MNWD Quality Management System Manual

Republic of the Philippines METROPOLITAN NAGA WATER DISTRICT

40 J. Miranda Avenue, Naga City

QUALITY MANAGEMENT

SYSTEM

OF ONE CORE PROCESS

ISO 9001:2015

2016 ·-

WHEREAS, upon thorough deliberation the Honorable Members of the Board of Directors find the QMS Manual aforesaid to be complete in form and in substance;

MANUAL

TABLE OF CONTENTS

I. Introduction …………………………………………………………….…… 1

II. Mandate of MNWD ………………………………………………….……… 3

III. Vision ………………………………………………………………….……… 4

IV. Mission ………………………………………………………………….……… 4

V. Values ………………………………………………………………….……… 4

VI. Quality Policy ………………………………………………………….……… 5

VII. MNWD Organizational Structure ………………………………….……… 6

1. Office of the General Manager ………………………………….……… 6

2. Commercial Services Department ………………………………….……… 6

2.1 Customer Services Division ………………………….…….....6

2.2 Customer Accounts Division ………………………….……… 6

3. Engineering and Environmental Department ………………….……… 7

3.1 Environment and Water Resources Division ………….……… 7

3.2 Planning, Design and Construction Division ………….……… 7

4. Production Department ………………………………………….……… 7

4.1 Water Production & Electro-Mechanical Division ….……… 7

4.2 Water Quality Division ………………………………….……… 7

5. Pipelines and Appurtenances Maintenance Department ………….……… 7

5.1 Water Distribution and Restoration Division……………….……... 7

5.2 Pipeline Leakage Control and Non-Revenue

Water Management Division …………………………….…… 7

6. Administrative Services Department …………………………….…… 8

6.1 Administrative, General Services, Materials and …………….…… 8

Supply Management Division…………………………….…… 8

6.2 Human Resource Division…………………………………….…… 8

7. Finance Department …………………………………………….…… 8

7.1 Accounting Division …………………………………….…… 8

7.2 Treasury and Budget Division ……………………………….… 8

VIII. General Business Process Map……………………………………………....…….10

IX. QMS Organizational Structure ………………………………………………..…..14

X. Scope of QMS ………………………………………………………………..…..18

XI. Business Process Map of Scope …………………………………….…..….19

XII. Internal / External Issues ……………………………………………..……..20

XIII. Stakeholders / Customers and their Requirements ……………………………26

XIV. Description of Different Divisions involved in QMS Scope ....……...………….33

1. Office of the General Manager ……………………………………………33

2. Administrative Services Department

2.1 Administrative / General Services, Materials and Supply

Management Division……………………………………………………34

2.2 Human Resource Division ……………………………………………34

3. Production Department

3.1Water Quality Division ………………………………………...........…….36

4. Engineering and Environmental Department

4.1 Environment and Water Resources Division ……………………………36

4.2 Planning, Design and Construction Division ……………………………37

5. Finance Department ……………………………………………………………37

5.1 Accounting Division ……………………………………………………38

5.2 Treasury and Budget Division ………………………………….39

XV. Management Process Description ……………………………………………40

XVI. Core Process Description ……………………………………………………42

XVII. Support Process Description ……………………………………………………58

XVIII. Quality Objectives of Different Divisions ……………………………………84

XIX. Detailed Processes and Procedures ……………………………………………99

XX. Control of Documented Information …………………………………………..106

XXI. ANNEXES

1. Office Performance Commitment and Review Form (OPCR)

2. Division Performance Commitment and Review Form (DPCR)

MNWD Quality Management System Manual 2016

I. INTRODUCTION

The need for government agencies to improve quality in their operations and

service delivery has never been more urgent in the light of the Duterte Administration’s

thrust to ensure that “real change” is the actual direction of the government. During the

inaugural speech of the President, government agencies were directed to improve the

delivery of services through process streamlining and rationalizing documentary

requirements for ease of transaction of the citizens. There was also an urgent call to

improve the citizens’ faith and trust in the government’s capacity to make the Filipino’s

life better, safer and healthier.

This clear and compelling direction of the Administration further strengthens the

need for government agencies to comply with Executive Order (EO) No. 605 (Document

No.1), Institutionalizing the Structure, Mechanisms, and Standards to Implement the

Government Quality Management Program, Amending for the Purpose Administrative

Order No. 161, s. 2006, which was issued to effect improvement in public sector

performance by ensuring the consistency of products and services through quality

processes. Effective management and good governance are essential elements of quality

that can be achieved through the implementation of an effective Quality Management

System (QMS). Aligning an organization’s planning, service, and support operations to

ISO 9001 International Standards is one reliable approach in establishing a QMS. This

methodology provides a clear perspective of the quality system requirements and the

areas of control to assure the consistency in the quality of services and continuous

process improvement that will generate approaches to improve customer/citizen

satisfaction.

The Metropolitan Naga Water District (MNWD), in compliance with E.O No.

605, shall strive to deliver its vision, mission and values to be a dynamic water district

contributing to the improvement of the living standards of the people and providing fast

and technologically suitable water services through a well-organized team advocating

nature protection and water resources conservation imbued with integrity and

professionalism. As such, the MNWD will undertake the establishment of a QMS

certifiable to the ISO 9001:2015 standard.

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The ISO 9001:2015 shall provide a globally recognized standard that would

transform MNWD’s current management system to a certifiable QMS.

The MNWD-QMS is in compliance with the Inter-Agency Task Force on the

Harmonization of National Government Performance Monitoring, Information and

Reporting Systems Memorandum Circular No. 2016-1 (Document No.2) setting the

Performance Targets for CY 2016. The MNWD is classified as a Category A Water

District under the Revised Local Water District Manual on Categorization and Re-

categorization or LWD-MACRO (Document No.3), hence, it is required to establish an

ISO aligned documentation of its QMS for one core process as evidenced by this QMS

Manual.

The MNWD-QMS will define the interrelated/interacting elements that allow the

organization to establish its policy and objectives related to quality and to achieve those

objectives.

The MNWD-QMS shall ensure operational and cost reduction benefits through

the delivery of mandated functions with the establishment of a system for control of non-

conforming services and performance of an internal quality audit. Documents and records

management is better controlled with the strict implementation of established procedures.

Enhanced knowledge and understanding of basic processes and procedures of the

different operating and support units of the MNWD will result to improved staff

discipline and capability. The commitment of management to provide necessary

resources such as competent human resources, good working environment and well-

maintained infrastructure will result to a more transparent and improved management

system, thereby, maintaining the trust and confidence of customers and the general

public. Eventually, this proposed undertaking of Management will translate to cost

reduction and/or savings as a result of efficient and contented workforce.

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II. MANDATE OF MNWD

Pursuant to Section 5 and 6 of Presidential Decree (PD) No. 198, otherwise

known and referred to as the "Provincial Water Utilities Act of 1973", Local Water

Districts may be formed for the purpose of (a) acquiring, installing, improving,

maintaining and operating water supply and distribution systems for domestic, industrial,

municipal and agricultural uses for residents and lands within the boundaries of such

districts, (b) providing, maintaining and operating wastewater collection, treatment and

disposal facilities, and (c) conducting such other functions and operations incidental to

water resource development, utilization and disposal within such districts, as are

necessary or incidental to said purpose.

“An organization full of dynamism working for the improvement of the living

standards of the people through fast and technologically suitable water services

characterized by the basic values of team work, integrity and professionalism advocating

nature protection and water resources conservation” shall serve as the MNWD’s guiding

principle.

In pursuit of the above stated mandate, the MNWD Vision, Mission, Values and

Quality Policy are hereunder enumerated.

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III.

IV.

V.


VI.

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VII. MNWD ORGANIZATIONAL STRUCTURE

The MNWD Organizational Structure (Figure 1) is premised on the basic

definition of management as the art and science of getting things done through the efforts

of people. It is the continuous interplay of the elements, functions, principles and

practices of management. The notion that: “Human Resource is the most important

element of management”, was given due consideration in the structuring of the MNWD

as an organization.

Policy formulation and overall direction is vested on the Board of Directors while

overall management control and supervision is exercised by the General Manager, duly

assisted by the following line departments and functional divisions, to wit:

1. OFFICE OF THE GENERAL MANAGER

1.1. Management Information Systems

1.1.1. Computer maintenance and User support

1.2. Management Support Services

1.2.1. Public Relations and Information

1.2.2. Documentation and Recording

2. COMMERCIAL SERVICES DEPARTMENT

2.1. CUSTOMER SERVICES DIVISION

Management and Supervision Billing Services, Customer Accounts

2.1.1. Billing Section

– Individual service connection data

2.1.2. Customer Services Section

– Customer Frontline Services

2.2 CUSTOMER ACCOUNTS DIVISION

2.2.1 Meter Reading Section

– Meter reading and bill distribution

2.2.2 Investigation Section

– Service connections field verification

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2.2.3 Collection/Disconnection Section

3. ENGINEERING AND ENVIRONMENTAL DEPARTMENT

3.1 ENVIRONMENT AND WATER RESOURCES DIVISION

3.1.1 Watershed Section

3.1.1.1 Rehabilitation, protection and maintenance of Anayan-

Rumangrap, Kalinisan-Nabuntulan and Naga River Watershed

3.1.2 Wastewater Section

3.1.2.1 Septage collection, treatment and disposal

3.2 PLANNING, DESIGN AND CONSTRUCTION DIVISION

3.2.1 Planning and Design Section

3.2.1.1 Cost Estimates and Drafting

3.2.2 Construction Section

3.2.2.1 Project Monitoring and Supervision

4. PRODUCTION DEPARTMENT

4.1 WATER PRODUCTION & ELECTRO-MECHANICAL DIVISION

4.1.1 Water Production Section

4.1.2 Electro-Mechanical Section

4.2 WATER QUALITY DIVISION

4.2.1 Quality Control/ Assurance Section

4.2.2 Laboratory Testing & Analysis Section

5. PIPELINES AND APPURTENANCES MAINTENANCE DEPARTMENT

5.1WATER DISTRIBUTION AND RESTORATION DIVISION

5.1.1 Water Distribution Section

5.1.2 Restoration Section

5.2 PIPELINE LEACKAGE CONTROL AND NON-REVENUE WATER

MANAGEMENT DIVISION

5.2.1 Pipelines and Leakage Control Section

5.2.2 Non-Revenue Water Management Section

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6. ADMINISTRATIVE SERVICES DEPARTMENT

6.1 ADMINISTRATIVE, GENERAL SERVICES, MATERIALS AND

SUPPLY MANAGEMENT DIVISION

6.1.1 Admin. / General Service Section

6.1.2 Materials and Supply Management Section

6.2 HUMAN RESOURSE DIVISION

6.2.1 Manpower, Planning, Recruitment, Training, &Development Section

6.2.2 Personnel Welfare Section

7. FINANCE DEPARTMENT

7.1 ACCOUNTING DIVISON

7.1.1General Accounting Section

7.1.1.1 Bookkeeping, processing and record keeping

7.1.2 Payroll Subsidiary Section

7.1.2.1 Preparation of payroll of salaries and other benefits

7.2 TREASURY AND BUDGET DIVISION

7.2.1 Treasury Section

7.2.1.1 Collection and Disbursement transactions of the District

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VIII. GENERAL BUSINESS PROCESS MAP

In adherence to the principles of Results – Based and Strategic Performance –

Based operation of core functions of the Metropolitan Naga Water District (MNWD), the

Quality Management System is prepared to serve as a blueprint of work distribution

based on the Agency – Organizational Performance Indicator Framework (OPIF Figure

2) to the Working Units down to Individual Performers within the MNWD hierarchy.

Likewise, major MNWD plans, programs and projects are in consonance with the

five (5) key result areas, namely: (1) Poverty Reduction and Empowerment of the poor

& vulnerable (2) Rapid Inclusive and Sustained Economic Growth (3) integrity of the

Environment and Climate Change, Adaptation and mitigation (4) Transparency,

Accountability and Participatory Government and (5) Just and Lasting peace and the Rule

of Law. Under Executive Order (EO) No. 43, Series of 2011, dated May13, 2011 and the

Logical Framework (Figure 3) as contained in the MNWD Strategic Performance

Management System (SPMS) Manual (Document No.4).

The General Business Process Map focusing on the three (3) major core processes

of the MNWD and the Support Services including management processes is hereto

attached as Figure 4.

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IX. QMS ORGANIZATIONAL STRUCTURE

The QMS Organization (Figure 5) per MNWD Memorandum No. OGM 2016-12-

040 (Document No.5) dated December 2016 is a manifestation of a dynamic organization

through the combination of the conventional, matrix type/project management style

(“Ringiseido”) organization. The Core team is so organized to focus on the organization’s

objectives, rather than the hierarchy of authority. This type of a combined organization is

termed as "Halo-Halo" or Filipino style of management.

The vision, mission and quality policy will be the guiding principles for the

attainment of MNWD’s quality objectives.

The roles and responsibilities of the key players for the establishment,

implementation and monitoring of the MNWD-QMS are as follows:

Roles and Responsibilities of Top Management

• Leads the establishment, implementation, and monitoring of the QMS

• Ensures effectiveness of the QMS through risk-based thinking

• Establishes and communicates the quality policy;

• Ensures that the quality objectives are established;

• Communicates the importance of meeting customer requirements;

•Determines and provides necessary resources and ensures that they are adequately

available; and,

• Conducts Management Review meetings.

Roles and Responsibilities of QMS LEADER/HEAD

•Oversees the establishment, documentation, and effective implementation of the

QMS

• Promotes risk-based thinking in overseeing the effectiveness of the QMS

• Acts as liaison with external parties on matters related to the QMS

• Ensures that procedures for Internal Quality Audit (IQA), Management Review,

and Corrective Actions are established and implemented

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• Reports QMS performance to Top Management for review and continual

improvement

Roles and Responsibilities of the Quality Workplace Team

• Ensures that the environment for the operation of processes needed to achieve

conformity to service requirements is managed

• Ensures consistent implementation of 5S programs, as applicable

• Monitors and assesses workplace cleanliness, orderliness, and safety

Roles and Responsibilities of the Training & Advocacy Team

•Provides administrative support in terms of training and advocacy for the

successful implementation and sustenance of the QMS

• Plans and coordinates effective deployment and efficient use of resources in line

with training and advocacy activities

• Plans and coordinates echoing/cascading sessions on QMS-related training

Roles and Responsibilities of the Internal Quality Audit Team

• Determines conformance of the QMS to the requirements of ISO 9001:2015,

based on planned arrangements

• Determines successful implementation of the QMS

• Provides inputs during management review on the results of the IQA

• Monitors the implementation of corrective and preventive actions for any

nonconformities raised during the audits

Roles and Responsibilities of the ISO-QMS Secretariat/Documentation Team

•Provides administrative support for successful QMS implementation until

attainment of ISO 9001:2015 certification

•Facilitates the delivery of specific outputs in line with the QMS

• Plans and coordinates effective deployment and efficient use of human,

financial, and other physical resources for the QMS

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• Ensures that the requirements for maintaining and retaining documented

information are established and implemented

Roles and Responsibilities of the Employees

•Active involvement and participation in all ISO-QMS related activities

• Sincere commitment in working together with the ISO Core Team towards

continual improvement of the management systems.

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X. SCOPE OF QMS

The scope of the MNWD quality management system is limited to the core

process on water resource development focusing on planning, design and construction

including watershed management and water quality analysis (Figure 6). The management

processes involved within the scope shall include policy implementation, supervision and

control, strategic planning and development and QMS monitoring and evaluation. Policy

implementation is based on board resolutions adopted, memoranda and office orders

issued by management. Supervision and control is defined as the authority and powers

vested in the General Manager by the Board of Directors. Strategic planning and

development shall be developed based on the needs and targets of the MNWD as

cascaded by the Local Water Utilities Administration (LWUA). Continual improvement

of the quality management system shall be monitored and evaluated for possible revision

and adoption.

Processes to support the water resources development, watershed management

and water quality core processes shall include: the Human Resource Division (HRD),

Information Technology (IT), Accounting, Treasury and Budget Division and

Administrative, General Services and Supply Management Division.

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XI. BUSINESS PROCESS MAP OF SCOPE

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XII. INTERNAL/EXTERNAL ISSUES

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XIII. STAKEHOLDERS / CUSTOMERS AND THEIR REQUIREMENTS

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As deduced from the identification of stakeholders, customers and their

requirements together with internal and external issues categorized into political,

economic, social, technology, legal and environmental concerns relative to the scope of

the QMS, the SWOT Analysis Matrix is hereunder presented:

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XIV. DESCRIPTION OF DIFFERENT DIVISIONS INVOLVED IN QMS SCOPE

OFFICE OF THE GENERAL MANAGER

The General Manager is vested with full supervision and control of the line

Departments of the MNWD, namely: Engineering and Environment Department;

Pipelines and Appurtenances Maintenance Department; Production Department;

Administrative Services Department; Finance Department and Commercial Services

Department (Organizational Structure hereto attached as Figure 1).

The Office of the General Manager (OGM) is responsible for all areas and

oversees all of the District’s staff support functions and manages daily operations as well

as the implementation of formulated policies by the Board of Directors and Management.

It focuses on the entire District which has the full coordination over all line departments

and has to communicate with all operating units to make sure that the District performs

well. The OGM has three (3) primary sections: (1) Information & Communications

Technology Section, (2) Public Relations and External Affairs Section (PREAS) and (3)

Internal Audit Section.

The Information & Communications Technology Section develops software and

provides technical support in repairing computer software and hardware to ensure that the

District’s information, database and system are properly secured. It also addresses the

public’s / customer’s complaints and queries through the help of the Communication

Center that provides 24/7 service.

The second section of the Office of the General Manager is Public Relations and

External Affairs Section (PREAS) where the core function is information dissemination

to the general public via public service announcement through the different media outlets.

The Internal Audit helps the district accomplish its objectives by properly

evaluating and reviewing the District’s financial records, procurement process and other

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District’s operations. Its general function is to ensure and promote the effective

performance of accountability in conformance with the internal policies of the District

and other provisions issued by the government.

ADMINISTRATIVE/GENERAL SERVICES AND MATERIALS SUPPLY

MANAGEMENT DIVISION

The Administrative/General Services and Materials Supply Management Division

(A/GSMSMD) under the Administrative Services Department is mandated to provide

administrative support such as procurement services, materials management including

building, vehicles and equipment maintenance and repairs, security and other

administrative and logistical concerns necessary for the implementation of water

resources development, watershed management and water quality analysis.

The scope of procurement services includes canvass of goods and services on the

Competitive Public Bidding and preparation of purchase orders.

The materials and supply management is in-charge of receiving, issuing,

managing of goods and services including inventory and safekeeping. The Division shall

ensure that products and services acquired through external providers are within the

standards and specifications and adequate warranties on workmanship and that buffer

stocks are given due consideration.

HUMAN RESOURCE DIVISION

The four key functions of Human Resource Management are: Recruitment and

Selection; Learning and Development; Performance Management System; and Rewards

and Recognition necessary for the implementation of water resources development,

watershed management and water quality analysis.

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The Human Resource Division (HRD) under the Administrative Services

Department commits to create, encourage, and maintain an environment that supports,

develops and sustains the well-being of MNWD employees, clients and broader

community. Any organization cannot build a good team of working professionals

without good human resources in consonance with our value statement and quality

policy. The HRD is composed of two sections, namely; Manpower Planning,

Recruitment, Training and Development Section; and the Personnel Welfare Section.

The Manpower Planning, Recruitment, Training and Development Section is

responsible for the recruitment, selection and placement of personnel, as well as the

learning and development aspect of human resource. Among its basic functions are

publication of vacant positions; initial screening of applicants; issuance of appointment,

assumption of duties and position description form; deployment and orientation of office

policies, rules and regulations to all employees. This section also maintains the 201/120

Files of all regular and casual employees. Other responsibilities of this section also

include: submission of reports to other government agencies, like the Department of

Budget and Management and the Civil Service Commission.

Human resource processes which involve leave administration, monetization of

accrued leave credits; certification of services rendered for payroll preparation; and other

personnel welfare and benefits are the main functions of the Personnel Welfare Section.

