency, Predictability and Accountability has been laid down in government operations. Department of Budget and Management (DBM) a committed member of the government, takes seriously the grave consequences of corruption that impact on the development of the countrys economy.

The agency puts a face to corruption with the help of Klitgaards (Klitgaard 1997) formula: corruption equals monopoly plus discretion minus accountability (C=M+D-A), the same formula in efforts to address the same.CHOOSING THE MEANS

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

DBM continuously studies the possibility of simplifying procedures and eliminating those tasks that do not contribute to expected outputs.Budget process is being reviewed to improved operational efficiency and effectiveness- aimed to address budgeting delays, weak accountability, and ineffective monitoring due to the complexity and multiplicity of reporting and documentation requirements.

DBM reviews the standard checklist of supporting documents necessary in evaluation of all types of requests- objective reasons is to provide faster response and effective time management that will benefit client-agencies.

Transaction Flowchart

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

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

Website Administration

The website provides updated information about the department and its mandate, structure, budgetary releases and issuances, directory offices and officials, and legislative digests.

The website highlights the departments expanded application of information technology as a tool in providing more transparency and accountability in governments budgeting operations.Reforms in Public Procurement

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

G-EPSs objective is to enhance efficiency and effectiveness in the procurement of goods, supplies, materials and services by maximizing the potentials of information technology.The system is aimed at providing a more open, transparent and competitive environment in the procurement of goods and services by the government by providing an equal footing for both the suppliers and the buyers.

G-EPS is presently operating an E-Procurement site that initially serves as the central portal providing information on procurement opportunities in various government agencies, thus, online payment, online bidding and online ordering transactions, including private exchanges under a central and sub-portal concept, is facilitated.Medium-Term Expenditure Framework andOrganizational Performance Indicators Framework

The DBM has formulated its own version of a Medium-Term Expenditure Framework (MTEF).

It has developed a framework for multi-year budgeting, the organizational performance indicators framework (OPIF), which is output-and outcome-basedThe OIF requires agencies to specify the linkage of their programs and projects to the strategic outcomes in the Medium-Term Philippine Development Plan (MTPDP).

Major Final Outputs (MFOs) are used as basis for prioritizing the allocation of funds to agency programs, activities and projects (PAPS), for which output-and outcome-based performance indicators will be developed.Partnership with Philippine Governance Forum

Philippine Governance Forum (PGF) was launched as an advocacy program towards the advancement of good governance in the country by actively promoting transparency and accountability in government transactions.

PGF- a collaboration of United Nations Development Program (UNDP), the Ateneo School of Government (ASG), and the Ateneo Center for Social Policy and Public Affairs (ACSPPA).PGF advocates effective systems an performance monitoring with the objective of significantly discouraging graft and corruption and inefficiency in government

One of the core projects of the PGF is the implementation of the Government Watch or G-Watch.The project seeks to achieve the ff. Objectives:

Develop a framework for monitoring government performance; and

Engage government, business, and civil society in the development and institutionalization of systems for monitoring and evaluating government performance.

G-Watch is a private sector-led initiative to monitor outputs of key project of selected government agencies.Conceptualized and implemented by PGF, G-Watch was first implemented in CY 2000 with the Department of Education (DepEd), Department of Health (DOH), and Department of Public Works and Highways (DPWH) as participating agencies.

Phase 2 of G-Watch aims to link public expenditure tracking with budget formulation and analysis. Called Budget Advocacy Project (BAP), the undertaking is focused on generating multi-sectoral policy discussions and advocacy on budget and fiscal issuesCompensation Reforms as Anti-Corruption Measures

Review of the Position Classification and Compensation System

Rationalization of existing position classification and compensation systems aims to eliminate the overlapping in the present salary schedule which results in certain subordinates receiving higher pay than their survivors. It would likewise result in a simpler position classification plan with fewer levels (e.g. no difference between levels I, II and III and senior) and classes (generic for administrative positions).

Common Database on Government Personnel

This project is a multi-agency undertaking aimed at establishing a comprehensive database on the personnel and employment profile of national government workers which shall be shared by three agencies.

Each of these agencies shall maintain a portion of the established common system that is relevant to their respective functions/interests.