This section is basically responsible for the monitoring of leave balances, punctuality and

attendance of employees. This section ensures that all employees submit their Statement

of Assets, Liabilities and Networth (SALN) to the Office of the Ombudsman and Civil

Service Commission.

Through the Infirmary and Breastfeeding Area employees and customers are

provided with immediate medical attention by qualified staff; likewise, a comfortable

space is provided to breastfeeding mothers.

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WATER QUALITY DIVISION

The Water Quality Division (WQD) is mainly tasked to ensure safe and potable

water for all. It is composed of two (2) sections namely, Water Quality and Assurance

Section and Laboratory Testing and Analysis Section.

The Water Quality and Assurance Section is tasked to monitor sampling points

for chlorine residual at strategic locations within the MNWD water distribution system

including the collecting of water samples for laboratory testing.

The Laboratory Testing and Analysis Section on the other hand, provides analysis

and interpretation of water samples gathered for potability assurance. The MNWD

Laboratory Testing and Analysis Section is accredited by the Department of Health

(DOH) to conduct Physical and Chemical Analysis. The section accepts water quality

testing for external client such as: water refilling stations, private wells and institutions,

other water districts, and government agencies and other entities requesting for the said

services.

ENVIRONMENT AND WATER RESOURCES DIVISION

The Environment and Water Resources Division (EWRD) under the Engineering

and Environment Department (EED) shall ensure the development and protection of the

well-field area of the water sources of the MNWD to guarantee the provision of

continual, safe, adequate and affordable potable water through the maintenance of

watersheds, environmental protection and wastewater management. One of the primary

task of the EWRD is the conceptualization of the Integrated Watershed Management Plan

(IWMP). The EWRD is composed of two sections: The Watershed Management Section

and the Wastewater Management Section.

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The Watershed Management Section is in-charge of the overall implementation of

programs and projects aligned with the IWMP. It is mandated to ensure the effective

implementation of the watershed rehabilitation, conservation, maintenance and

protection. It also focuses on the institutional development, particularly in the

organization of the Conservation Farming Communities (CFCs), including the relocated

park settlers, to improve their quality of life and lessen, if not totally eliminate their

dependence on watershed resources for their daily sustenance.

The EWRD shall ensure that continuous coordination and linkages with partner

agencies and other institutions are sustained and expanded for purposes of technical

support and livelihood opportunities for the CFCs.

On the other hand, the Wastewater Management Section is in-charge of septage

collection, treatment and disposal. The section is still in its organizational stage pending

completion of the Septage Treatment Facility.

PLANNING DESIGN AND CONSTRUCTION DIVISION

The Planning Design and Construction Division (PDCD) is responsible for the

conceptualization, preparation of documentary requirements, program of works, cost

estimates and other related activities including the implementation of various

infrastructure , transmission, distribution and lateral lines relative to water resources

development for MNWD.

Monitoring and evaluation of the status of project implementation being

undertaken by administration or their external constructors or service providers including

submission of regular reports for the Management and the Board of Directors are

likewise the regular output of the division. The division ensures that project

implementation is within the standards, specifications and post-project requirements such

as: water quality analysis, warranties and workmanship are accordingly complied with.

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FINANCE DEPARTMENT

The Finance Department (FD) is composed of two divisions, the Accounting

Division and the Treasury and Budget Division. Each division has two sections

performing different functions mandated to the department including functions necessary

for the implementation of water resources development, watershed management and

water quality analysis.

The first division is the Accounting Division. The two sections that comprise this

division are that Accounting Section and the Payroll and Subsidiary Section.

ACCOUNTING DIVISION

The Accounting Section provides the systematic recording of all financial

transactions of the district, in accordance with the authoritative pronouncements, such as

issuances of the COA, DBM and the Philippine Government Accounting System. It also

provides guidance to other units of the MNWD on the implementation of relevant

accounting policies and procedures.

It maintains adequate records of all financial transactions of the district. It records

all the financial transactions to the books of account, verifies the appropriateness of the

transaction and maintains subsidiary accounts for analysis and reconciliation. It accounts

for the acquisition, disposal and changes in the assets of the District. It is responsible for

the preparation and submission of periodic financial statements.

The Payroll and Subsidiary Section is responsible for the preparation of payroll

and other benefits due to the employees.

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The section is in charge of the preparation of monthly remittances of the

employees’ premiums and loan amortizations due to other National Government

Agencies such as the Government Service and Insurance System (GSIS), Home

Development Mutual Fund, the Philippine Health Insurance Corporation and the Bureau

of Internal Revenue (BIR).

The second division of the Finance Department is the Treasury and Budget

Division. The two sections that comprise the division are the Treasury Section and the

Budget Section.

TREASURY AND BUDGET DIVISION

The Treasury Section is responsible for the collections of cash and cash

equivalent from all sources and said collections shall be deposited intact daily to the

authorized government depository bank.

It maintains records for the daily collection and deposits as well as disbursement

transactions of the MNWD. It is responsible for the payment of the MNWD’s liabilities.

The Budget Section is responsible for the financial plan of the water district for

the given period of time embodying the statement of income and estimated expenditures

for the implementation of the agency program and activities in pursuit of its mandates,

goals and objectives.

It is in charge of the MNWD’s proper utilization of resources and close

monitoring by providing proper guidance as to how the MNWD could maximize its

resources and would not result to overspending.

Lastly, the section is also accountable for the proper classification and monitoring

of the charges or expenses and balances of the budget.

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XV. MANAGEMENT PROCESSES DESCRIPTION

As shown in Table 7, the Management Processes under the Leadership of the

General Manager involves:

1. Policy implementation of various policies, directives, office orders and other

regulations.

2. Supervision and control to ensure that all employees contribute to the effectiveness of

the QMS and achieve its intended objectives in conformance with the needs of the

MNWD.

3. Strategic planning and development to ensure that the MNWD promotes process

approach, applies risk-based thinking and ensure availability of resources focused in

enhancing customer satisfaction

.

4. Monitoring and Evaluation to ensure that all employees are well informed of the

importance of an effective QMS and avoid non-conformities, promotes improvement

thus timely self-monitoring and internal audit system in compliance with regulatory

and legal requirements with the end in view of customer satisfaction.

The General Manager, Division Managers, QMS Core Team,

Secretariat/Documentation Team together with the existing Performance Management

Team (PMT) and Water Safety Plan (WSP) Team are jointly responsible for all phases of

the MNWD Quality Management System.

Management review shall be conducted following every internal quality audit

addressing necessary improvement for non-conformities.

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XVI. CORE PROCESSES DESCRIPTION

This chapter describes the process involved in Production Well Development

(Figure 7) including its requirements for the issuance of Water Permit from the National

Water Resources Board (NWRB) (Figure 8) and the Environment and Natural Resources

and Environmental Compliance Certificate (ECC) (Figure 9) from the Department of

Environment and Natural Resources–Environmental Management Bureau (DENR-EMB),

Refer to Figure 8 and 9.The process involved in the development of spring sources

(Figure10) including its requirements are likewise presented in flow process diagram and

narrative descriptions.

Watershed rehabilitation and development plays a vital role in the sustainability

of water resources development, Figure 11; shows the various stages and processes

involved in this particular phase of the core process.

Another important phase in water resource development is the construction or

project implementation of various infrastructure and related structures for water supply

and other capital expenditure of the MNWD, as shown in Figure 12. Upon completion of

any water supply project, water quality analysis needs to be conducted prior to its turn-

over to the end-user Division(s). Process flow chart and description on bacteriological,

physical and chemical analysis is hereto attached as Figure 13.

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WATER RESOURCE DEVELOPMENT- WELL

The work procedures involved in well development starts with project

Identification. Project Identification may be the result of the following: (1) 10-year

projected water demand; (2) From the monthly pressure survey conducted by the Pipeline

Leakage Control and Non-Revenue Water Management Division (PLC&NRWMD) on

several observation points distributed within the MNWD coverage area showing low

water pressure in the entire water supply system; (3) Requests for additional water

services. This additional water supply requirement could be addressed through the

development of additional water source, in this case, construction of production well.

Engineering Survey will be the next activity wherein, site identification would be

the first step. In this step, consideration on the well to well minimum distance of one (1)

kilometer is considered and the strategic location to which it would effectively address

the needed additional water supply on a specific area. Upon completion of site

identification, site negotiation and acquisition will be the next activity prior to drilling of

the said exploratory production well. The contract to sell with right of entry will be

drafted and subsequently finalized. One of the important stipulations in the said contract

to sell is; should the volume of the potable water fail to meet the standard requirements,

MNWD reserves the right to look for another area and restore all damages to the property

caused by the aforesaid activities at no cost to the MNWD.

Once the conditional Site /Lot acquisition is finalized, survey and data gathering

will follow taking into account the distance of the aforesaid site to the interconnection

point of the existing transmission line, elevation of the site, possible discharge area for

flushing activities, road right of way or access to the site, identification of all the adjacent

and existing well and its final well design. After all the needed data are gathered,

preparation of preliminary design will be done, from the preliminary well design, site

development and building plans, then preparation of the program of works with the

corresponding specifications will follow. The application for water permit will be filed

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with the National Water Resource Board (NWRB) and the corresponding Permit to Drill

in accordance with the hereunder flowchart, to wit:

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The Initial Environmental Examination (IEE) shall be prepared for the issuance of

Environmental Compliance Certificate (ECC) by the Department of Environment and

Natural Resources- Environmental Management Board (DENR-EMB) in accordance with

the flowchart hereunder, to wit:

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After the preliminary design and plans are completed, it is submitted to the

Division Manager and General Manager for approval and finalization of the Plans,

Design, Program of Works and Specifications. Finalized copies of all requirements are

submitted to the Division Manager, General Manager and to the Board of Directors for

approval and issuance of the corresponding Board Resolution.

After the approval of the Board, preparation of request for construction together

with the Permit to Drill, Environmental Compliance Certificate (ECC) and Building

Permit are filed with the concerned agencies. Bidding process will be the next activity

and project implementation. During the implementation, well drilling activities will be

conducted, bore holing, installation of casing, well development, constant discharge test,

pumping test within 72 hours, water quality test shall be conducted by the licensed Water

Quality Laboratory and by the MNWD Water Quality Division. Thereafter, well capacity

shall be determined.

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WATER RESOURCE DEVELOPMENT- SPRING

The need for additional water supply can be determined through the following: (1)

The 10-year projected water demand requirements; (2) Monthly pressure survey results

conducted by the Pipeline Leakage Control (PLC) and Non-Revenue Water Division

(NRWD) on several observation points distributed on the entire coverage area wherein

low water pressure in the system can be identified; (3) The requirements for additional

water supply as a result of the various requests for additional water connections.

Springs as potential water sources can be utilized if there are no other interested

parties or water users in the area. Should there be other water users such as; hydro power,

irrigation or industrial users, necessary documents and agreements will have to be

secured. If spring is available, site identification will be conducted and the engineering

survey, site negotiation and acquisition will follow as one of the important activity for the

water source development process. Survey and data gathering shall be conducted monthly

for at least one (1) year through discharge measurement and sampling for water quality

test. These are being done to ensure the reliability of the spring as to its capacity and

quality.

Based on the data gathered, preliminary intake box design, the corresponding

program of works, specifications and other details are prepared. Requirements for the

water rights, building permit and Environmental Compliance Certificate (ECC)

applications are likewise prepared.

After all the preliminary plans and designs are completed, it will be submitted to

the Division Manager and General Manager for approval. Then the finalization of the

preliminary plans, design, program of works and specification will follow. Finalized

copies of all the requirements are submitted to the Division Manager, General Manager

and to the Board of Directors for approval and issuance of the corresponding board

resolution.

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Application for water permits to the National Water Resource Board (NWRB),

Environmental Compliance Certificate (ECC) to the Department of Environment and

Natural Resources- Environmental Management Board (DENR-EMB) and building

permit from the concerned Local Government Units (LGU) are then filed. Request for

construction are prepared as one of the requirements prior to the bidding process.

After the bidding process, the project implementation will commence, and water

quality analysis is conducted after the project completion including the discharge

measurement to determine the actual water capacity.

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WATERSHED REHABILITATION AND DEVELOPMENT

The preparatory works on watershed development and rehabilitation comprises all

the necessary activity in the initial assessment procedure. The said activity shall be

conducted by the detailed personnel to determine the area for rehabilitation, estimated

time allocation, necessary works, materials and budget allocation. The requisition of

materials shall be prepared by the detailed personnel consequently upon the assessment

and submit to the supervisor and Division Manager to facilitate approval. The

establishment of the watershed nursery including the entire operation and maintenance,

moreover, the Watershed Plantation, Maintenance and Forest Protection shall be

conducted by the delegated field personnel under the supervision of the assigned field

supervisor.

The watershed evaluation will be conducted by the Watershed Rehabilitation and

Development Project Management Staff (PMS) every end of the period to assess the

overall project implementation. The PMS should conduct vegetation assessment and

timber stand inventory to determine the extent of the project implementation and status of

the watershed. The result of the watershed assessment will outline recommendations and

define priority areas for enrichment planting, enhanced forest protection and maintenance

works.

Likewise, the PMS facilitates Information Education Campaigns,

Assembly/Convention/Forum and Tree planting Orientation as part of the implementation

of Public Awareness Program coupled with the Watershed Rehabilitation and

Development Project.

The Monthly Accomplishment Report, Monthly Progress Report, Livelihood

Implementation Status Report are prepared and submitted by the assigned field

supervisor and PMS every end of the reporting period.

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CONSTRUCTION SECTION

After all documents are approved and the procurement process is completed,

project implementation shall commence. The construction section follows a procedure in

which monitoring activities and reporting are carried out by the field personnel, project

in-charge and section head as enumerated hereunder:

I. Daily Project Monitoring – a daily logbook accomplished by the field

personnel that record the manpower, project activities, weather, physical

accomplishment, and other related information concurred by the contractors

representative.

II. Weekly Status Report – every Monday the construction section conducts a

meeting to check and consolidate all the daily logbooks of each project. Moreso,

project schedules for the week are planned. Problems encountered during the

week are likewise discussed in order to avoid delays. This report is submitted to

the General Manager as it is discussed during the Board of Directors meeting.

III. Monthly Accomplishment Report – refers to the summary of project

accomplishment reports included in the Capital Expenditures (CAPEX) of the

current year and to be submitted to the finance division and Office of the General

Manager.

At any point in time during project implementation, request for payment or

change order may arise. Each request has its own process to follow and required

documents must be submitted and approved, to wit:

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A. Billing

1. The contractor shall submit request for billing coupled with statement of work

accomplished & Physical Accomplishment subject for verification and checking

by the project in-charge.

2. The billing documents are presented to the BOD by the General Manager.

3. Upon approval by the Board of Directors, the billing documents are forwarded to

the Finance Division.

The required documents are the following:

a) Letter request for partial billing

b) Statement of Work Accomplished (SWA) c) Physical Accomplishment d) Contract of Agreement (for first payment) e) Previous payment (SWA) f) Board Resolution approving the request for payment g) Revised Bill of Qualities (if there’s any) h) Surety Bond i) Certificate of completion For final Billing j) Certificate of final completion & Acceptance

B.C Change Order/Variation Orders

1. Request letter from contractor or order from the engineer. 2. Verify, check and measure the changes in actual site condition against the plan. 3. Prepare and submit revised BOQ to the Division Manager-A 4. Prepare request for change/variation order with its supporting documents to be

submitted to the OGM. 5. The GM will recommend for the approval of the request for change/variation

order. Hereunder are the supporting documents necessary for the approval of the said request:

a) Letter request from the contractor b) Survey data c) Revised BOQ d) Photograph (if needed) e) Change order request and justification f) Other documents needed to justify relative change variation order

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IV. Certificate of Completion – Upon submission of the project evaluation committee report, the division shall prepare the certificate of completion as pre- requisite for the final completion and acceptance certificate.

V. Certificate of Final Completion and Acceptance – Shall be issued upon all

of the documents have been checked and verified as well as the quantity & quality of the completed activities in accordance w/ the contracted work items and all works are completed in accordance with plans and specification.

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LABORATORY TESTING AND ANALYSIS PROCESS

The Laboratory Testing and Analysis Center is a duly accredited testing center of

the Department of Health (DOH). As shown in Figure 13, clients must fill-out laboratory

requests for Bacteriological, Physical, and Chemical Analysis. In order for the request to

be processed, clients must pay certain fees for requested test(s) at the cashier. After

paying, the laboratory personnel check the official receipt and release sterile bottle/s to

clients (for bacteriological test only). Clients collect water samples for bacteriological test

in the bottle provided and submit the sample to the laboratory for processing, which can

only be submitted on Mondays and Tuesdays. The laboratory personnel check laboratory

requests and all necessary data to be tested. The Medical Technologist will conduct

testing of samples submitted. After two (2) days, samples with no reaction passed the

test, however, samples with reactions needs confirmatory period of another two (2) days.

All results are encoded and printed. Once the results are signed by the concerned

personnel, the results will be released to the clients.

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XVII. SUPPORT PROCESSES DESCRIPTION

This chapter describes the various processes involved in support to the core

process identified within the scope of water resources development.

Support processes under Human Resource Development include: Recruitment

Selection and Placement (Figure 14.1, 14.2, and 14.3), Performance Management (Figure

15.1, 15.2) Learning and Development and Personnel Welfare, Rewards and Recognition

(Figure 16).

Management Information Services include: Office Automation, Hardware,

Software Maintenance (Figure 17), Electronic Back-up (Figure 18), Documents Storage

(Figure 19) and Retrieved (Figure 20).

Budgeting and Disbursement Processes are presented in (Figure 21).

Administrative, General Services & Supply Management Division support

processes include: Material Service Request/Trip ticket Flow chart (Figure 22);

Procedural Process Diagram for Procurement Services (Figure 23) and Property and

Supply Management (Figure 24).

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Recruitment, Selection & Placement

The Recruitment, Selection & Placement strictly adheres to the principles of

merit, fitness and equality. The selection of employees shall be based on their relative

qualifications and competence to perform the duties and responsibilities of the position.

There shall be no discrimination in the selection of employees on account of gender, civil

status, disability, religion, ethnicity or political affiliation.

The updated list of vacant positions will be endorsed by the General Manager for

publication. The HRD facilitates the publication of the vacancies as well as the initial

screening of applicants to be included in the Selection Line-Up for evaluation of the

Personnel Selection Board (PSB). The PSB conducts assessment of competencies and

qualifications of candidates. The list of qualified applicants will be posted and submitted

to the General Manager. The GM will endorse to the HRD the list of newly

hired/promoted applicants for issuance of Appointment. The HRD will process all

necessary documents attached to the Appointment for submission to the Civil Service

Commission Field Office.

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Learning & Development

This process ensures that the public is served by a well-trained professional

workforce. The HRD ensures that all employees have equitable access to learning

opportunities for individual development. It also provides training to employees

according to the requirements of MNWD. The employees get the opportunity to sharpen

their existing skills or develop specialized skills which in turn, will help to take up some

new roles.

The Manpower Planning, Recruitment, Training and Development Section

facilitates or conducts training and/or workshops in partnership with other accredited

government or private training institutions. Likewise, the HRD shall recommend to the

General Manager external trainings and/or workshops to be attended by officers and

employees relevant or aligned with the development goal of their department. The

Personnel Development Committee partners with the HRD in the learning and

development aspect of the human resource. Their main objective is to prepare its officers

and employees for future bigger responsibilities required to achieve department goals.

Performance Management

The Human Resource Division leads in driving the performance management

process. It is an interactive process where the Human Resource Division provides

sufficient resources for the development of capacities of all employees. This process

encourages employees to work according to their potential and give suggestions that can

help them to bring about improvement in it.

The General Manager sets the direction through the development of the Office

Performance and Commitment Review (OPCR). Every division should cascade an

approved unit work plan to its employees. A monthly accomplishment report will be

submitted by all employees that will be the basis for the monitoring and coaching

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activities of division managers and supervisors. The division managers will be

responsible for the individual performances of their staff. They may recommend further

learning and development interventions to achieve the goals of the unit. The Performance

Management Team will be responsible for the review and evaluation of the division and

individual ratings. Likewise, the PMT shall recommend to the PRAISE Committee all

employees eligible for awards. The annual training plan prepared by the HRD should be

aligned with the learning and development interventions discussed by the Division

Managers with their Staff.

Personnel Welfare

The Human Resource Division is responsible for processing employee benefit

claims, leave administration, medical services, and employee rewards and recognition.

This ensures the accurate process of employee welfare, benefits and compensation.

The PRAISE Committee is the leading light of the rewards and recognition

process. This committee publishes list of rewards and recognition programs for approval

of the General Manager. They receive the list of nominations for recognition. The list of

nominated employees will be consolidated by the HRD. The PRAISE Committee shall

review, deliberate and validate the consolidated list of nominees prepared by the HRD.

This committee shall be responsible for the announcement of the awards.

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Software Development

Preliminary analysis

The objective of phase 1 is to conduct a preliminary analysis, propose alternative

solutions, describe costs and benefits and submit a preliminary plan with

recommendations.

Conduct the preliminary analysis: in this step, the software development team

need to find out the organization's objectives and the nature and scope of the problem

under study. Even if a problem refers only to a small segment of the organization itself,

we need to find out what the objectives of the organization itself are. Then we need to see

how the problem being studied fits in with them.

Propose alternative solutions: In digging into the organization's objectives and

specific problems, the team may have already covered some solutions. Alternate

proposals may come from interviewing employees, clients, suppliers, and/or consultants.

We can also study what competitors are doing. With this data, we will have three choices:

leave the system as is, improve it, or develop a new system. Describe the costs and

benefits.

Systems analysis, requirements definition

Defines project goals into defined functions and operation of the intended

application. It is the process of gathering and interpreting facts, diagnosing problems and

recommending improvements to the system. Analyzes end-user information needs and

also removes any inconsistencies and incompleteness in these requirements.

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A series of steps followed by the developer are:

1. Collection of Facts: End user requirements are obtained through documentation, client

interviews, observation and questionnaires,

2. Scrutiny of the existing system: Identify pros and cons of the current system in-place,

so as to carry forward the pros and avoid the cons in the new system.

3. Analysis of the proposed system: Solutions to the shortcomings in step two are found

and any specific user proposals are used to prepare the specifications.

• Systems design: Describes desired features and operations in detail, including

screen layouts, business rules, process diagrams, pseudo code and other

documentation.

• Development: Coding of functions into computer language.

• Integration and testing: Brings all the pieces together into a special testing

environment, then checks for errors, bugs and interoperability.

• Acceptance, installation, deployment: The final stage of initial development,

where the software is put into production and runs the actual business.

• Maintenance: The system is assessed to ensure it does not become obsolete. This

is also where changes are made to initial software. It involves continuous

evaluation of the system in terms of its performance.

• Evaluation: This is where the system that was developed, as well as the entire

process, is evaluated. Some of the questions that need to be answered include:

• Does the newly implemented system meet the initial business requirements

and objectives?

• Is the system reliable and fault-tolerant?

• Does the system function according to the approved functional requirements?

In addition to evaluating the software that was released, it is important to assess the

effectiveness of the development process. If there are any aspects of the entire

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process, or certain stages, that management is not satisfied with, this is the time to

improve. Evaluation and assessment are difficult issues. However, the company

must reflect on the process and address weaknesses.

• Disposal: In this phase, plans are developed for discarding system information,

hardware and software in making the transition to a new system. The purpose here

is to properly move, archive, discard or destroy information, hardware and

software that is being replaced, in a manner that prevents any possibility of

unauthorized disclosure of sensitive data. The disposal activities ensure proper

migration to a new system. Particular emphasis is given to proper preservation and

archival of data processed by the previous system. All of this should be done in

accordance with the organization's security requirements.

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Operations and maintenance

The deployment of the system includes changes and enhancements before the

decommissioning or sunset of the system. Maintaining the system is an important aspect

of System Development Life Cycle. As key personnel change positions in the

organization, new changes will be implemented. There are two approaches to system

development; there is the traditional approach (structured) and object oriented.

Information Engineering includes the traditional system approach, which is also called

the structured analysis and design technique. The object oriented approach views the

information system as a collection of objects that are integrated with each other to make a

full and complete information system.

Evaluation

The final phase of the System Development Life Cycle is to measure the

effectiveness of the system and evaluate potential enhancements.

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ACCOUNTING, TREASURY AND BUDGET DIVISION

PROCESS DESCRIPTION

Disbursement Based on Deliveries and Construction

The process begins with the approved project proposal coming from the

Engineering and Environment Department. This project proposal is supported with the

corresponding approved program of works, pre-purchase request or request for

construction services. These documents are reviewed as to its mathematical computation

and availability of funds. Subsequently, these documents are forwarded to the Technical

Working Group of the Bids and Awards committee for further processing. The request

shall be presented to the Board of Directors for information and approval. Upon approval

of the Board of Directors, the purchase request or the construction services request, as the

case maybe, shall be prepared by the procurement section. The procurement section will

undertake the succeeding processes, in accordance with Republic Act (R.A) 9184,

Philippine Government Procurement Act.

When the procurement process is completed, a purchase order or a contract of

agreement shall be prepared. The purchase order or contract of agreement together with

its complete supporting documents shall be forwarded to the Budget section for the

preparation of the Budget Utilization Slip. The Budget Utilization slip is an

acknowledgement that the claims/charges against the budget is necessary, lawful and that

the budget is available, by the requesting unit and by the head of the budget section.

These documents are forwarded back to the procurement section for the issuance

of the Purchase Order or the contract of agreement to the supplier/contractor.

Upon the completion of the contract and/or delivery, a Certificate of Completion

and Final acceptance and/ or the Inspection and Acceptance Report shall be prepared and

the whole set of documents shall be forwarded to the accounting section for the

processing of Disbursement Voucher.

In the preparation of the disbursement voucher, the completeness of the

documents are verified and examined as to the legality of the transactions. This shall be

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forwarded to the Office of the General Manager for approval. The approved

Disbursement Voucher shall be forwarded to the treasury section for the check

preparation and subsequent disbursement.

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PROCESS DESCRIPTION

Payroll Preparation

The Payroll and Subsidiary section generally prepares three (3) sets of payroll,

namely payroll for the regular (permanent) employees, payroll for casual employees and

payroll for contract of service workers. Payroll for regular (permanent) and casual

employees are prepared once a month whereas payroll for the contract of service workers

are prepared twice a month with a cutoff date of every 15th and 30th/31st day of the month.

In the preparation of payroll for permanent and casual employees the following

are considered, to wit:

1. Summary of leave without pay

2. Summary of Representation and Transportation Allowances

3. GSIS, HDMF, PHIC, Provident Fund Premiums

4. Withholding Tax on Employees Compensation

5. Employees’ Loan Amortizations

Upon determination of the above cited factors, the person in charge prepares a

draft of the payroll. From there, the persons in charge of the remittances of the various

withholdings will review and check the respective deductions. Subsequently, a final copy

of the payroll shall be printed and submitted to concerned signatories.

Consequently, since the payroll is through Automated Teller Machine (ATM), an

Authority to Debit Account (ADA) is prepared, wherein the amount due to each of the

employees are encoded in the payroll system of the depository bank, that is, in the case of

regular and casual employees, the Land Bank of the Philippines (LBP).

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Afterwards, the payroll together with the ADA shall be forwarded to the Budget

Section for the preparation of the Budget Utilization Slip and submission of said

documents to the concerned signatories.

Then, those documents shall be presented to the Accounting Section for the

preparation of the Disbursement Voucher (DV).

After the Disbursement, has been duly approved, it shall be forwarded to the

Treasury Section for the preparation of check and its subsequent release.

The preparation of payroll for contract of service workers commences from the

moment the payroll and subsidiary section receives the summary of attendance of

contract of service workers from the Human Resource Division.

The Summary of Attendance of Contract of Service Workers is reviewed and

checked before proceeding with the payroll preparation. Then, the respective hours

worked of the contract of service workers are encoded in the payroll. Just like the case of

regular and casual employees, allowable deductions specifically Home Development

Mutual Fund (HDMF) premiums and loan amortizations are considered. A draft payroll

shall be printed for further checking and review.

Subsequently, a final payroll shall be printed and submitted to the concerned

signatories,

Consequently, since the payroll is through Automated Teller Machine (ATM), an

Authority to Debit Account (ADA) is prepared, wherein the amount due to each of the

contract of service workers are encoded in the payroll system of the depository bank, that

is, in the case of contract of service workers, the Development Bank of the Philippines

(DBP).

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Afterwards, the payroll together with the ADA shall be forwarded to the Budget

Section for the preparation of the Budget Utilization Slip and submission of said

documents to the concerned signatories.

Then, those documents shall be presented to the Accounting Section for the

preparation of the Disbursement Voucher (DV).

After the Disbursement, has been duly approved, it shall be forwarded to the

Treasury Section for the preparation of check and its subsequent release.

Aside from the aforementioned payroll, the payroll and subsidiary section is also

responsible for the preparation of overtime payroll, night shift differential payroll, payroll

for monetization of accrued leave credits and other payroll of benefits accruing to the

employees.

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DESCRIPTION MSR/TRIP TICKETS

• Monitors condition of property for repair or replacement.

• Preserves the property in good condition at all time.

• Transports office personnel to respective destination.

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DESCRIPTION FOR PURCHASE ORDER (SVP)

• Posts Purchase Request (ABC = P 50,000.00 above)

• Prepares Canvass/Price Quotation Request (ABC less than P 50,000.00

• Prepares Abstract of Quotation

• Prepares Notice to Proceed/Purchase Order/Contract Agreement

DESCRIPTION FOR PURCHASE ORDER (PUBLIC BIDDING)

• Posts Purchase Request

• Prepares Summary of Abstract

• Prepares Notice of Award

• Prepares Notice to Proceed/Purchase Order/Contract Agreement

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DESCRIPTION FOR DELIVERIES

• Delivery of materials, equipment and supplies

• Inspects deliveries

• Receives deliveries

• Prepares Inspection and Acceptance Report (IAR)

• Posts stock items

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XVIII. QUALITY OBJECTIVES OF DIFFERENT DIVISIONS

This chapter describes the inter-relationships of the processes involved as input to

the site identification for the planning, design and construction of infrastructures and

other water related facilities for water resources development, watershed management

and water analysis to the identified quality objectives by the different divisions in the

Business Process and the Office/Division Performance Commitment and Review

(OPCR/DPCR) Forms hereto attached as Annex 1 and Annex 2.

The functional objectives established in the office performance commitment and

review (OPCR) form is cascaded to the respective division performance commitment and

review DPCR form to the level of individual performance commitment and review

(IPCR).

The MNWD quality objectives are cascaded by LWUA as its regulatory agency

consistent with the quality policy, measured in terms of quantity and timeliness,

monitored monthly and evaluated on a semestral basis by the Performance Management

Team (PMT) in conformance with the enchantment of water facility service management,

water distribution management, support to operations and general administrative support

service.

Processes for support services are interconnected to the core process within the

scope as described in Figure24 below.

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XIX. DETAILED PROCESSES AND PROCEDURES

The overall context of the Inter – Relationships of the MNWD’s product, services

and the environment is well illustrated in Figure 2: Organizational Performance Indicator

Framework (OPIF). Water comes from the watershed and extracted using water

extracting equipment, facilities and structures, thereafter, transmitted through a

conveyance of pipelines and appurtenances to respective consumers and prior to the

release of waste water to the receiving environment treatment should be effected.

The Major Final Outputs of the MNWD as cascaded by its regulatory agency, the

Local Water Utilities Administration (LWUA), are as follows;

1. Water Facility Service Management

1.1. Access to potable water (Quantity):

Percentage of barangays with access to potable water against the

total number of barangays within the MNWD service coverage.

1.2. Reliability of service (Quality):

Percentage of household connections receiving 24 / 7 supply of

water.

1.3. Adequacy (Timeliness):

Source capacity of MNWD to meet demands for 24 / 7 supply of

water.

2. Water Distribution Service Management

2.1. Non – Revenue Water (Quantity):

Percentage of unbilled water to water production

2.2. Potability (Quality):

Average deviation from PNSDW chlorine residual requirements

2.3. Adequacy / Reliability of Service (Timeliness):

Average response time to restore service when there are

interruptions.

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3. Support to Operation

3.1. Staff Productivity Index:

Category A Staff Productivity index. The Staff Productivity index

shall be one (1) position for every One Hundred Twenty (120) service

connections for Category A, shall be strictly observed in the determination

of the total number of positions in an LWD.

3.2. Reasonableness / Affordability of water rates:

Reasonableness / Affordability of water rates to consumers with

access connections. Water rates for the 1st 10 CuM must not exceed 5% of

the average income of LIG.

3.3. Customer Satisfaction:

100% of Customer related complaints acted upon within an

average of 3 days.

4. General Administration and Support Services (GASS)

4.1. Financial viability and sustainability

4.1.1. Collection Efficiency: 90%

4.1.2. Operating ratio: 85%

4.1.3. Current ratio: 8.5:1

4.2. Compliance with COA reporting requirements:

Reporting requirements in accordance with content and period of

submission (Submission of five (5) financial reports, i.e. Balance Sheet,

Statement of Cash Flows, Statement of Government Equity, Notes to

Financial Statement)

4.3. Compliance with LWUA reporting requirements

Reporting requirements in accordance to content and period of

submission:

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4.3.1. Monthly Data Sheets, Balance Sheet, Income Statement, Cash

Flow Statement

4.3.2. Bacteriological report

4.3.3. Chlorine residual report

4.3.4. Physical/Chemical report

4.3.5. Annual report

4.3.6. Approved WD budget with Annual Procurement Plan (APP)

To address the above stated Major Final Outputs, the General Business Process

Map of the Management Processes, Core Processes pursuant to the provisions of

Presidential Decree (PD 198) otherwise known as the Provincial Water Utilities Act of

1973 and Support Processes of MNWD is illustrated in Figure 4. However, the scope of

this QMS is limited to the following Management Processes, Core Processes and Support

Services, as shown in Figure 6, to wit:

1. Management Processes

1.1. Policy Implementation through the issuance of Board Resolutions from

the Board of Directors, Memoranda and other Office Orders coming from

the General Manager.

1.2. The Overall Direction, Supervision and Control is exercised by the

General Manager. All powers, privileges and duties are performed by and

through the Board of Directors. Any executive, administrative or

ministerial power is delegated and re – delegated by the Board of

Directors to Officers designated for such purpose and to be executed by

respective officials headed by the General Manager.

1.3. Determination of needs by the customers and employees, as internal and

external clients, is prioritized for target setting, planning and development.

1.4. Quality Management Systems’ requirement is a management process

involving monitoring and evaluation of procedures, work instructions and

document control for continual improvement and development.

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2. Core Process – Water Resources Development

2.1. Planning, Design and Construction Division

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2.2. Watershed Management 106


2.3. Water Quality Analysis

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3. Support Processes

3.1. Human Resource Division

3.2. Management Information System

3.3. Accounting and Treasury and Budget Division

3.4. Administrative / General Services, Materials and Supply Management

3.5. Pipeline, Leakage Control and Non – Revenue Management Division

3.5.1 Pressure Survey Data

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XX.CONTROL OF DOCUMENTED INFORMATION

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40 J. Miranda Avenue, Naga City ANNEX "1"

OFFICE PERFORMANCE COMMITMENT AND REVIEW FORM

I, CESAR H. FEDERIZON, General Manager A of Metropolitan Naga Water District, commits to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period January to December 2016.

CESAR H. FEDERIZON Date:

APPROVED BY:

CESAR H. FEDERIZON General Manager A

Date:

MFO / PAP

Success Indicators

1st Sem

2nd Sem

Alloted Budget

Division Accountable

Rating Remarks

Q E T A

A. Water Facility Service Management 2016 Budget:

PI 1 (Quantity) Access to potable water 86% or 75 of 87 barangays with access to potable water against the total number of barangays within the coverage of the LWD on December 31, 2016

75 Barangays

75 Barangays

PDCD; WPEMD and

PLC&NRWD

90% of 1,800 additional new household connections. 810

810

WDRD, WPEMD, CSD and CAD

PI 2 (Quality) Reliability of service 90% of household connections receiving 24/7 supply of water

90%

90%

WDRD; PLC&NRWMD; and WPEMD

PI 3 (Timeliness) Adequacy Source capacity of LWD to meet demands for 24/7 supply of water 1.75:1 1.75:1 EWRD and WPEMD

5 - Outstanding

4 - Very Satisfactory

3 - Satisfactory

2 - Unsatisfactory

1 - Poor

MFO / PAP

Success Indicators

1st Sem

2nd Sem

Alloted Budget

Division Accountable Rating

Remarks Q E T A

B. Water Distribution Service Management 2016 Budget:

PI 1 (Quantity) Non-Revenue Water (NRW) 20% of water production are non-revenue 20% 20% PLC&NRWMD

PI 2 (Quality) Potability Average deviation from PNSDW (chlorine residual requirements) from January 1 to December 31 (0.3ppm chlorine residual)

To attain at least 0.3ppm chlorine

residual

To attain at least 0.3ppm chlorine

residual

WQD

PI 3 (Timeliness) Adequacy/Reliability of service 100% of request for repair attended within the average response time to restore service when there are interruptions based on the MNWD Citizen's Charter

minor repair: 12 hrs

minor repair: 12 hrs

PLC&NRWMD

major repair: 48 hrs

major repair: 48 hrs

Support to Operation 2016 Budget: PI 1 (Quantity) Staff Productivity Index Category A Staff Productivity Index. The Staff

Productivity Index shall be one (1) position for every One Hundred Twenty (120) service connections for Categories A, shall be strictly observed in the determination of the total number of positions in LWD

1:120

1:120

HRD

PI 2 (Quality) Affordability Reasonableness/Affordability of water rates to consumers with service connections. Water rate for the 1st 10 cu.m. must not exceed 5% of the average income of LIG.

P 125 < P 390

P 125 < P 390

CSD and CAD

PI 3 (Timeliness) Customer Satisfaction Percentage

100% of Customer related complaints acted upon within an average of 3 days

100% of Customer related complaints

acted upon within an average of 3 days

100% of Customer related complaints

acted upon within an average of 3 days

CSD, CAD, PLC&NRWMD and

WDRD

PI 3 (Timeliness) General Services Tranport Services 100% of Office Personnel, Materials

and Equipment transported to

respective destination within one (1) hour upon receipt of trip

tickets

100% of Office Personnel, Materials

and Equipment transported to

respective destination within one (1) hour upon receipt of trip

tickets

A/GSM&SMD

Procurement Services 100% of PQR, AQ and P.O. prepared, signed

and served within three (3) days upon receipt

100% of PQR, AQ and P.O. prepared, signed

and served within three (3) days upon receipt

MFO / PAP

Success Indicators

1st Sem

2nd Sem

Alloted Budget


Remarks Q E T A

Property and Supply 100% of request materials issued

released to requesting office within one (1) hour upon request.

100% of request materials issued

released to requesting office within one (1) hour upon request.