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

It will likewise address the present practice of hiring non-permanent staff from lump-sums and from Maintenance and Other Operating Expenses (MOOE) on a job-order basis.Review of Separate Retirement Laws

In view of special laws, the judiciary, members of constitutional commissions, uniformed personnel, health workers, teachers, and scientists received better retirement benefits than other government personnel.

The DBM shall conduct a review of the various retirement laws to come up with the possibility of having a unified retirement system.Presidential Committee on Effective Governances Efforts

One of the centrepiece programs of the Arroyo Administration is good governance that will redound to greater benefits and satisfaction to the public it serves.

To achieve this goal, the Administration has reconvened the Presidential Committee on Effective Governance (PCEG), a high-level body that oversees and coordinates governance reforms in the bureaucracy.

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

In her first State of the Nation Address (SONA), President Macapagal-Arroyo challenged government agencies to reduce red tape in government by cutting in half the number of signatures required in selected government transactions.

In view of the said presidential directive, the DBM commissioned the Development Academy of the Philippines (DAP) to undertake a study on the delivery of critical government services.

The study initially covered the following areas:

passport application (DFA), business permits/licenses issuance (Cities of Marikina, Quezon and Makati), retirement processing (GSIS) and Home Development Mutual Fund (HDMF), application for licensure examinations and registration of new professionals (PRC), veterans claims processing (Philippine Veterans Affairs Office, PVAO), and issuances of decrees for land registration (LRA).The project aimed to simplify work processes involved, reducing signatures by as much 50 percent in some transactions and eliminating unnecessary documentary requirements. Study results show improvements in these critical areas:

1. Passport Application (DFA)

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

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

3. Retirement Processing (GSIS and HDMF)

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

4. Applications for Licensure Examinations/ Registration of New Professionals (PRC)

Improvement of frontline services for processing licensure examinations;Applications and registration of new professionals; and Streamlining of application and registration procedures.

5. Veterans Claims Processing (PVAO)

Implementation of a standard cut-off date policy in the processing and mailing of checks and bank remittances, and

Review of the need for the initials of some officials in the approved claims.

6. Application for a Degree for Land Registration (LRA)

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

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

As PCEG Secretariat, the DBM is closely coordinating with the Presidential Anti-Graft Commission (PAGC) and the transparency and Accountability Network (TAN), a nongovernmental organization, towards the formulation of a transparency and accountability agenda for government.

The formulation of an integrated anti-corruption strategy will address the disjointed activities in combating corruption that occurs in various aspects and levels of governance.

The group, in coordination with the agencies concerned, has initially crafted specific transparency and accountability agenda for certain priority agencies.

The anti-corruption agenda focuses on the areas of vulnerability of said agencies, where results are visible or have a high impact, and where public clamor for redress and reform is high.

The agenda thus developed will be presented to the various stakeholders of the agencies concerned to ensure that the efforts address priority areas are reform.Good Governance Scorecard

The development of a good governance scorecard is a joint project of the PCEG (through DBM) and the Governance Advisory Council (GAC).

GAC - serves as an advisory body to the President in promoting the countrys global competitiveness through good governance.

In coordination with the DBM, the GAC is developing a set of principles and guidelines for improved public governance to be used as basis in the development of a template for national and local governance scorecards.

The governance scorecard is intended to measure governments responsive in delivering basic services to the public.The four (4) Components of the proposed scorecard include governance measures from:

(1) citizens (2) clients (3) experts and peers, and (4) outputs/results.

These measures would be combined into an overall governance scorecard and rating for agency performance.Memorandum Order No. 20MC No. 20 (25 June 2011) was issued directing the heads of Government Owned or Controlled Corporations (GOCCs)/Government Financial Institutions (GFIs) specifically to:

A. Suspend the grant of any salary increase and new or increased benefits to the senior officer positions, including the board of directors/trustees in GOCCs/GFIs exempted from the Salary Standardization Law (SSL);B.Prepare a pay rationalization plan for the aforementioned officers for submission to the Office of the president through the DBM.

This is in line with the objective to harmonize pay practices at all levels in government and preclude a dichotomy in the bureaucracy brought about by a severe pay imbalance between personnel of government.IDENTIFYING THE END

Given all these initiatives, what do we hope to gain?

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

...to ensure that our gains are not dissipated by corruption, we must improve moral standards. As we do so, we create fertile ground for good governance based on a sound moral foundation, a philosophy of transparency and an ethic of effective implementation.

-PGMA