Leave Administration 100% of procedures involving leave administration is in accordance with the Omnibus Rules on Leave as prescribed by the Civil Service

100% of procedures involving leave

administration is in accordance with the

Omnibus Rules on Leave as prescribed by

the Civil Service

100% of procedures involving leave

administration is in accordance with the

Omnibus Rules on Leave as prescribed by

the Civil Service

HRD

General Administration and Support Services (GASS) 2016 Budget: PI 1 Financial Viability and

Sustainability 90% of collection efficiency Collection Ratio: 90% Collection Ratio: 90% CSD and CAD

85% operating ratio Operating Ratio: 0.85 Operating Ratio: 0.85

AD and T&BD Current ratio: 8.5:1 Current Ratio: 8.5:1 Current Ratio: 8.5:1

PI 2 Compliance with COA reporting requirements

A. Compliance with Commission on Audit (COA)

reporting requirements in accordance with content

and period of submission (Submission of five (5)

financial reports, i.e. Balance Sheet, Statement of

Income and Expenses, Statement of Cash Flows,

Statement of Government Equity, Notes to

Financial Statement)

March 31, 2016

AD and T&BD

Report on Ageing of Cash Advance December 1, 2016 Compliance with LWUA reporting requirements

B. Compliance with Local Water Utilities Administration (LWUA) reporting requirements in accordance to content and period of submission:

ALL DIVISIONS, OGM and BOD

* Monthly Data Sheets, Balance Sheet, Income Statement, Cash Flow Statement 6 reports every end of

the following months 6 reports every end of the following months

* Bacteriological Report 6 reports every 1st week of the following

month

6 reports every 1st week of the following

month

* Chlorine residual report 6 reports every 1st week of the following

month

6 reports every 1st week of the following

month

MFO / PAP

Success Indicators

1st Sem

2nd Sem

Alloted Budget


Remarks Q E T A

* Physical/chemical report -

1 report last quarter of the year

* Annual report Submitted: March 24, 2016

* Approved WD budget with Annual Pocurement Plan (APP)

Feb. 2017

ALL DIVISIONS



DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR) PLANNING, DESIGN AND CONSTRUCTION DIVISION & ENVIRONMENT AND WATER RESOURCES DIVISION

January to June 2016

ANNEX "2"

I, VIRGILIO B. LUANSING I, Acting Division Manager A of Planning, Design and Construction Division & Officer-In-Charge of Environment and Water Resources Division, commits to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period January 1 to June 30, 2016.

VIRGILIO B. LUANSING I Acting Division Manager - A. PDCD & OIC-EWRD

Date: July 11 , 2016

MFO / PAP

Success Indicators

Individual Accountable Rating

Standard on when to receive 5,4,3,2,1 Remarks

5 4 3 2 1 VBL GVE MBM NAM VDR RSB BPM ARM JLR SAA FLC RAC VCS ASE RSP SOM HCL PBP PSSL

A. MFO 1: WATER FACILITY SERVICE MANAGEMENT 1. (Quantity) Access to potable water a. Preparation of

Program of Works 100% of Program of Works (POW) assigned, prepared fifteen (15) days upon receipt of request.

.

. 100% of POW

prepared on or before 8 days upon

request

100% of POW prepared 10 days

upon request


upon request


upon request


or beyond the date of request

b. Preparation of Plans and Drawings

100% of Plans and drawings, prepared fifteen (15) days upon receipt of request.

. .

. 100% of Plans &

Drawings prepared on or before 8 days

upon request

100% of Plans & Drawings prepared

10 days upon request





100% of Plans & Drawings

prepared 25 days or beyond the

date of request

5 - Outstanding


3 - Satisfactory

2 - Unsatisfactory

1 - Poor

APPROVED BY:


Date:

MFO / PAP

Success Indicators




c. Preparation of Cost Estimates

100% of Cost Estimates, prepared ten (10) days upon receipt of request.

.

. 100% of Cost

Estimates prepared on or before 5 days

upon request

100% of Cost Estimates prepared 6 days upon request

100% of Cost Estimates prepared


100% of Cost Estimates prepared


100% of Cost Estimates

prepared 15 days or beyond the

date of request

d. Preparation and submission of Project Tender Documents

100% of Project Tender Documents submitted to Bids and Awards Committee (BAC) ten days (10) days before the publication.

.

. 100% of Project

Tender Documents submitted to BAC 13

days before the publication.

100% of Project Tender Documents

submitted to BAC 11 days before the

publication.

100% of Project Tender Documents

submitted to BAC 10 days before the

publication.

100% of Project Tender Documents submitted to BAC 8

days before the publication.

100% of Project Tender

Documents submitted to BAC 5 days before the

publication.

e. Conduct Project monitoring and submission of Status

100% of Assign Project, Monitored and Status Report, prepared and submitted within two (2) working days before the Board Meeting

.

. .

. 100% of Assigned

Project, Monitored and Status Report

prepared and submitted within 2

working days before Board Meeting

- - - 100% of Assigned Project,

Monitored and Status Report

prepared andsubmitted

during the before Board Meeting.

100% of monitoring activity of Assigned Projects conducted and accomplishment report submitted within three (3) working days upon request.

.

.

. 100% of monitoring

activity Assigned Projects conducted

and accomplishment report prepared and submitted 1 working

day upon request.

100% of monitoring activity Assigned

Projects conducted and accomplishment report prepared and submitted 2 working days upon request.


Projects conducted and accomplishment report prepared and submitted 3 working days upon request.


Projects conducted and

accomplishment report prepared and submitted 4

working days upon request.

100% of monitoring

activity Assigned Projects

conducted and accomplishment report prepared and submitted 5

working days upon request.

f. Project implementation

100% of Draft of certificate of completion prepared and submitted to Division Manager within 3 days upon project completion.

.

. 100% of Draft of

certificate of completion

prepared and submitted to

Division Manager 1 day upon project

completion.

100% of Draft of certificate of completion


Division Manager 2 days upon project

completion.




completion.




completion.



Division Manager 5 days upon

project

g. Preparation and submission of Project Proposal

100% of Project Proposal prepared and submitted sixty (60) days upon request.

.

. 100% of Project

Proposal prepared and submitted 30

days upon request.

100% of Project Proposal prepared and submitted 45 days upon request.

100% of Project Proposal prepared and submitted (60) days upon request.

100% of Project Proposal prepared and submitted 75

days upon request.

100% of Project Proposal prepared

and submitted 90 days

upon request.

2. (Timeliness) a. Conduct Watershed

Plantation 100% of watershed plantation conducted and submitted Monthly Accomplishment Report every 10th day ensuing month.

.

. 100% of watershed

plantation conducted and

submitted Monthly Accomplihment

Report on the 5th day of ensuing

month.

100% of watershed plantation

conducted and submitted Monthly

Accomplihment Report on the 7th

day of ensuing month.











Accomplihment Report on the

15th day of ensuing month.

MFO / PAP

Success Indicators




b. Conduct Watershed maintenance

100% of watershed maintenance conducted and submitted Monthly Accomplishment Report every 10th day ensuing month.

.

. 100% of watershed

maintenance conducted and

submitted Monthly Accomplishment Report on the 5th


100% of watershed maintenance

conducted and submitted Monthly Accomplishment Report on the 7th



conducted and submitted Monthly Accomplishment


month.


conducted and submitted Monthly Accomplishment


month.

100% of watershed

maintenance conducted and

submitted Monthly

Accomplishment Report on the


c. Conduct Educational and Promotional Campaign

100% of Educational and Promotional Campaign conducted and submitted Report 10 days after the activity.

.

. .

.

.

.

. 100% of Educational

and Promotional Campaign

conducted and submitted Report 5

days after the activity.

100% of Educational and Promotional

Campaign conducted and

submitted Report 7 days after the

activity.

100% of Educational and Promotional

Campaign conducted and

submitted Report 10 days after the

activity.

100% of Educational and

Promotional Campaign

conducted and submitted Report 13 days after the

activity.

100% of Educational and

Promotional Campaign

conducted and submitted Report 15 days after the

activity.

d. Implemetation of Livelihood Projects

e. Conduct Patrol Works

100% of Livelihood Projects implemented and submitted Monthly Report every 10th day of ensuing month. 100% of Patrol Works conducted and submitted Monthly Accomplishment Report every 10th day of ensuing month.

.

.

.

.

.

. 100% of Livelihood

Projects implemented and

submitted Monthly Report on or before 5th day of ensuing

month.

100% of Patrol

Works conducted and submitted

Monthly Accomplishment Report on the 5th


100% of Livelihood Projects

implemented and submitted Monthly Report on the 7th


100% of Patrol


Monthly Accomplishment Report on the 7th





100% of Patrol


Monthly Accomplishment


month.




100% of Patrol




month.


implemented and submitted

Monthly Report on the 15th day of

ensuing month. 100% of Patrol



Report on the 15th day of

ensuing month.

f. Conduct Inventory On Seedlings/Trees

100% of Seedling Inventory conducted and submitted Monthly Seedling Inventory Report every 10th day of ensuing month.

.

. 100% of Seedling

Inventory conducted and submitted

Monthly Seedling Inventory Report on

the 5th day of ensuing month.

100% of Seedling Inventory conducted

and submitted Monthly Seedling

Inventory Report on the 7th day of

ensuing month.

100% of Seedling Inventory conducted

and submitted Monthly Seedling

Inventory Report on the 10th day of ensuing month.

100% of Seedling Inventory

conducted and submitted Monthly Seedling Inventory Report on the 13th


100% of Seedling Inventory

conducted and submitted

Monthly Seedling Inventory Report

on the 15th day of ensuing month.

MFO / PAP

Success Indicators




g. Submission of Watershed Development Project (WDP) Monthly Progress Report.

100% of Watershed Development Project (WDP) Monthly Progress Report prepared and submitted on the 15th day

.

.

.

.

.

. 100% of Watershed

Development Project Monthly Progress Report

prepared and

100% of Watershed Development

Project Monthly Progress Report

prepared and



prepared and



prepared and

100% of Watershed

Development Project Monthly Progress Report

of ensuing month. submitted on or submitted on the submitted on the submitted on the prepared and

before 8th day of 10th day of ensuing 15th day of ensuing 20th day of ensuing submitted on the

ensuing month. month. month. month. 25th day of

ensuing month.

i. Conduct Research and Development

100% of draft Development Plan/Proposal prepared sixty 60 days upon request. . .

100% of draft development plan/proposal

prepared before 60 days upon request.

_ 100% of draft development plan/proposal

prepared 60 days upon request.

_ 100% of draft development plan/proposal

prepared beyond 60 days upon

request.

100% of data gathering conducted and submitted accomplishment report five (5) days upon request.

.

. 100% of data

gathering conducted and submitted

accomplishment report within 3 days

upon request.

100% of data gathering conducted

and submitted accomplishment

report 4 days upon request.

100% of data gathering conducted

and submitted accomplishment

report 5 days upon request.

100% of data gathering


accomplishment report 6 days upon

request.

100% of data gathering


accomplishment report 7 days upon request.

j. Conduct Water Resources Assessment

100% of Water sampling activity conducted and submitted water samples to the MNWD Laboratory five (5) days upon request.

.

. 100% of Water

sampling activity conducted and

submitted water samples to the

MNWD Laboratory on or before 3 days

upon request.

100% of Water sampling activity conducted and


MNWD Laboratory 4 days upon request.



MNWD Laboratory 5 days upon request.



MNWD Laboratory 6 days upon

request.



MNWD Laboratory

beyond 7 days upon request.

B. Support to Operations (STO) 1. Application of NWRB

Permits 100% of Application of National Water Resources Board (NWRB) permits prepared and submitted for issuance of water permit nine (9) days upon request

*No request for application of NWRB Permit recieved.

. 100% of Application

of NWRB permits prepared and submitted for

issuance of water permit on or before

5 days upon request.

100% of Application of NWRB permits

prepared and submitted for

issuance of water permit 7 days upon

request.



issuance of water permit 9 days upon

request.



issuance of water permit 11 days upon request.

100% of Application of NWRB permits prepared and submitted for

issuance of water permit 13 days or beyond the date

of request.

MFO / PAP

Success Indicators




2. Application of Various Permits to other Government Agencies

100% of Application of various permits prepared and submitted the necessary documents to the other government agencies Fifteen (15) days upon request.

. .

.

. 100% of Application

of various permits prepared and submitted the

necessary documents to other

government agencies 8 days upon request

100% of Application of various permits

prepared and submitted the


government agencies 10 days

upon request





upon request





upon request

100% of Application of

various permits prepared and submitted the

necessary documents to

other government agencies 25 days

or beyond the date of request

3. Evaluation and Submission of Subdivision Requirements

100% of Subdivision requirements evaluated and submitted to the Office of the General Manager (OGM) fifteen (15) days upon receipt of the completed requirements from the developer.

. 100% of Subdivision

requirements evaluated and

submitted to the OGM on or before 8 days upon receipt of

the completed requirements from

the developer

100% of Subdivision requirements

evaluated and submitted to the OGM 8 to 14 days

upon receipt of the completed

requirements from the developer


evaluated and submitted to the

OGM 15 days upon receipt of the

completed requirements from

the developer


evaluated and submitted to the

OGM 16 to 19 days upon receipt of the

completed requirements from

the developer

100% of Subdivision

requirements evaluated and

submitted to the OGM 20 days and beyond the date of receipt of the

completed requirements

from the developer

4. Hydraulic Analysis/ Simulation

100% of Hydraulic design report prepared and submitted five (5) days upon request

. 100% of Hydraulic

design report prepared and

submitted on or before 3 days upon

request.

100% of Hydraulic design report prepared and

submitted 4 days upon request.






submitted 7 days or beyond the

date of request.

5. Preparation of MIG's payroll

100% of MIGs payroll prepared two (2) working days after the cut-off time.

. 100% of MIGs

payroll prepared and submitted 1 working day after the cut-off

time.

-

100% of MIGs payroll prepared and submitted 2 working

days after the cut- off time.

-

100% of MIGs payroll prepared and submitted beyond 2 days

after the cuff-off time.

MFO / PAP

Success Indicators




6. Preparation of documents for Technical and Management Support Services (Memoranda,Brief, Minutes of meetings and other compositions)

100% of Documents for Technical and management support services prepared and submitted three (3) days upon receipt of the assignment order

.

. 100% of Documents

for Technical and management

support services prepared and

submitted documents 1 day

upon receipt of the assignment order

100% of Documents for Technical and

management support services

prepared and submitted

documents 2 days upon receipt of the assignment order

100% of Documents for Technical and

management support services


documents 3 days upon receipt of the assignment order

100% of Documents for Technical and management


submitted documents 4 days

upon receipt of the assignment order

100% of Documents for Technical and management


submitted documents 5 days

upon receipt of the assignment

order

7. Performs clerical

works

100% of draft minutes prepared five (5) days after the conduct of the meeting. 100% of clerical works performed within two (2) hours upon request

.

. . .

.

100% of draft minutes prepared within 2 days after

the meeting.

100% clerical works performed less than 2 hrs. upon request.

100% of draft minutes prepared

within 3-4 days after the meeting.

-

100% of draft minutes prepared 5

days after the meeting.

100% clerical works performed 2 hrs.

upon request.


within 6-7 days after the meeting.

-


beyond 7 days after the meeting.

100% clerical works performed more than 4 hrs.

upon request.

8. Preparation and Submision of RCS / PPR / PJOR

100% of RCS/PPR/PJOR prepared and submitted to the procurement officer fourteen (14) days before procurement schedule indicated in the PPMP

.

. 100% of

RCS/PPR/PJOR prepared and

submitted to the procurement officer

20 days before procurement

schedule indicated in the PPMP

- 100% of RCS/PPR/PJOR prepared and

submitted to the procurement officer

14 days before procurement

schedule indicated in the PPMP

- 100% of RCS/PPR/PJOR prepared and

submitted to the procurement

officer 7 days or beyond before procurement

schedule indicated in the

PPMP

9. Preparation of Draft Communications

100% of draft communications prepared and submitted to ADMA 3 days upon request.

. . . . . . 100% of draft

communications prepared and

submitted to ADMA 1 day upon request.

100% of draft communications

prepared and submitted to ADMA 2 days upon request.




prepared and submitted to ADMA

4 days upon request.



100% of Communications acted upon and final reply submitted to GM within one (1) day upon receipt of the draft.

. 100% of

Communications acted upon and final reply submitted to

GM within 1 day upon receipt of the

draft.

-

-

-

100% of Communications acted upon and

final reply submitted to GM

beyond a day upon receipt of

draft.

MFO / PAP

Success Indicators




10 Preparation of Summary of Annual Water Charges Payment

100% of Annual water charges of MNWD water sources payable to NWRB prepared three (3) days upon request

. 100% of Annual

water charges of MNWD water

sources payable to NWRB prepared 1 day upon request.

100% of Annual water charges of

MNWD water sources payable to NWRB prepared 2

days upon request.



days upon request.



days upon request.


MNWD water sources payable

to NWRB prepared 5 days upon request.

11 Conduct Engineering/Market Survey

100% of Engineering/market survey data report prepared and submitted fifteen (15) days upon completion of the survey works.

. . . 100% of

Engineering/ market survey date report

prepared and submitted on or

before 8 days upon completion of the

surveyworks

100% of Engineering/ market survey date report

prepared and submitted 10 days

upon completion of the surveyworks

100% of Engineering/ market survey date report


upon completion of the surveyworks

100% of Engineering/

market survey date report prepared

and submitted 20 days upon

completion of the surveyworks

100% of Engineering/

market survey date report


or beyond the date of completion

of the surveyworks

12 Lot Titling 100% of lot documents prepared and facilitated the registration and transfer in the name of MNWD from different agencies *No request for Lot Titling, registration and transfer recieved.

. 100% of lot

documents prepared and facilitated the

registration and transfer in the name

of MNWD from different agencies

- - - Less than 100% of lot documents prepared and facilitated the

registration and transfer in the

name of MNWD from different

agencies

13 Application for Drilling Permit

100% prepared and submitted documents to NWRB and line agencies needed in the issuance of Drilling permit fifteen (15) days upon request

. Drilling permit


documents needed in the issuance of

NWRB and line agencies on or

before 7 days upon request

Drilling permit prepared and

submitted documents needed in the issuance of

NWRB and line agencies 8 to 14

days upon request


submitted documents needed

in the issuance of NWRB and line

agencies 15 days upon request


submitted documents needed in the issuance of

NWRB and line agencies 16 to 19

days upon request


submitted documents

needed in the issuance of NWRB and line agencies

20 days or beyond the date of

request

14. Well Drilling Monitoring

100% of Well drilling monitored and status report prepared on the 2nd day of ensuing week.

.

. 100% of Well drilling

monitored and status report

prepared on the 1st day of ensuing week.

- 100% of Well drilling monitored and status report

prepared on the 2nd day of ensuing week.

- 100% of Well drilling monitored and status report prepared beyond

the 2nd day of ensuing week.

General Administration and Support Services (GASS)

MFO / PAP

Success Indicators




1. Preparation of Project Procurement Management Plan (PPMP)

100% of Project Procurement Management Plan (PPMP) prepared and submitted to the ADMA Ten (10) days upon request.

. 100% of PPMP


Division Manager 5 days upon request.

100% of PPMP prepared and submitted to

Division Manager 6-9 days upon request.


Division Manager 10 days upon request.


Division Manager 11-14 days upon

request.


Division Manager 15 days or beyond

the date of request.

2. Preparation and Submission of Monthly Reports

100% or 6/6 of Monthly Reports prepared and submitted every 1st week of ensuing month.

. 100% report

prepared and submitted within


100% report prepared and

submitted within 5th day of ensuing

month.


submitted on the 7th day of ensuing

month.


submitted within 9th day of ensuing

month.


submitted within 10th day or beyond of

ensuing month.

3. Liquidation of Cash Advance

100% of Cash Advance Liquidated within the prescribed period

. . . . . . . . . . . . . . . . . . 100% of cash

liquidated within the prescribed period

-

-

-

100% of cash liquidated beyond

the prescribed period

4. Preparation of Monthly Accomplishment Report (MAR)

100% of MAR prepared three (3) working days of the ensuing month.

. . . . . . . . . . . . . . . . . . 100% of MAR

prepared 1 working day of the ensuing

month.

100% of MAR prepared 2 working days of the ensuing

month.


month.


month.

100% of MAR prepared beyond 4 working days of

the ensuing month.

5. Preparation and submission of Division Target for July to December 2016

100% of Division Target for July to December 2016 prepared and submitted to the PMT secretariat on June 15, 2016.

. . 100% of Division

Target for the period July to December

2016 prepared and submitted to the

PMT secretariat on or before June 8,

2016.

100% of Division Target for the period

July to December 2016 prepared and submitted to the

PMT secretariat on June 9-14, 2016.

100% of Division Target for the period

July to December 2016 prepared and submitted to the

PMT secretariat on June 15, 2016.

100% of Division Target for the period July to

December 2016 prepared and

submitted to the PMT secretariat on June 16-19, 2016.

100% of Division Target for the period July to

December 2016 prepared and

submitted to the PMT secretariat beyond June 19,

2016.

6. Submision of IPCR Rating

100% submision of IPCR Rating for July to December 2015 on the 13th day of January 2016.

. . . . . . . . . . . . . . 100% IPCR (Rating)

submitted on or before the 7th day

of January 2016.

100% IPCR (Rating) submitted on the 9th day of January

2016.

100% IPCR (Rating) submitted on the

13th day of January 2016.

100% IPCR (Rating) submitted on the


100% IPCR (Rating)

submitted beyond the 20th day of January 2016.

MFO / PAP

Success Indicators




100% of DPCR Rating for July to December 2015 submitted to OGM on January 15, 2016.

. . 100% DPCR Rating

for July to December 2015 submitted to

the OGM on or before the 8th day

of January 2016.

100%DPCR Rating for July to December

2015 submitted to the OGM on the 9th day of January 2016.

100% DPCR Rating for July to December

2015 submitted to the OGM on the


100% DPCR Rating for July to

December 2015 submitted to the OGM on the 19th

day of January 2016.

100% DPCR Rating for July to

December 2015 submitted to the OGM on the 20th

day of January 2016.

M F

Success Indicators Individual Accountable Rating



7. Submission of Statement of Assets, Liabilities and Networth (SALN)

Submit SALN to HRD on March 30, 2016

. . . . . . . . .

. Submitted SALN to

HRD before March 30, 2016

-

Submited SALN to HRD on March 30,

2016

-

Submitted SALN to HRD beyond the prescribed

date.

8. Coaching of all unit staff

100% of staff coached for program implementation strategy or development and corresponding report seven (7) working days of

. 100% of staff

coached for program implementation

strategy or development and

100% of staff coached for program

implementation strategy or

development and

100% of staff coached for program

implementation strategy or

development and

100% of staff coached for

program implementation

strategy or

100% of staff coached for

program implementation

strategy or

the ensuing month. corresponding corresponding corresponding development and development and report prepared report prepared 6 report prepared 7 corresponding corresponding within 5 working working days of the working days of the report prepared 8 report prepared

days of the ensuing ensuing month. ensuing month. working days of the beyond 8 working month. ensuing month. days of the

ensuing month.

Total Overall Rating Final Average Rating

MFO / PAP

Success Indicators




Rater's Comments and Reccomendation for Development Purposes of Rewards/Promotion:

PERFORMANCE MANAGEMENT TEAM (PMT)

VIRGILIO B. LUANSING I Chairman

Acting Division Manager A, PDCD & OIC, EWRD

RICARDO B. FELIX III Member

Division Manager A, HRD

CRISTINA S. TADURAN Member

IRMO-C, HRD

VICENTE ANICETO D. RUBIO Member

SWUM/DO, EWRD

EMMA A. CUYO Member

Division Manager A, AD / OIC - TBD

RONALD P. SARMIENTO Member

U/CSA A, WPEMD, MNWDEU President

Name and signature of ratee: Position: Date:

Final Rating By: Position: Date:



DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR) WATER PRODUCTION AND ELECTRO-MECHANICAL DIVISION

BREAKDOWN PER PUMP OPERATOR AND CARETAKER

I, ENGR. RENATO R. DELA CRUZ, Division Manager A of Water Production and Electro-Mechanical Division, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period JANUARY 1, 2016 to JUNE 30, 2016.

ENGR. RENATO R. DELA CRUZ

Ratee Date: July 8, 2016

MFO's/STO's/PAP's Success Indicator

Individual Accountable

Standard on when to receive 5,4,3,2,1 Actual Accomplishment Rating

Alloted

MFO 1: WATER FACILITY SERVICE MANAGEMENT A. ADEQUACY/RELIABILITY OF SERVICE

CFA EMM VGB WPA EEE ASY AFC FZC EAS MDV DVA RIB VEM ABN DML MBB AGP ASB PPE LAF RPF JBP ANR DSB JCB LLD AVG MSR ATS DPC RBR DRB 5 4 3 2 1 Budget

1. Adequacy of Water Supply • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

8.3 million cu.m of Water Production Supply

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 8,877,435 cu.m of Water Production Supply

5.00 8.5 million cu.m

8.4 million cu.m

8.3 million cu.m

8.2 million cu.m

8.1 million cu.m

SUPPORT TO OPERATION (STO) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

BACK

A. Operation of Production Sources

90 Reports on Daily Operation of Deepwell Pumps conducted

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 107 (Average) Daily Operation of Deepwell Pumps w/ 1 error

117; w/ no error

103; w/ 1 error 90; w/ 2 error 58; w/ 3 error 45; w/ 4 error

B. Chlorine Consumption 6 Reports on Daily Chlorine • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 6 Monthly Reports on Chlorine

BACK

6; submitted 1 6; submitted 2 6; submitted 3 6; submitted 4 6; submitted Monitoring Consumption Monitoring

submitted 3 working days of the ensuing month

Consumption Monitoring submitted 2 working days of the ensuing month

BACK

working day working days working days working days beyond 4 working days

C. Generator Set Operation and 6 Reports on Daily Generator Sets • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 6 Monthly Reports on Generator 6; submitted 1 6; submitted 2 6; submitted 3 6; submitted 4 6; submitted Diesel Fuel Consumption Monitoring

Operation and Diesel Fuel Consumption Monitoring submitted 3 working days of the ensuing month

Sets Operation and Diesel Fuel Consumption Monitoring submitted 2 working days of the ensuing month

BACK


D. Water Level Monitoring 6 Reports on Spring Sources Water • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 6 Monthly Reports on Spring Sources 6; submitted 1 6; submitted 2 6; submitted 3 6; submitted 4 6; submitted Level Monitoring submitted 3 working days of the ensuing month

Water Level Monitoring submitted 1 working day of the ensuing month


E. Water Production Monitoring 6 Reports on Daily Water • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 6 Monthly Reports on Daily Water

BACK

6; submitted 1 6; submitted 2 6; submitted 3 6; submitted 4 6; submitted Production submitted submitted 3 working day of the ensuing month

Production submitted 1 working day of the ensuing month


GENERAL ADMINISTRATION AND SUPPORT SERVICES (GASS) • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • •

BACK

A. Submission of Monthly Accomplishment Reports

100% of Monthly Accomplishment Report submitted 5 working days of the ensuing month

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 100% of Monthly Accomplishment Report submitted 4 working days of the ensuing month

100%; 3 working days




100%; beyond 6 working days

B. Submission of Statement of Submitted SALN to HRD on the • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Submitted SALN to HRD on or before

BACK

submitted on - - - submitted Assets, Liabilities and Networth 30th day of March (SALN)

the 30th day of March

BACK

or before the 30th day of

March

beyond the 30th day of

March

C. Individual Performance Commitment and Review (IPCR) Rating

100% of IPCR for July to December 2015 submitted on the 15th day of January 2016 to HRD and PDCD

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • 100% of IPCR Rating for July to December 2015 submitted on the 12th day of January 2016 to HRD and PD

100%; submitted on

the 10th day of January 2016

100%; submitted on

the 11-14th day of January

100%; submitted on

the 15th day of January 2016

100%; submitted on

the 16-25th day of January

100%; submitted

beyond the 25th day of

5 - Outstanding 4 - Very Satisfactory 3 - Satisfactory 2 - Unsatisfactory 1 - Poor

APPROVED BY:


Date:

MFO's/STO's/PAP's Success Indicator Individual Accountable Actual Accomplishment Rating

Standard on when to receive 5,4,3,2,1 Alloted Budget CFA EMM VGB WPA EEE ASY AFC FZC EAS MDV DVA RIB VEM ABN DML MBB AGP ASB PPE LAF RPF JBP ANR DSB JCB LLD AVG MSR ATS DPC RBR DRB 5 4 3 2 1

D. Liquidation of Cash Advance Liquidated 100% Cash Advance within the prescribed period

• • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • • Liquidated 100% Cash Advance 21 days upon return

BACK

100%; within the prescribed

period

- - - 100%; beyond the prescribed

period

TOTAL RATING FINAL AVERAGE RATING

5.00 5.00

Rater's Comments and Recommendation for Development Purposes of Rewards/Promotion:

The above rating has been discussed with me by my Division Chief. Name and signature of Ratee: ENGR. RENATO R. DELA CRUZ Final Rating by: CESAR H. FEDERIZON Position: Division Manager A Position: General Manager A Date: July 8, 2016 Date:

RICARDO B. FELIX III CRISTINA S. TADURAN Member Member

DMA - HRD IRMO-C, HRD


ENGR. VIRGILIO B. LUANSING I PMT Chairperson

ADMA - PDCD & OIC, EWRD

VICENTE ANICETO D. RUBIO Member

SWUM/DO, EWRD

EMMA A. CUYO Member

DMA - AD & OIC - TBD

RONALD P. SARMIENTO Member

MNWDEU President

Division Performance Commitment and Review (DPCR) Administrative Department

I, JEREMIAS P. ABAN, JR. Division Manager A of Administrative Department, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period of January to July, 2016.

JEREMIAS P. ABAN, JR.

Division Manager A, Administrative Department

MFO/PAP's

Success Indicator

Standards on when to receive 5,4, 3, 2, 1 Budget Alloted

JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

A. SUPPORT TO OPERATION I - GENERAL SERVICES A. PREPARATION OF LORRY SALES REPORT (LSR)

100% of Lorry Sales Report (LSR) prepared & reviewed within 5 days of ensuing month

•

•

•

100% Prepared & reviewed LSR w/in 3 days of ensuing month



100% Prepared and reviewed LSR w/in 6 days of ensuing month

Prepared & reviewed LSR beyond 4 days of ensuing month

B. APPROVAL OF MAINTENANCE SERVICE REQUEST REPORT(MSR)

100% of Maintenance Service Request (MSR) prepared & reviewed within 1 day

•

•

•

100% prepared MSR w/in 2 hrs

100% prepared MSR w/in 1/2 day

100% prepared MSR w/in 1 day

100% prepared MSR w/in 1 1/2 day

Prepared MSR w/in 1 1/2 days and beyond

C. REQUISTION AND ISSUE VOCHER (WORKING FUND)

100% of Requistion and Issue Voucher acted and signed 5 mins upon receipt of request

•

•

100% Accomplished w/in 3 mins




100% Accomplished beyond 6 mins

5- Outstanding 4- Very Satisfactory 3- Satisfactory 2- Unsatisfactory 1- Poor

APPROVED BY: CESAR H. FEDERIZON

General Manager

MFO/PAP's

Success Indicator


JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

D. WATER REFILLING STATION ACTIVITIES

100% Sales report prepared and accomplished every 5th day of ensuing month

•

•

•

100% accomplished

every 3rd day of ensuing month

100% accomplished

every 4th day of ensuing month

100% accomplished


100% accomplished


100% accomplished

beyond 6th day of ensuing month

II - DRIVING SERVICES A. TRIP TICKETS PREPARATION

100% of Trip tickets accomplished, acted and signed 15 minutes upon receipt of request

•

•

•

•

100% accomplished 7 mins upon receipt

100% accomplished 10 mins upon receipt w

100% accomplished 15 mins upon receipt

100% Accomplished 20 mins upon receipt

Accomplished beyond 20 mins

B. APPROVAL OF REPORT OF WASTE MATERIAL

100% of Report of Waste reviewed within 1 hour upon receipt of request

•

•

100% Reviewed within 30 mins

100% Reviewed within 45 mins

100% Reviewed within 1 hour

100% Reviewed within 1 hour & 30 mins

100% Reviewed beyond 1 hr & 30 mins

C. TRANSPORT OFFICE PERSONNEL, MATERIALS AND EQUIPMENT

100% of Office personnel, materials and equipment transported to respective destination upon receipt of trip tickets within 15 mins subject to the availability of service vehicle with no negative feedback

•

•

100% accomplished w/in 7 mins

100% accomplished w/in 10 mins

100% acccomplished w/in 15 mins


Accomplished beyond 20 mins

D. EXTENDED SERVICES 100% of Water delivered to respective desitnation within 2 days from receipt of trip tickets

•

•

100% accomplished in 1 day

100% accomplished in 1 1/2 day

100% acccomplished 2 days

100% Accomplished in 2 1/2 days

Accomplished beyond 2 1/2 days

III - MAINTENANCE

MFO/PAP's

Success Indicator


JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

A. MOTORPOOL ACTIVITIES 100% of Major & minor equipment, vehicles, motorcycles repaired 60 days upon request

•

•

•

100% Major repaired w/in 30 days

100% Major repaired w/in 45days

100% Major repaired w/in 60 days

100% Major repaired 90 days

Major repaired beyond 90 days

B. RENEWAL OF LTO REGISTRATION

100% Vehicles renewed & registered before the expiration date 7working days

•

•

100% Renewed & registered 3 days before expiration date



100% Renewed & registered 9 days after expiration date

Renewed & registered beyond 9 days after expiration date

C. RENEWAL FOR EMISSION TESTING CERTIFICATE

100% of Vehicles renewed for emission testing 7 working days

•

•

100% Renewed for emission w/in 3 days



100% Renewed for emission 8 to 12 days

Renewed for emission beyond 12 days

D. RENEWAL FOR GSIS PREMIUMS

100% of Vehicles renewed for GSIS insurance premiums 7 working days

•

•

100% Renewed for GSIS ins prem w/in 3 days



100% Renewed for GSIS ins prem 8 to 12 days

Renewed for GSIS ins prem beyond 12 days

E. PREPARATION OF PPR AND PJOR

100% of Pre-purchase Requisition (PPR) and Pre-Job Order Requisition (PJOR) prepared for service units 2 working days

•

•

100% Prepared&signed PPR & PJOR w/in 1 day

100% Prepared&signed PPR & PJOR w/in 1 and 1/2 day

100% Prepared&signed PPR & PJOR w/in 2 days

100% Prepared&signed PPR & PJOR w/in 2 and 1/2 days

Prepared&signed PPR & PJOR beyond 2 and 1/2 days

MFO/PAP's

Success Indicator


JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

F. PREPARATION OF GAS CONSUMPTION REPORT

100% monitored Gasoline Consumption of Office vehicles and equipments every 5 th day of ensuing month

•

•

•

100% Accomplished within 3rd days of ensuing month

100% Accomplished within 4th days of ensuing month



Accomplished beyond 6th days of ensuing month

G.. GROUND AND BUILDING ACTIVITIES

100% Building maintenance report prepared every 5th day of ensuing month

•

•

•

100% Accomplished within 3rd days of ensuing month




Accomplished beyond 6th days of ensuing month

100% Electrical installation acted upon within 1 hour upon request

•

•

100% Accomplished within 30 mins acted upon request


100% Accomplished within 1 hr acted upon request



100% Major and minor repairs of the building/office premises acted upon within 1 hour upon request

•

•


100% Accomplished within 45mins acted upon request

100% Accomplished within 1 hour acted upon request

100% Accomplished within 1 hour and 30 mins acted upon request

Accomplished beyond 1 hour and 30 mins acted upon request

H. HOUSEKEEPING 100% maintained cleanliness of ground and office building within 1 day

•

•

•

100% accomplished in 30 mins

100% accomplished in 45 mins

100% accomplished in 1 day

100% Accomplished in 1 & 1/2 day

Accomplished beyond 1 1/2 day

IV- PROCUREMENT SERVICES

MFO/PAP's

Success Indicator


JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

A. PREPARATION OF ABSTRACT QUOTATION (PR) and ABSTRACT QUOTATION (PJOR)

100% AQ PR & PJOR prepared & signed 2 working days after canvass

•

•

100% Prepared & signed w/in 1day

100% Prepared & signed w/in 1 and 1/2 day

100% Prepared & signed w/in 2days

100% Prepared & signed w/in 2 and 1/2days

Prepared & signedAQ beyond 2 and 1/2 days

B. PREPARATION OF PRICE QUOTATION REQUEST

100% 0f PQR prepared, distributed/served & signed to the prospective supplier 2 working days

•

•

•

100% accomplished of PQR w/in 1 day

100% accomplished of PQR w/in 1 and 1/2 day

100% accomplished of PQR w/in 2days

100% accomplished of PQR w/in 2 and 1/2 days

Accomplished of PQR beyond 2 1/2 days

C. PREPARATION OF PRICE INQUIRY

100% of price inquiry prepared&served 2 working days upon receipt of request

•

•

100% Prepared&served Price Inquiry Request w/in 1 day

100% Prepared&served Price Inquiry Request w/in 1 and 1/2 day

100%Prepared&s erved Price Inquiry Request w/in 2 days

100% Prepared&served Price Inquiry Request w/in 2 and 1/2 days

Prepared &served Price Inquiry Request beyond 2 1/2 days

D. PREPARATION OF PURCHASE ORDER

100% of Purchase order prepared,signed & served 2 working days upon receipt of Abstract Quotation w/ no error

•

•

•

100% Prepared,signed& served PO w/in 1 day

100% Prepared,signed& served PO w/in 1 and 1/2 day

100% Prepared,signed& served PO w/in 2 days

100% Prepared,signed& served PO w/in 2 and 1/2 days

Prepared,signed& served PO beyond 2 1/2 days

V- PROPERTY AND SUPPLIES A.REVIEW OF PJOR, JOB ORDER, PPR, PR

100% of PJOR, Job Order, PPR & PR reviewed & signed 15 mins upon receipt of the documents

•

•

100% Reviewed w/in 7 mins upon receipt




100% Reviewed beyond 20 mins upon receipt

MFO/PAP's

Success Indicator


JLS

JB

ML

LA

JC

BB

IGP

AA

FA

JF

JOF

SE

EGC

RR

SB

LB

JE

DRIVERS

Ratings 5 4 3 2 1

B. PREPARATION OF INSPECTION AND ACCEPTANCE REPORT

100% of Inspection and acceptance report prepared & reviewed 1 day upon completion of deliveries

•

•

•

100% accomplished w/in 30 mins upon completion of deliveries

100%accomplishe d w/in 45 mins upon completion of deliveries

100% accomplished w/in 1 day upon completion of deliveries

100% Accomplished w/in 1 & 1/2 day upon completion of deliveries

Accomplished beyond 1 1/2 days upon completion of deliveries

C. RECEIPT AND ISSUANCE OF MIS, RIS & RMS OF SUPPLIES, TOOLS, MATERIALS & FITTINGS

100% of MIS, RIS, & RMS issued, inspected and reviewed upon 2 hours upon receipt of request

•

•

•

•

100% accomplished w/in 1 hour upon receipt of request

100% accomplished w/in 1 1/2 hour upon receipt of request

100% accomplished w/in 2 hours upon receipt of request

100% Accomplished w/in 2 1/2 hours upon receipt of request

Accomplished beyond 2 1/2 hours upon receipt of request

VI- CALIBRATION A. REVIEW OF WATER AND FLOW METER CALIBRATION & REPAIR REPORT

100% of Water and Flow Meters calibrated & repaired reviewed within 5 days of ensuing month

•

•

100% reviewed within the 3rd day

100% reviewed within the 4th day



Reviewed beyond the 6th day

DIVISION TOTAL RATING DIVISION TOTAL AVERAGE RATING

• •


VIRGILIO B. LUANSING I

Chairperson


EMMA A. CUYO RICARDO B. FELIX III CHRISTINA S. TADURAN VICENTE ANICETO D. RUBIO RONALD P. SARMIENTO

Member Member Member Member Member

DMA, A, AD & OIC, TBD DMA, HRD IRMO-C. HRD SWUM/DO, EWRD U/CSA A, WPEMD & MNWDEU I


No. 40 J. Miranda Avenue, Naga City

DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR) Human Resource Division

I, RICARDO B. FELIX III, Division Manager A, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period January to June 2016.

RICARDO B. FELIX III Division Manager A

PAP's SUCCESS INDICATOR ACCOMPLISHMENT

(JAN-JUNE)

INDIVIDUAL ACCOUNTABLE

AVERAGE RATING

Standards on when to receive 5,4, 3, 2, 1 Alloted Budget RBF CST NPS SPN JALB MGD CGRR AVF 5 4 3 2 1

SUPPORT TO OPERATIONS 1. Planning and Budgeting a. Submission of Project Procurement Management Plan (PPMP).

Submitted PPMP to OGM within fifteen (15) days upon receipt of the approved annual budget with at least two (2) negative feedbacks.

Submitted PPMP to OGM on 1/27/2016 (within 7 wd from receipt) with no negative feedback.

•

•

-

-

-

-

-

-

•

•

E=with PPMP; Q=no neg. feedback; T=7 days

Q=1 neg. feedback; T=8- 13 days

Q=2-5 neg. feedbacks; T=14 16 days

E=less than 100%; Q=5-10 neg. feedbacks; T=17-25 days

Q=6 & more neg. feedbacks; T=more than 26 days

b. Monitoring of Division's Annual Budget

100% of PPR/PJOR reviewed as to correctness & completeness in three (3) working days after receipt with at least 2 negative feedbacks.

100% of PPR/PJOR reviewed in an average of 1 wd after receipt & 1 negative feedback.

•

•

-

-

-

-

-

•

•

•

E=100% ; Q=no negative feedback; T=upon receipt

Q=1 neg. feedback; T=2nd wd

Q=2-5 neg. feedbacks; T=3rd-5th wd

E=less than 100%; Q=6-9 neg. feedbacks; T=6th-15th wd

Q=10 & more neg. feedbacks; T=16th wd & beyond

Five (5) Summary of office supplies expense reviewed in three (3) working days upon receipt.

Reviewed five (5) reports in an average of 1 wd upon receipt.

•

•

-

-

-

-

-

-

•

•

E=6 reports ; T=1st wd of ensuing month

T=2nd-3rd wd

T=4th-5th wd

E=less than 6; Q=6-9 neg. feedbacks; T=6th-15th wd


5- Outstanding 4- Very Satisfactory 3- Satisfactory 2- Unsatisfactory 1- Poor

APPROVED BY:


Date:


(JAN-JUNE)

INDIVIDUAL ACCOUNTABLE AVERAGE RATING


Five (5) Summary of Budget Utilization Slip (BUS) for accounts/expenses charged to HRD are checked/reviewed every 10th wd of ensuing month.

Reviewed five (5) Reports in an average of 1.6 days & no revisions.

•

•

-

-

-

-

-

-

•

•

E=6 reports ; Q=no negative feedback; T=5th wd of ensuing mo.

Q=1 neg. feedback; T=6th- 8th wd

Q=2-5 neg. feedbacks; T=9th-10th wd

E=less than 6; Q=6-9 neg. feedbacks; T=10th-25th wd


1. Public Assistance and Complaint Desk a. Duty as Officer of the Day b. Assistance to requests of clients. c. Client queries acted upon

100% of Duty as PACD Officer of the day complied with.

100% of Duty as PACD Officer of the day complied with.

•

•

•

E= 100% of schedule complied; Q=no negative feedback

Q=1 negative feedback

Q=2-5 negative feedbacks

E= less than 100%; Q=6-10 negative feedbacks

Q=11 negative feedbacks

100% of requests for assistance acted upon within 30 minutes and clients are made to sign in the monitoring logsheet.

100% of requests for assistance acted upon within 100 minutes & clients are made to sign in the monitoring logsheet.

•

•

•

E=100%; T=15 mins.

T=16-25 mins

T=26-30 mins

E=less than 100%; T=31-50 mins.

T=51 mins

100% of queries acted upon within 30 minutes and clients are made to sign in the monitoring logsheet.

100% of queries acted upon within 100 minutes & clients are made to sign in the monitoring logsheet.

•

•

•

E=100%; T=15 mins.

T=16-25 mins

T=26-30 mins

E=less than 100%; T=31-50 mins.

T=51 mins

3. Performance Management System 2. Submission of DPCR and IPCR

DPCR for July-Dec. 2016 submitted on June 15, 2016 with at least 2 revisions.

DPCR for July-Dec. 2016 submitted on June 15, 2016 with no revision.

•

•

-

-

-

-

-

-

•

•

E=with DPCR; Q=no revision; T=June 7

Q=1 revision; T=June 8-14

Q=2-5 revisions; T=June15

Q=6-9revisions; T=June 16-25

Q=10 & more revisions; T=beyond June 26

100% of staff submitted IPCR for the period July-Dec. 2016 on June 15, 2016.

100% of HRD staff submitted IPCR on 6/15/2016.

•

•

•

•

•

•

•

•

•

•

E=100%; T=June 7

T=June 8-14

T=June 15

E=less than 100%; T=July 16 25

T=beyond June 26

Submit IPCR Ratings of all staff on Jan. 15, 2016 for July-Dec. 2015 evaluation .

All staff submitted IPCR Ratings on 1/8/2016.

•

•

•

•

•

•

•

•

•

•

E=100% of Staff; T=Jan. 8

T=Jan. 9-14

T=Jan. 15-17

E=less than 100%; T=Jan. 18 28

T=Jan. 29


(JAN-JUNE)



Submit my DPCR Ratings on Jan. 15, 2016 for July-Dec. 2015 evaluation with at least 2 revisions.

Submitted my Individual DPCR on 1/8/2016 with no revision.

•

-

-

-

-

-

-

-

•

•

E=with DPCR Ratings; Q=no revision; T=Jan. 8

Q=1 revision; T=Jan. 8-14

Q=2-5 revision; T=Jan.15

E=no DPCR; Q=6-9 revisions; T=Jan. 16-25

Q=10 & revisions; T=Jan. 26 & beyond

4. Check/review Staff's Monthly Accomplishment Report (MAR)

100% of HRD staff submitted MAR on the 5th working day of ensuing month.

100% of staff submitted M AR in an average of 1-2 working days.

•

•

•

•

•

•

•

•

•

•

E= all HRD styaff with AR; T=1st wd

T=2nd-4th wd

T=5th wd

E=not all HRD staff submitted AR; T=6th-15th wd

T=beyond 16th

wd

Six (6) MAR of staff reviewed by section heads as to correctness & completeness of proofs/evidence in three (3) working days with at least 2 negative feedbacks.

Checked six (6) MAR of upon receipt with no negative feedback.

•

•

•

•

E=6 ARs ; Q=no negative feedback; T=upon receipt

Q=1 neg. feedback; T=2nd wd


E=less than 6 ARs; Q=6-9 neg. feedbacks; T=6th-15th wd


5. Submission of Division's semi- annual accomplishment report. - Powerpoint Presentation

Division's Accomplishment Report with documentation submitted to the OGM every 15th cd of Jan. or on date as required by Agency Head.

Unit's 6-month AR in Powerpoint format submitted on 1/8/2016.

•

-

-

-

-

-

-

•

•

•

E=with AR; T=Jan. 8

T=Jan. 9-14

T=Jan. 15-17

E=no AR; T=Jan. 18-25

T=beyond Jan. 26

GENERAL ADMINISTRATIVE AND SUPPORT(GAS)

1. Internal Processes a. Review of staffing pattern, organizational structure (OS) and related schedules.

Review 100% of Staffing pattern, OS and other related schedules as may be assigned by the Agency Head in connection with the proposed systems in three (3) wd with at least 2 negative feedbacks.

Reviewed/submitted staffing pattern, and related schedules & reports upon receipt with no negative feedbacks.

•

•

-

-

-

-

-

-

•

•

E=100%; Q=no revisions; T=upon request of HOA

Q=1 revision; T=1 wd after request of HOA

Q=2-5 revisions; T=3 wd after request

E=less than 100%; Q=6-9 revisions; T=4- 10 wd after request

Q=10 & more revisions; T=11 wd & beyond

b. Certification of documents such as, Application for Leave (Form 6), Compensatory Time-Off (CTO) & Monetization of Leave Credits.

100% of CS form 6 or Application for Leave certified in three (3) wd from receipt of each application with at least 2 negative feedbacks.

100% of these documents certified upon receiptwith no negative feedbacks.

•

-

-

-

-

-

•

-

•

•

E=100%; Q=no neg. feedback; T=1 wd

Q=1 neg. feedback; T=2 wd

Q=2-5 neg. feedback; T=3 wd

E=less than 100%; Q=6-9 neg. feedback; T=4-10 wd

Q=10 & more neg. feedback; T=11 wd & beyond

100% of Application for Overtime Service Authorization certified in three (3) wd from receipt of each application with at least 2 negative feedbacks.


•

•

•

•







(JAN-JUNE)



100% of Application for CTO certified in three (3) wd from receipt of each application with at least 2 negative feedbacks.


•

•

•

•

•






c. Certification/review of Summary of Monetization.

100% of Summary of Monetization signed & forwarded to OGM in three (3) wd after receipt with at least 2 negative feedbacks.

100% of Summary of Monetization signed & forwarded to OGM upon receipt with no negative feedback.

•

-

•

-

-

-

•

-

•

•

E=100%; Q=no neg. feedback; T=upon receipt


Q=2-5 neg. feedbacks; T=3- 5 wd

E=less than 100%; Q=6-9 neg. feedbacks; T=6-15 wd

Q=10 & more neg. feedbacks; T=more than 16 wd

d. Certification of request for bond coverage and/or cancellation of bond for accountable officials and employees.

100% of request for bond and/or cancellation of bond coverage certified/signed in three (3) wd after receipt with at least 2 negative feedbacks.

100% of request for renewal of bond coverage signed upon receipt with no negative feedbacks.

•

-

•

-

-

-

-

•

•

•






100% of application for bond coverage of newly appointed accountable employees certified/signed in three (3) wd after receipt with at least 2 negative feedbacks.

100% of requests for new bond coverage signed upon receipt with no negative feedbacks.

•

-

•

-

-

-

-

•

•

•






e. Issuance of certifications

100% of requests certified and issued in three (3) wd from receipt with at least 2 negative feedbacks.

100% of a total of 202 requests certified upon receipt with no negative feedbacks.

•

-

-

-

-

-

•

-

•

•






f. Printing of DTRs of Regular, Casual and CSWs.

100% of of DTRs printed: Regular & Casual every 20th of the ensuing month; CSWs every every 1st wd after payroll cut-off with at least two (2) revisions.

100% of of DTRs printed: Regular & Casual before due date ; CSWs every every 1st wd after payroll cut-off.

-

-

-

-

-

-

•

•

•

•

E=100%; Q=no revision; T=1 wd

-

-

E=less than 100%; Q=with revision; T=more than 1 wd

-

g. Printing of CSW IDs

100% of CSW IDs printed in three (3) wd after receipt of five (5) requests with no revision.

100% of 120 IDs printed & issued.

-

-

-

-

-

-

-

•

•

•

E=100%; Q=no revision; T=1 wd

T=2 wd

T=3 wd

E=less than 100%; Q=with revision; T=6-9 wd

T=10 wd


(JAN-JUNE)



g. Certification of summary of Attendance of HRD Contract of Service Workers (CSW).

100% of Summary of Attendance of CSW certified as to services rendered forwarded to Divisions upon receipt with at least 2 negative feedbacks.

100% of Summary of Attendance of CSW certified as to services rendered forwarded to Divisions upon receipt with no negative feedbacks.

•

-

•

-

-

-

-

•

•

•

E=100%f; Q=no neg. feedback; T= upon receipt

Q=1 neg. feedback

Q=2-5 neg. feedbacks

E=less than 100%; Q=6-9 neg. feedbacks; T=more than 1 day

-

2. Internal Resource Management a. Review of Service Records

100% of service records reviewed in three (3) working days after receipt with at least 2 negative feedbacks.

100% of service records reviewed upon receipt with no negative feedback.

•

-

•

-

-

-

-

-

•

•

E=100%; Q=no neg. feedbacks; T=upon receipt

Q=1 neg. feedback; T=2nd day

Q=2-5 neg. feedbcaks; T=3rd-5th day

E=less than 100%; Q=6-9 neg. feedbacks; T=6th-15th day

Q=10 & more neg. feedbacks; T=beyond 16th day

b. Communications

100% of drafts of Communications reviewed and forwarded to GM within 2 hours upon receipt.

100% of drafts of Communications reviewed and forwarded to GM within 1 hour upon receipt.

•

•

-

-

-

-

-

-

•

•

E=100%; T=one (1) hr

T=1 hr & 15 mins to 1 hr & 45 mins

T=2 hrs to 2 hrs & 30 mins

E=less than 100%; T=3-4 hrs

T=more than 4 hrs

c. Submit reports to other agencies (DBM & CSC)

Six (6) sets of Plantilla of Personnel certified & reviewed as to correctness for submission to DBM on the 15th working day of February with 2 negative feedbacks.

Reviewed/submitted 6 sets of POP to DBM on 2/2/2016 with no neg. feedbacks

•

•

-

-

-

•

-

-

•

•

E=100%; Q=no neg. feedback; T= Feb. 7

Q=1 neg. feedback; T=Feb. 8-13

Q=2-5 neg. feedbacks; T=Feb. 14-16

E=less than 100%; Q=6-9 neg. feedbacks; T=Feb. 17-25

Q=10 & more neg. feedbacks; T=Feb. 26 & beyond

Six (6) monthly Report on Appointment Issued (RAI) certified & reviewed as to correctness for submission to CSC Field Office on 15th day of the following month with 2 negative feedbacks.

Checked six (6) RAI in an average of 1 day with no negative feedbacks.

•

•

-

-

-

•

-

-

•

•

E=100%; Q=no neg. feedback; T= 7th wd

Q=1 neg. feedback; T=8th- 13th

Q=2-5 neg. feedbacks; T=14th-16th

E=less than 100%; Q=6-9 neg. feedbacks; T=7th-25th


Six (6) monthly Report on Separation certified & reviewed as to correctness for submission to CSC Field Office every 15th day of following month with 2 negative feedbacks.

Checked six (6) Monthly Separation in an average of 1 day with no negative feedbacks.

•

•

-

-

-

•

-

-

•

•






One (1) reports on Accession certified & reviewed as to correctness for submission to CSC Field Office every 15th day of following quarter with 2 negative feedbacks.

Checked upon receipt of report (submitted to CSC FO on 4/11/2016) with no negative feedbacks.

•

•

-

-

-

•

-

-

•

•






Two (2) sets of Agency's Quarterly Accomplishment Report (AQAR) certified & reviewed as to correctness for submission to CSC Field Office every 5th cd of following quarter with at least 2 negative feedbacks.

2 reports submitted to CSC on Jan. 5, 2016 (Oct.-Dec. 2015) & Apr. 4, 2016 (Jan.-Mar. 2016) with no negative feedbacks.

•

•

-

•

-

-

-

-

•

•

E=100%; Q=no neg. feedback; T= 1st wd

Q=1 neg. feedback; T=2nd-4th



Q=10 & more neg. feedbacks; T=16th cd & beyond


(JAN-JUNE)



d. Other HRD Internal Reports

Six 6 Monthly reports on Punctuality & Attendance reviewed as to correctness and completeness within three (3) working days upon receipt with at least 2 negative feedback.

100% of monthly reports reviewed as to correctness and completeness upon receipt with no negative feedback.

•

-

•

•

-

•

•

E=6; Q=no neg. feedbacks; T=upon receipt



E=less than 6; Q=6-9 neg. feedbacks; T=6th-15th day


Six (6) monthly Summary of LWOP reviewed as to correctness and completeness within three (3) working days upon receipt with at least 2 negative feedback.


•

•

•

•

•






Six (6) monthly Summary of Pass Slip reviewed as to correctness and completeness within three (3) working days upon receipt with at least 2 negative feedback.


•

•

•

•

•






Six (6) monthly reports on Summary of Leave Balance reviewed as to correctness and completeness within three (3) working days upon receipt with at least 2 negative feedback.


•

•

•

•

•






100% of all other reports of Personnel Welfare Section reviewed as to correctness and completeness within three (3) working days upon receipt with at least 2 negative feedback.

100% of all other reports of Personnel Welfare Section reviewed as to correctness and completeness upon receipt with no negative feedback.

•

-

•

-

•

-

•

-

•

•

E=100%; Q=no neg. feedbacks; T=upon receipt



E=less than 100%; Q=6-9 neg. feedbacks; T=6th-15th day


100% of other internal HRD reports noted/signed in three (3) working days upon receipt.

100% of other internal HRD reports noted/signed upon receipt.

•

•

•

•

E=100%; T= upon receipt

T=2nd day

T=3rd day

E=less than 100%; T=4th- 10th

T=beyond 11th day

100% of HRD forms/documents reviewed in three (3) working days upon receipt.

100% of HRD forms/documents reviewed upon receipt.

•

•

•

•


T=2nd day

T=3rd day

E=less than 100%; T=4th- 10th

T=beyond 11th day

3. Learning & Growth – Human Capital


(JAN-JUNE)



a. Publication of vacant positions

100% of vacant positions certified as to correctness & completeness in three (3) working days after receipt with at least 2 negative feedbacks.

None

-

-

-

-

-

-

-

-

-

-

E=100%; Q=no neg. feedback; T= upon receipt




Q=10 & more neg. feedbacks; T=16th wd & more

b. Appointment (CSC Form 33), Position Description Form (PDF) & Assumption of Duties

100% of these documents certified as to correctness & completeness in three (3) working days upon receipt with at least 2 negative feedbacks.

100% of these documents reviewed in an average of 1 day and with one (1) negative feedbacks.

•

•

-

-

-

•

-

-

•

•






c. Plantilla of Casual Employees

100% of Casual Appointments for renewal of appointment certified as to correctness & completeness in three (3) working days upon receipt with at least 2 negative feedbacks.

100% of Casual Appointments reviewed in one (1) wd upon receipt with at least 1 negative feedback.

•

•

-

-

-

•

-

-

•

•






d. Notice of Salary Adjustment (NOSA)/Notice of Salary Increment (NOSI)

100% of NOSA/NOSI certified as to correctness & completeness in three (3) working days after receipt with at least 2 negative feedbacks.

100% of NOSA certified as to correctness & completeness upon receipt with no negative feedback.

•

-

•

-

-

-

-

-

•

•






e. Orientation of office policies, rules and regulations.

100% of newly hired CSWs and Jos oriented on office policies, rules and regulations one (1) day before deployment.

100% of newly hired CSWs and Jos oriented on office policies, rules and regulations one (1) day before deployment.

•

-

-

-

-

•

-

-

•

•

E=100%; T= 1 wd before deployment

-

T=upon deployment

E=less than 100%; T=after deployment

-

f. Agreement for Contract of Service Workers & Job-Orders

100% of contracts of agreement for renewal of CSWs & JOs signed in three (3) working days upon receipt.

100% of contracts of agreement of CSWs & JOs reviewed upon receipt.

•

-

-

-

-

•

-

-

•

•


T=2nd day

T=3rd-5th wd

E=less than 100%; T=6th- 15th wd

T=16th wd & more

100% of contracts of agreement of newly hired CSWs & JOs signed in three (3) working days upon receipt with at least two (2) negative feedbacks.

100% of contracts of agreement of newly hired CSWs & JOs signed in three (3) working days upon receipt.

•

•

•

•


T=2nd day

T=3rd-5th wd

E=less than 100%; T=6th- 15th wd

T=16th wd & more


(JAN-JUNE)



g. Facilitate in-house trainings/orientations/ workshops to be conducted by accredited Learning Service Providers (LSP).

Three (3) trainings, orientations and workshops facilitated and conducted for the semester January-June 2016 with at least good/satisfactory rating feedback.

Facilitated 4 in-house trainings from Jan-June 2016 with at VS feedback.

•

•

-

-

-

•

-

-

•

•

E=130%; Q=Excellent

E=115%; Q=VS

E=100%; Q=Good

E=75%; Q=Fair

E-less than 50%; Q=Poor

d. Recommendation of Training Design

100% of Training Design recommended for approval in three (3) working days upon receipt with at least 2 negative feedbacks.

100% of Training Design reviewed in an average of 1 day or upon receipt with no negative feedbacks.

•

•

•

•





Q=10 & more neg. feedbacks; T=16th wd &

more

e. Conduct of Medical Services, Breastfeeding, Safety ,Health and Wellness programs or activities.

100% of clients attended within 20 minutes upon arrival in the Infirmary and Breastfeeding Area.

100% of clients attended within 3- 5 minutes upon arrival in the Infirmary and Breastfeeding Area.

-

-

-

-

5.00

-

-

-

5.00

48

E=100%; T-10- 15 mins.

T-16-19 mins.

T-20-25 mins.

E=less than 100%; T-26-35 mins.

T-36 mins.

Facilitate and monitor weekly health and wellness activities of personnel (Zumba Class, Taking of blood pressure, city cycling & posting of health news).

Facilitated and monitored weekly health and wellness activities of personnel.

-

-

-

-

4.70

-

-

-

4.70

49

E=100% monitored weekly;

-

-

E=less 100% monitored weekly;

-

4. Good Governance Condition a. Ensure 100% of cash advances granted to the personnel of HRD are liquidated.

100% of cash advances granted to the staff of the unit are liquidated in 5 wd from end of activity & within 30 days from end of official travel.

100% of cash advances granted to the staff of the unit are liquidated in an average of 1-2 wd from end of activity & within 1-5 days from end of official travel.

•

•

•

•

•

-

-

-

•

•

E=100%; T=after end of activity & within 15 days from end of OB

T=2-3 days after end of activity & within 16-25 days


E=less than 100%; T=6-12 days after end of activity & after 1 month from OB

T=13 days & beyond and within 2 mos, from date of OB

100% of cash advances liquidated in five (5) working days from end of activity & within 30 days from end of official travel.

None

-

-

-

-

-

-

-

-

-

•

E=100%; T=after end of activity & within 15 days from end of OB



E=less than 100%; T=6-12 days after end of activity & after 1 month from OB

T=13 days & beyond and within 2 mos, from date of OB

b. Submission of Statement of Assets, Liabilities and Networth (SALN)

Ensure 100% of employees submit SALN to HRD on or before March 30.

100% of employees submit SALN to HRD not later than March 15, 2016.

•

•

•

•

•

-

-

-

•

•

E=100%; T=Mar. 15

T=Mar. 16-26

T=Mar. 27-30

E=less than 100%; T=Apr. 1- 15

T=Apr. 16 & beyond


(JAN-JUNE)



Submit SALN on or before March 30.

Submitted my SALN on Mar. 1, 2016.

•

-

-

-

-

-

-

-

•

•

E=with SALN; T=May 5

T=May 6-13

T=May 14-15

E=no SALN; T=May 16-25

T=beyond May 26 & Jul 16

Ensure 100% of employees' SALN are submitted to Office of the Ombudsman every June 30.

100% of SALN of employees submitted on May 18, 2016

•

-

•

-

-

-

-

-

•

•

E=100%; T=June 15

T=June 16-29

T=June 30

E=less than 100%; T=Jul. 1- 15

T=beyond July 16

Ensure 100% of employees' SALN are submitted to CSC FO every June 15.

100% of SALN of employees submitted on June 8, 2016

•

-

•

-

-

-

-

-

•

•

E=100%; T=June 8

T=June 9-14

T=June 15

E=less than 100%; T=June 16-25

T=beyond June 26

Ensure 100% of newly appointed employees submit SALN to HRD within 30 days from date of assumption of duties.

100% of newly hired employees on 3/16/2016 filed SALN in an average of 10 days upon assumption of duties.

•

-

•

-

-

-

-

-

•

•

E=100%; T=15 days upon assumption

T=16-25 days upon assumption

T=26-30 days upon assumption

E=less than 100%; T=after 1 month upon assumption

T=after 2 mos. Upon assumption

c. Ensure compliance to the provisions of the ARTA law

With at least Good Rating or 80%-89% numerical rating in all sub-areas under HRD (ID/Name plates of frontliners, PACD & Anti-fIxer Campaign)

Obtained 90.21% or VS Rating in all sub-areas under HRD per ARTA RCS

•

-

-

•

-

-

-

-

•

•

Q=100%-96%

Q=95%-90%

Q=89%-80%

Q=79-75%

Q=74% & low

5. Learning & Growth – Organization Capital a. Coaching of HRD Staff

100% of staff coached for program implementation strategy or development and with a corresponding Report.

100% of staff coached for program implementation strategy or development and with a corresponding Report.

•

•

-

-

-

-

-

-

•

•

E=100% & with a report

-

-

E=less than 100% of staff & no report

-

TOTAL RATING

FINAL AVERAGE RATING

• • • • • •

• • •


(JAN-JUNE)



Rater's Comments and Recommendation for Development Purposes of Rewards/Promotion.


VIRGILIO B. LUANSING I Chairperson


RICARDO B. FELIX III EMMA A. CUYO VICENTE ANICETO D. RUBIO RONALD P. SARMIENTO CRISTINA S. TADURAN Member Member Member Member Member Division Manager A, HRD Division Manager A, AD & OIC, TBD Sr. Water Utilities Mgt/Devt. Officer MNWDEU President Industrial Relations Management Officer C, HRD

Final Rating by: Position: Date:

CESAR H. FEDERIZON General Manager A July 15, 2016

The above rating has been discussed with me by my Head.

Name and signature of Ratee: Position: Date:

RICARDO B FELIX III Division Manager A July 15, 2016



DIVISION PERFORMANCE COMMITMENT AND REVIEW (DPCR) ACCOUNTING DIVISION

I, EMMA A. CUYO , Division Manager A of Finance Division, commit to deliver and agree to be rated on the attainment of the following targets in accordance with the indicated measures for the period January 1 to June 30, 2016

Date:

EMMA A. CUYO Ratee

December 15, 2015

Accountable Person Standard on when to receive 5,4,3,2,1 PAP's Success Indicator Actual Accomplishment EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV

NAC 5 4 3 2 1

Alloted Budget

GENERAL ADMINISTRATIVE SUPPORT ACCOUNTING DIVISION

1. Preparation and Submission of Financial Reports 1 Trial Balance 2 Balance Sheet 3 Income Statement 4 Cash Flow Statement 5 Statement of Changes in Equity

5 Financial Report submitted to

the Office of the General Manager (OGM) on the 25th day

of the succeeding month

5 Financial Report submitted to the Office of the General Manager (OGM) on the 20th day of the succeeding month

•

•

5 Financial Report

submitted to the Office of the General

Manager (OGM) on the 13th day

of the succeeding

month

5 Financial Report


Manager (OGM) on the

17th day of the succeeding

month

5 Financial Report




month

5 Financial Report




month

5 Financial Report

submitted to the Office of the

General Manager (OGM)

beyond 30th day of the succeeding

month

2 Monthly Data Sheet (MDS)

5 MDS Reports submitted to the Office of the Gen. Manager

on the 30th day of the succeeding month

5 MDS Reports submitted to the Office of the General

Manager on the 20th day of the succeeding month

•

5 MDS Reports

submitted to the Office of

the Gen. Manager (OGM) 15th day of the

succeeding month

5 MDS Reports


the Gen. Manager

(OGM) 20th day of the

succeeding month

5 MDS Reports


the Gen. Manager

(OGM) 30th day of the

succeeding month

5 MDS Reports


the Gen. Manager

(OGM) beyond 30th day of the

succeeding month

No MDS Report submitted

3. Financial Report with Comparative Figures

including notes to Financial Statement

1 set Financial reports

submitted to the OGM at the end of the 2nd month of the

following year

1 set Financial Reports submitted to the OGM on

February 20, 2016

•


submitted to the OGM 1 day after end of the 2nd month of the following

year


submitted to the OGM 1 day after end of the 2nd month of the following

year


submitted to the OGM 2

days after the end of the 2nd month of the following year


submitted to the OGM 3

days after the end of the 2nd month of the following year

No Financial report

submitted

5 - Outstanding


3 - Satisfactory

2 - Unsatisfactory

1 - Poor

APPROVED BY:


Date:

Accountable Person Standard on when to receive 5,4,3,2,1 PAP's Success Indicator Actual Accomplishment

EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV

NAC 5 4 3 2 1 Alloted Budget

4 Annual Report Annual Report submitted to the

OGM on March 25, 2016

Annual Report submitted to the OGM on March 24, 2016

•

Annual Report submitted to the OGM on

March 25, 2016


March 26, 2016


March 27, 2016


March 28, 2016

No report submitted

5. Recording of Transaction in the Journals: a. Check Disbursement Journal b. Cash Disbursement Journal

100% of Transactions recorded in respective journals on the

15th day of the following month

100% of Transactions recorded in the respective journals on the 8th day of the following

month

•

•

100% of

Transactions recorded in respective

journals on the 8th day of the

following month

100% of



following month

100% of



following month

100% of


journals on the 22nd day of the

following month

100% of


journals beyond the 22nd day of

the following month

c. Cash Receipts and Deposit Journal 100% of Transactions recorded in the Cash Receipts and Deposit Journal on the 15th day of the

following month

100% of Transactions recorded in the Cash Receipts and Deposit Journals 10th day

of the following month

•

•

100% of Transactions

recorded in the Cash Receipts and Deposit

Journal on the 8th day of the

following month




following month




following month



Journal on the 23rd day of the

following month



Journal beyond 23rd day of the

following month

d. General Journal

100% Transactions recorded in the General Journal on the


100% Transactions recorded in the General

journals on the 10th day of the following month

•

•

100% Transactions

recorded in the General Journal on the 10th day of the following

month

100% Transactions

recorded in the General


following month

100% Transactions



following month

100% Transactions



following month

100% Transactions

recorded in the General Journal

beyond 30th day of the following

month

6. Posting in the Disbursement register a. Commercial Practices b. New Government Accounting System

6 Disbursement Voucher Register prepared 15 working days of the following month

6 Disbursement Voucher Register prepared 7 working days of the

following month

•

•

6 Disbursement

Voucher Register

prepared 7 working days of

the following month

6 Disbursement

Voucher Register


the following month

6 Disbursement

Voucher Register


the following month

6 Disbursement

Voucher Register


the following month

6 Disbursement

Voucher Register prepared

beyond 22 working days of

the following month

7. Preparation of Report of Supplies and Materials Issued (RSMI)

6 RSMI (office

6 RSMI (office

6 RSMI (office


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


a. Office Supplies

6 RSMI (office supplies) prepared within 7 working days

upon receipt of summary of supplies and materials issued

6 RSMI prepared within 5 working days from receipt

of summary of supplies and materials issued

•

•

6 RSMI (office supplies) prepared within 4

working days upon receipt of

summary of supplies and

materials issued

supplies) prepared within 5



materials issued




materials issued




materials issued

6 RSMI (office supplies) prepared

beyond 11 working days

upon receipt of summary of supplies and

materials issued

b. Chemicals & Filtering Materials c. Materials and Fittings

6 RSMI prepared within 10 working days upon receipt of

summary of supplies and materials issued

6 RSMI prepared within 7 working days upon receipt of

summary of supplies and materials issued

•

•

6 RSMI

prepared within 5



materials issued

6 RSMI

prepared within 7



materials issued

6 RSMI

prepared within 10



materials issued

6 RSMI

prepared within 15



materials issued

6 RSMI

prepared beyond 15



materials issued

8. Preparation of Disbursement Vouchers (DV)

100% Disbursement Vouchers prepared within 10 mintes upon receipt of complete documents

100% or 918/918 Disbursement Vocuhers

prepared within 10 minutes upon receipt of complete

documents

•

100% Disbursement

Vouchers prepared within 5 mintes upon

receipt of complete

documents

100% Disbursement


receipt of complete

documents

100% Disbursement


receipt of complete

documents

100%

Disbursement Vouchers prepared within 15

mintes upon receipt of complete

documents

100%

Disbursement Vouchers prepared

beyond 10 mintes upon

receipt of complete

documents

9 Encoding of Disbursement Vouchers (DV) to New Government Accounting System (NGAS)

600 Disbursement Vouchers 100% correctly prepared within

10 minutes upon receipt of complete documents

918 Disbursement Vouchers posted in the register 5

minutes upon receipt of the Voucher

•

900 DV prepared within

5 mins. Upon receipt of complete

documents

660 DV prepared within

7 mins. Upon receipt of complete

documents

600 DV prepared within 10 mins. Upon

receipt of complete

documents

360 DV prepared

within 15 mins. Upon receipt of

complete documents

360 DV

prepared beyond 15 mins. Upon receipt of complete

documents

10. Preparation of Journal Entry Vouchers (JEV)

100% Journal Entry Vouchers prepared 20 minutes upon

receipt of the complete supporting documents

100% or 2007/2007 Journal Entry Vouchers prepared 10

minutes upon receipt of complete supporting

documents

•

100% JEV prepared within 10 mins. upon

receipt of complete

supporting documents


receipt of complete



receipt of complete


100% JEV prepared

within 30 mins. upon receipt of

complete supporting documents

100% JEV prepared

beyond 33 mins. upon receipt of complete



EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


11. Preparation of report on Checks Issued for Accrued Leave

6 Reports on Checks Issued for Accrued Leave prepared on the 10th day of the following month

6 Reports on Checks Issued for

Accrued Leave prepared on the 5th day of the following

month

•

6 Reports on Inventory of

records prepared on the 5th day of the

following month


records prepared on

the 7th day of the following

month


records prepared on


month


records prepared on


month


records prepared

beyond the 12th day of the

following month

12. Preparation of the following : a. Petty Cash Fund Vouchers

100% Petty Cash Fund Voucher prepared within 5 minutes from receipt of complete supporting

documents

100% or 1031/1031 Petty Cash Fund Voucher prepared within

2 minutes from receipt of complete supporting

documents

•

100% Petty Cash Fund Voucher

prepared within 3 minutes from

receipt of complete supporting documents







560 Petty Cash Fund Voucher

prepared within 6 mins. from receipt

of complete supporting documents

480 Petty Cash Fund Voucher prepared

beyond 6 mins. from receipt of


b. Report of Petty Cash Fund

100% Replenishment of petty cash fund within 1 hour upon

receipt of supporting documents

100% or 20/20 Replenishment of petty cash

fund within 30 minutes upon receipt of complete


•

100% Replenishment of petty cash fund within

30mins upon receipt of


100% Replenishment of petty cash fund within

45mins upon receipt of


100% Replenishment of petty cash fund within 1

hour upon receipt of


100% Replenishment of petty cash

fund within 1.5 hour upon receipt of


100% Replenishment of petty cash fund beyond 1.5 hour upon


13. Preparation of Monthly Depreciation Schedule

6 Monthly Depreciation schedules prepared on the 10th

day of the succeeding month with no error

6 Monthly Depreciation scheduled prepared on the 5th day of the succeeding

month

•

6 Monthly Depreciation

schedules prepared on the 5th day of the

succeeding month


schedules prepared on

the 7th day of the succeeding

month




month




month

6 Monthly

Depreciation schedules prepared


month

14. Preparation of Report of Construction in Progress

6 Reports of Construction Work In progress prepared on the 20th day of the succeeding

month with no error

6 Report of Construction Work In progress prepared on the 18th day of the succeeding

month

•

6 Reports of Construction

Work In progress

prepared on the 10th day of the

succeeding month


Work In progress

prepared on the 15th day of the succeeding

month


Work In progress


month


Work In progress


month


Work In progress prepared


month


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


15. Posting of Account balances in the BIR General Ledger

100% Account balances posted in the General Ledger on the

30th day of the succeding month with no error

100% account balances posted in the General Ledger

on the 28th day of the succeding month

•

100% Account balances posted in the General Ledger on the

15th day of the succeding

month

100% Account balances

posted in the General Ledger on the 20th day

of the succeding

month


posted in the General Ledger on the 30th day

of the succeding

month


posted in the General Ledger on the 31st day

of the succeding

month

100% Account balances posted in the General Ledger beyond 31st day of the

succeding month

16 Summarizes the following :

a. Franchise Tax Payable

6 reports of Franchise Tax 100% accurately summarized within 2

hours on the 20th day of the following month

6 reports of Franchise Tax 100% accurately

summarized within 1 hour on the 10th day of the

following month

•

6 reports of Franchise Tax

100% accurately summarized

within 1 hours on the 20th day of the following

month

6 reports of

Franchise Tax 100%

accurately summarized

within 1 hour & 20 mins. on the 20th day of the

following month


100% accurately

summarized within 2 hours

on the 20th day of the following

month


100% accurately

summarized within 3 hours

on the 20th day of the following

month

No report made

b. Weekly gasoline expense

24 reports of weekly gasoline expense 100% accurately

encoded within 30 minutes upon receipt of gasoline bills

26 reports of weekly gasoline expense 100%

accurately encoded within 15 minutes upon receipt of

gasoline bills

•


accurately encoded within

15 minutes upon receipt of

gasoline bills




gasoline bills




gasoline bills




gasoline bills

No summary prepared

c. Transportation expense of O & M personnel for reimbursement

12 summary of travelling expense of O & M Personnel

100% accurately encoded within 20 minutes after the receipt of

the documents

12 summary of Travelling expense of O & M Personnel 100% accurately encoded in 10 mins. After the receipt of

the documents

•

12 summary of travelling

expense of O & M Personnel

100% accurately encoded within

10 minutes after the receipt

of the documents

12 summary of

travelling expense of O &

M Personnel 100%


13 minutes after the

receipt of the documents

12 summary of


M Personnel 100%




12 summary of


M Personnel 100%




No summary encoded


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


d. Summary of meal allowance of WDRD and NRWMD

8 summary of meal allowance of WDRD and NRWMD 100% accurately encoded in 20

minutes upon receipt of the documents

8 summary of meal allowance of WDRD and NRWMD 100%

accurately encoded in 10 minutes upon receipt of the

documents

•

8 summary of meal allowance of WDRD and

NRWMD 100% accurately

encoded in 10 minutes upon receipt of the

documents




documents




documents



encoded in 30 minutes upon receipt of the documents

17. Preparation of report on inventory of records

6 Reports on Inventory of records prepared on the 10th day of the following month

6 Reports of Inventory of Record prepared on the 5th day of the following month

•


records prepared on the 5th day of the

following month


records prepared on


month


records prepared on


month


records prepared on


month


records prepared


following month

18. Preparation of Bank Reconciliation

Bank Reconciliation prepared within 1 hour upon receipt of

Daily Cash Position report

Bank Reconciliation prepared within 30 minutes upon

receipt of Daily Cash Position report

•

Bank Reconciliation

prepared within 30 minutes

upon receipt of DCP

Bank Reconciliation

prepared within 45 minutes

upon receipt of DCP

Bank Reconciliation

prepared within 1 hour upon

receipt of DCP

Bank Reconciliation

prepared within 1 hour 15 mins. upon receipt of DCP

Bank Reconciliation

prepared beyond 1 hour 15 mins. upon receipt of DCP

19 Posting of Transaction in the General Ledger

Transaction in the General ledger posted 30th days of the

following month

100% Transactions recorded in the General journals on the


•

Transaction in the General

Ledger posted 15th day of the

following month



following month



following month

Transaction in

the General Ledger posted beyond 30th

day of the following

month

No posting made

20. Posting of transaction in the Subsidiary Ledger

Transaction in the Subsidiary ledger 100% accurately posted 30th day of the following month

Transaction in the Subsidiary Ledger 100% accurately posted 20th days of the

following month

•

Transaction in the Subsidiary Ledger posted 15th day of the

following month


following month


following month

Transaction in the Subsidiary Ledger posted beyond 30th


month

No posting made

21. Posting of issuances and receipts in the supplies and stock card

100% of posted Receipts and issuance in the supplies and

stock cards on the 30th day of the following month

100% of posted receipts and issuance in the supplies and stock cards on the 15th day of the following month

•

100% of posted Receipts and

issuance in the supplies and

stock cards on the 15th day of the following

month




month




month

100% of posted

Receipts and issuance in the supplies and


month

100% of posted

Receipts and issuance in the supplies and stock cards


month


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


22. Preparation of Provident Fund Reports

Provident Fund Reports prepared within 10 days from

receipt of Provident Fund Passbooks

Provident Fund Reports prepared within 3 days from

receipt of Provident Passbooks

•

Provident Fund Reports

prepared within 5 days from receipt of

Provident Fund Passbooks


prepared within 7 days from

receipt of Provident Fund

Passbooks



receipt of Provident Fund

Passbooks


prepared within 15 days from receipt of Provident Fund

Passbooks


prepared beyond 15 days from receipt of Provident Fund

Passbooks

23. Preparation of Payroll ( Voucher) a. Permanent

b. Casual

12 Payrolls (voucher) prepared on the 12th day of the month

12 payrolls (voucher) prepared on the 12th day of

the month

•

12 Payrolls (voucher)


month


prepared on the 8th day of

the month



the month



the month

12 Payrolls (voucher) prepared

beyond 12th day of the

month

24 Preparation of Payroll :

a. Permanent

b. Casual

12 Payrolls prepared on the 12th day of the month

12 payrolls prepared on the 12th day of the month

•

12 Payrolls prepared on the 12th day of the

month

12 Payrolls prepared on

the 13th day of the month





12 Payrolls prepared

beyond 15th day of the

month

b. Contract of Service Workers

12 Payrolls prepared 3 working days after receipt of summary of

attendance

12 payrolls prepared working 2 days after the receipt of the

summary of attendance

•

•

12 Payrolls prepared 1

working day after receipt of



working days after receipt of








12 Payrolls prepared beyond 5



c. Other benefits / Bonuses (Regular & Casual)

100% of payrolls prepared within 3 days upon receipt of


100% of payrolls prepared within 2 days upon receipt of


•

100% of payrolls

prepared within 1 day upon receipt of


100% of payrolls

prepared within 2 days upon


100% of payrolls

prepared within 3 days upon


100% of payrolls

prepared within 5 days

upon receipt of supporting documents

100% of payrolls

prepared beyond 5 days upon receipt of


C. Night Differential

12 night differential payrolls prepared 4 days after receipt of


12 payrolls of night differentials prepared 2 days

after the receipt of the summary of attendance

•

12 payrolls prepared 2 days after receipt of






12 payrolls prepared 5 days after receipt of summary of attendance

12 payrolls prepared

beyond 5 days after receipt of



EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


D. Overtime for O & M personnel

6 payrolls prepared 4 working days after receipt of summary of

attendance

6 payrolls prepared 2 working

days after the receipt of the summary of attendance

•

6 payrolls prepared 2












6 payrolls prepared beyond 5



25 Monthly Disbursement Summary

6 summary of monthly disbursement prepared on the


6 summary of Monthly Disbursement prepared on the 9th day of the following

month

•

6 summary of

monthly disbursement


following month

6 summary of

monthly disbursement prepared on


month

6 summary of



month

6 summary of



month

6 summary of monthly

disbursement prepared


month

26.Preparation of Summary of Remittance a. GSIS

6 Summary of GSIS Remittance prepared on the 10th day of the following month with no error

6 summary of GSIS Remittance prepared on the 18th day of the present / current month

•

6 Summary of

GSIS Remittance


following month

-

-

-

6 Summary of GSIS

Remittance prepared


month

b. HDMF

b.1. Permanent / Casual

6 Summary of Remittances prepared on the 15th day of the

following month

6 summary of Remittances prepared on the 22nd day of

the current month

•

6 Summary of

Remittance prepared on the 15th day of the

following month

-

-

-

6 Summary of

Remittance beyond 15th


month

b.2. Contract of Service Worker

6 Summary of Remittance prepared on the 15th day of the

following month

12 payrolls prepared 10th day of the following month

•

6 Summary of

Remittance prepared on the 15th day of the

following month

-

-

-

6 Summary of Remittance

prepared beyond 20th


month

c. Philhealth

6 Summary of Remittance prepared on the 20th of the

following month

12 summary of remittance prepared on the 22nd day of

the current month

•


prepared on the 20th of the following

month

-

-

-


prepared on the 20th of the following

month

d. BIR

100%

100%


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


100% Summary of Remittance prepared on the 10th day of the

following month

100% or 18/18 Summary of

Remittance prepared on the 5th day of the following

month

•

Summaries of Remittance


of following month

-

-

-

Summaries of Remittance

prepared beyond 10th day of the of

following month

27 Preparation of Annual Information Return of Taxes from Suppliers (1604-E)

Annual Information Return of Taxes Withheld from various

suppliers prepared on the 30th day of the succeeding year

Annual information Return of Taxes Withheld from various

suppliers prepared on the 25th day of the succeeding

year

•

BIR Return prepared on the 28th day of the succeeding year

BIR Return prepared on


year



year


the 31st day of the succeeding

year

BIR Return prepared

beyond the 31st day of the succeeding year

28 Preparation of Summary List of Taxes Withheld on employees' compensation (1604-CF)

1 Summary of List of taxes withheld on employees'

compensation prepared every 15th day of January

1 Summary List of taxes withheld on employees'

compensation prepared 13th day of January

•


compensation prepared on the

15th day of January

-

-

-


compensation prepared

beyond 15th day of January

29. Printing of General and Subsidiary Ledger Printing of General and

Subsidiary Ledgers on the 28th day of February

Printing of General and

Subsidiary Ledgers on the 20th day of February

•

Printing made on the 14th

day of February

Printing made on the 19th

day of February

Printing made

on the 28th day of February

Printing made beyond 28th

day of February

No printing was made

TREASURY AND BUDGET DIVISION 30.Preparation and Submission of Reports

a. Daily Cash Position (DCP)

100% DCP prepared within 30 minutes upon receipt of supporting documents

100% or 145/45 DCP prepared with no error within 30

minutes upon receipt of supporting documents

•

100% DCP prepared within









100% DCP prepared within 45

minutes upon receipt of


100% DCP prepared

beyond 45 minutes upon


b. Cash Receipt and Deposit Record (CRDR)

100% CRDR prepared within 45 minutes upon receipt of supporting

documents

100% or 145/145 CRDR prepared within 45 mins.


•

100% CRDR prepared within 23 minutes upon

receipt of supporting

documents



documents



documents

100% CRDR prepared within

1 hour upon receipt of supporting

documents

100% CRDR prepared beyond

1 hour upon receipt of supporting

documents


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


c. Report of Collection and Deposit (RCD)

100% RCD prepared within 30 minutes upon receipt of supporting documents

100% or 145/145 RCD prepared within 30 minutes upon receipt of supporting

documents

•

100% RCD prepared within 15












100% RCD prepared

beyond 45 minutes upon


d.Report of Check Issued (RCI)

100% RCI prepared 5 pm the following day upon receipt of Disbursement Vouchers (DV)

100% or 110/110 RCI prepared 5 pm the following day upon

receipt of Disbursement Vouchers (DV)

•

100% RCI

prepared 8- 12am the

following day upon receipt of Disbursement Vouchers (DV)

100% RCI

prepared 1-4 pm the

following day upon receipt of Disbursement Vouchers (DV)

100% RCI

prepared 5pm the following

day upon receipt of

Disbursement Vouchers (DV)

100% RCI

beyond 5pm the following

day upon receipt of


100% RCI prepared

beyond 5pm the following

day upon receipt of


e. Cash Disbursement Record ( CDR )

6 CDR prepared on the 5th working day of the succeeding

month

6 CDR prepared on the 4th working day of the succeeding

month

•

6 CDR prepared on the 3rd

working day of the succeeding

month

6 CDR prepared on the 4th


month



month



month

6 CDR prepared beyond 8th


month

f. Daily Collection Report (DCR) 100% DCR prepared with within

30 minutes after cut-off time

100% or 113/113 DCR prepared with within 15

minutes after cut-off time

•

•

•

•

•

•

•

•

100% DCR prepared with

within 15 minutes after cut-off time







100% DCR prepared

beyond 45 minutes after cut-off time

g. Daily Remittance Report (DRR) 100% DRR prepared with within

20 minutes after cut-off time

100% DRR prepared with within 10 minutes after cut-off

time

•

•

•

•

•

•

•

•

100% DRR prepared with








100% DRR prepared

beyond 30 minutes after cut-off time

h. Summary of Daily Collection

100% Summary of Daily Collection prepared within 1

hour after cut-off time

100% or 140/140 Summary of Daily Collection prepared within 1 hour after cut-off

time

•

100% Summary of Daily

Collection prepared within 30 mins. after cut-off time


Collection prepared within 45 mins. after cut-off time


Collection prepared within 1 hour after cut-

off time

100% Summary

of Daily Collection prepared

within 1 hour & 30 mins. after cut-off time

100% Summary

of Daily Collection prepared

beyond 1 hour & 30 mins.after

cut-off time

i. Summary of Time Deposits

6 summary of time deposits prepared on the 5th day of the

succeeding month

6 summary of time deposits prepared on the 3rd day of the

succeeding month

•

6 summary of time deposits

prepared on the 3rd day of the

succeeding month

6 summary of time deposits prepared on


month

Summary of Time Deposits prepared on


month

Summary of Time Deposits prepared on


month

Summary of Time Deposits


succeeding month


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


31 Preparation of Summary of Deposits

100% Summary of Deposits prepared 1 hour upon receipt of


100% or 82/82 Summary of Deposits prepared 1 hour


•

100% Summary of Deposits prepared 30 mins upon receipt of


100% Summary of Deposits prepared 45 mins upon receipt of


100% Summary of Deposits prepared 1 hour upon receipt of


100% Summary of Deposits

prepared 1 .5 hour upon receipt of


100% Summary

of Deposits prepared

beyond 1.5 hour upon receipt of


32 Checking of Summary of Deposits

100% Summary of Deposits checked 30 mins after receipt of

document

100% or 121/121 Summary of

Deposits checked 30 mins after receipt of document

•

100% Summary

of Deposits checked 15 mins after receipt of document

100% Summary


100% Summary


100% Summary


100% Summary

of Deposits checked

beyond 45 mins after receipt of

document

33 Summary of Returned Check

100% Summary of Returned Check prepared 1 hour after receipt of complete documents

100% or 12/12 Summary of Returned Check prepared 1

hour after receipt of complete documents

•

100% Summary

of Returned Check

prepared 30 minutes after

receipt of complete

documents

100% Summary

of Returned Check

prepared 40 minutes after

receipt of complete

documents

100% Summary

of Returned Check

prepared 1 hour after receipt of complete

documents

100%

Summary of Returned

Check prepared 1 hour & 30

minutes after receipt of complete

documents

100% Summary

of Returned Check

prepared beyond 1 hour and 30 minutes after receipt of

complete documents

34 Encodes and Prints of Receipts (SM Collection)

100% printed receipts for SM collection 2 hours upon receipt

of e-mailed summary of payment from SM

100% or 18258/18258 printed receipts for SM collection 42 mins upon receipt of e-mailed summary of payment from SM

•

100% encoded and printed

receipts for SM collection 1 hour upon

receipt of e- mailed

summary of payment from

SM

100% encodede and printed

receipts for SM collection 1.5 hours upon receipt of e-

mailed summary of

payment from SM

100% Encoded and printed

receipts for SM collection 2 hours upon receipt of e-

mailed summary of

payment from SM

100% Encoded and printed

receipts for SM collection 2.5 hours upon receipt of e-

mailed summary of

payment from SM

Loose bill receipt not

issued

a. Loose Bill Receipts

100% Loose bill receipts issued within 5 minutes upon receipt

of payment

100% Loose bill receipts issued within 2 minutes upon receipt of payment

•

•

•

•

•

•

•

100% Loose bill receipts issued

within 3 minutes upon

receipt of payment



receipt of payment



receipt of payment



receipt of payment


within beyond 6 minutes upon

receipt of payment

b. Offical Receipts (OR)

100% of OR issued within 5 minutes upon receipt of

payment

100% 0r 6396/6396 OR issued within 5 minutes upon receipt

of payment

•

100% of OR

issued within 3 minutes upon

receipt of payment

100% of OR


receipt of payment

100% of OR


receipt of payment

100% of OR


receipt of payment

100% of OR


receipt of payment


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


c. Report of Accountablility of Accountable Forms

6 Report prepared within 5 working days of the succeeding

month

6 reports prepared within 2 days of the succeeding mon

th

•

•

•

•

•

•

•

•

•

6 report prepared within 3 working days

of the succeeding

month


of the succeeding

month


of the succeeding

month

6 report prepared within 8

working days of the succeeding

month

6 report prepared beyond 8

working days of the succeeding

month

35 Preparation of Summary of Checked Loose Bills Issued

5 Summary of Checked Loose Bills Issued prepared on the


5 Summary of Checked Loose Bills Issued prepared on the


•

5 Reports of loose bills

issued prepared on the 5th day of the

following month


issued prepared on the 7th day

of the following month


issued prepared on the 10th day of the following

month


issued prepared on


month


issued prepared beyond 15th


month

36 2. Preparation of Report of Loose Bill Receipts Binded

6 Report of Loose Bill receipt binded on the 15th day of the

following month

6 Report of Loose Bill receipt binded on the 15th day of the following month

•

6 Report of Loose Bill

receipt binded prepared on the 7th day of the

following month


receipt binded prepared on


month




month




month


receipt binded prepared


following month

37 Preparation of Certification / Summary of Annual Water Bill Receipts Issued

1 certification / Summary of Annual Water Bill Receeipts

issued prepared every 15th of January

1 certification / Summary of Annual Water Bill Receeipts

issued prepared every 15th of January

•

1 certification /

Summary of Annual Water Bill Receeipts

issued prepared every 15th of

January

-

-

-

1 certification /

Summary of Annual Water Bill Receeipts

issued prepared beyond 15th of

January

38 Disbursement of Checks

a. bank transactions

100% Check disbursements disbursed 3 days after date of

cheque

100% or 138/138 Check disbursements disbursed 2 days after date of cheque

•

100% Check

disbursements disbursed 3

days after date of cheque

-

-

-

100% Check disbursements

disbursed beyond 3 days after date of

cheque

b. Local Suppliers

100% Check disbursements disbursed 3 days after date of

cheque

100% or 184/184 Check disbursements disbursed 3 days after date of cheque

•

100% Check



-

-

-

100% Check



39. Preparation of Budget Utilization Slip (BUS)


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


100% of BUS prepared 3 days upon receipt of complete


100% or 1766/1766 of BUS prepared 1 day upon receipt of complete


•

100% of BUS

prepared 1 day upon receipt of


100% of BUS

prepared 2 days upon receipt of


100% of BUS

prepared 3 days upon receipt of


100% of BUS

prepared 4 days upon receipt of complete


100% of BUS

prepared beyond 4 days upon receipt of


40. Preparation of the Budget Utilization Registry

6 Budget Utilization registry prepared within 10 days from

receipt of the journals

6 Budget Utilization Registry prepared within 10 days from


•

6 Budget

Utilization registry



6 Budget




6 Budget


prepared within 10 days from receipt of the

journals

6 Budget


prepared within 15 days from receipt of

the journals

6 Budget Utilization

registry prepared

beyond 15 days from


41. Preparation of Statement of Budget Utilization

6 Statement of Budget Utilization prepared on the 10th

day of the succeeding month

6 Statement of Budget Utilization prepared on the 10th day of the succeeding

month

•

6 Statement of

Budget Utilization


succeeding month

6 Statement of

Budget Utilization


month

6 Statement of

Budget Utilization


month

6 Statement of

Budget Utilization


month

6 Statement of

Budget Utilization


succeeding month

42. Report of Capital Expenditures

6 Reports of Capital Expenditures prepared on the

30th day of the succeeding month

6 Reports of Capital Expenditures prepared on the

22nd day of the succeeding month

•

6 Reports of Capital

Expenditures prepared on the 15th day of the

succeeding month


Expenditures prepared on


month




month



the 31st day of the succeeding

month

6 Reports of

Capital Expenditures

prepared beyond 31st

day of the succeeding

month

43 Final Realignment for Budget Year 2015

Final realignment prepared on the 25th day of February, 2016

Final Realignment prepared on the 9th day of Feb. 2016

•

Final realignment


February, 2016

Final realignment prepared on

the 17th day of February, 2016





Final realignment

prepared beyond 29th

day of February, 2016


EAC

CBC

MCC

LUB

ABA

MBA

CMR

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

AVV


44 5-yr. Payroll Projection for the proposed additional Plantilla of Positions for DBM's approval

5-yr. Payroll projection for the Proposed additional Plantilla of

Positions for DBM's approval prepared within 7 days upon submission of final listing of positions from each division

5- yr. Payroll projection for the Proposed additional Plantilla

of Positions for DBM's approval prepared within 3

days upon submission of final listing of positions from each

division

•

5-yr. Payroll projection for the Proposed

additional Plantilla of

Positions for DBM's approval prepared within

3 days upon submission of final listing of positions from each division




5 days upon submission of final listing of

positions from each division




7 days upon submission of final listing of

positions from each division

5-yr. Payroll

projection for the Proposed


Positions for DBM's approval

prepared within 10 days

upon submission of final listing of positions from each division with 6 error

5-yr. Payroll

projection for the Proposed


Positions for DBM's approval

prepared beyond 10 days

upon submission of final listing of

positions from each division with 6 error

45 Report of disposition of Cash Balances

Report of Disposition of Cash Balance prepared on the 25th

day of March, 2016

Report of Disposition of Cash Balance prepared on the 4th

day of March, 2016

•

Report of

Disposition of Cash Balance

prepared on the 12th day of March, 2016

Report of

Disposition of Cash Balance prepared on

the 17th day of March, 2016

Report of


the 25th day of March, 2016

Report of


the 31st day of March, 2016

Report of Disposition of Cash Balance

prepared beyond 31st

day of March, 2016

46 Summary Report of CAN Incentive for 2015

Summary Report of CAN Incentive for 2015 prepared within 7 days after closing of prior year & approval of cash

balance disposition report

Summary Report of CNA Incentive for 2015 prepared within 3 days after closing of prior year & approval of cash

balance disposition report

•

Summary

Report of CAN Incentive for

2015 prepared within 3 days

after closing of prior year & approval of

cash balance disposition

report

Summary





report

Summary





report

Summary


2015 prepared within 10 days after closing of

prior year & approval of


report

Summary


2015 prepared beyond 10 days after closing of

prior year & approval of


report

47 Report of Budget & Actual Expenses 5 reports, prepared on the 30th

day of the succeeding month

5 reports, prepared on the 22nd day of the succeeding

month

•

6 reports


succeeding month

6 reports


month

5 reports,


month

6 reports

prepared on the 33rd day of the succeeding

month

6 reports prepared

beyond 33rd day of the succeeding

month

48 Submission of Statements of Assets, Liabilities and Networth (SALN)

Submitted SALN to HRD on or before the 30th day of March

Submitted SALN to HRD on or before the February 26, 2016 • • • • • •

• • • • • • • • • • • •

Submitted on

the 21st of March, 2016

Submitted on

the 22nd - 29th of March, 2016

Submitted on

the 30th of March, 2016

Submitted on the 1st - 19th day of April,

2016

Submitted on the beyond 19th day of April, 2016

49 Individual Performance Commitment and Review (IPCR) Rating

100% sumission of IPCR for July - December, 2015 on the 15th day

of January , 2016

100% sumission of IPCR for July - December, 2015 on the

8th day of January , 2016

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

100% submitted on the 10th day

of January, 2016

100% submitted on

the 11th - 14th day of January,

2016

100%

submitted on the 15th day of January, 2016

100% submitted on

the 16th - 24th day of January,

2016

100% submitted on the 25th day

of January, 2016


EAC

•

CBC

•

MCC

•

LUB

ABA

MBA

•

CMR

•

SHT

CLOA

HOR

EBP

BBB

CBA

CCV

LSU

EIA

EIC

JMB

•

AVV

NAC 5 4 3 2 1

Alloted Budget

50 Liquidation of Cash Advances

100% cash advance liquidated within the prescribed period

100% cash advance

liquidated within the prescribed

period

-

-

-

100% cash advance

liquidated beyond the prescribed

period

51 Monthly Accomplishment Report

100% of MAR submitted 3 working days of succeeding

month.

100% of MAR submitted 3 working days of succeeding

month.

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

•

100% of MAR submitted 1

working day of succeeding

month.


working days of succeeding

month.



month.



month.



month.

Rater's Comments and Recommendation for Development Purposes of Rewards/Promotion:

MNWD PERFORMANCE MANAGEMENT TEAM (PMT)

The above rating has been discussed with me by my Division Chief.

CRISTINA S. TADURAN EMMA A. CUYO Chairperson Member Member

VICENTE ANICETO D. RUBIO RONALD P. SARMIENTO Member Member

Name and signature of Ratee: VIRGILIO B. LUANSING I Position: Date:

Final Rating by: CESAR H. FEDERIZON

RICARDO B. FELIX III Position: General Manager Date: Member