2016

OPERATIONS MANUAL

MINDANAO DEVELOPMENT AUTHORITY

SERIES 2016

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TABLE OF CONTENTS

SECTION 1: INTRODUCTION ................................................................................................................................................... 4

1.1 MANDATES ..................................................................................................................................................................... 4 1.1.1 Vision ...................................................................................................................................................................... 4 1.1.2 Mission ................................................................................................................................................................... 4

1.1.4 Organizational Competency .............................................................................................................................. 5 1.1.6 Organization Structure ...................................................................................................................................... 8

1.2 MinDA Board .......................................................................................................................................................... 9 1.2.1 Composition....................................................................................................................................................... 9 1.2.2 Functions ......................................................................................................................................................... 10

1.3 Functions of Offices .............................................................................................................................................. 10 1.3.1 Office of the Chair ............................................................................................................................................ 10 1.3.2 Office of the Executive Director ...................................................................................................................... 11 1.3.3 Planning Policy and Project Development Office ............................................................................................ 12 1.3.4 Investment Promotion and Public Affairs Office ............................................................................................. 13 International Relations Division ..................................................................................................................................... 14 Public Relations Division ................................................................................................................................................ 15 1.3.5 Office of Area Coordination and Project Management ................................................................................... 15 1.3.6 Office for Finance and Administrative Services ............................................................................................... 20

SECTION 2: ORGANIZATIONAL STANDARDS ......................................................................................................................... 25

2.1 BUSINESS PROCESSES ...................................................................................................................................................... 25 2.1.3 Office of the Executive Director .......................................................................................................................... 27 2.1.4 PLANNING POLICY AND PROJECT DEVELOPMENT OFFICE .................................................................................. 39 II. Project Development Work Planning Cycle and Business Process ........................................................................... 40 PLANNING AND RESEARCH DIVISION ................................................................................................................................. 46 KNOWLEDGE MANAGEMENT FRAMEWORK FOR MINDA .................................................................................................. 48 POLICY FORMULATION DIVISION ....................................................................................................................................... 61 2.1.5 INVESTMENT PROMOTION AND PUBLIC AFFAIRS OFFICE ................................................................................... 69 IRD Business Process .......................................................................................................................................................... 77 DIVISION OPERATIONAL MANUAL OF THE PUBLIC RELATIONS DIVISION (PuRD) .............................................................. 78 2.1.6 Office of Area Coordination and Project Management ....................................................................................... 83 Office of Finance and Administrative Services ................................................................................................................... 88

2.3 JOB DESCRIPTION AND COMPETENCY REQUIREMENTS FOR OFFICERS AND EMPLOYEES ................................................................ 93 OFFICE OF THE CHAIRPERSON ............................................................................................................................................ 93 OFFICE OF THE EXECUTIVE DIRECTOR ................................................................................................................................ 98 OFFICE FOR PLANNING, POLICY FORMULATION AND INVESTMENT PROGRAMMING .................................................... 105 Planning Division............................................................................................................................................................... 106 Project Development Division .......................................................................................................................................... 113 POLICY ADVOCACY DIVISION ............................................................................................................................................ 121 KNOWLEDGE MANAGEMENT DIVISION ........................................................................................................................... 128 INVESTMENT PROMOTION DIVISION ............................................................................................................................... 141 INTERNATIONAL RELATIONS DIVISION ............................................................................................................................. 146 OFFICE FOR FINANCE AND ADMINISTRATIVE SERVICES ................................................................................................... 150

Accounting Unit ........................................................................................................................................................... 151 Budget Unit .................................................................................................................................................................. 155

ADMINISTRATIVE DIVISION BUSINESS PROCESS FLOW .................................................................................................... 157 Procurement and Property Management Unit ............................................................................................................ 160 DRIVERS POOL .............................................................................................................................................................. 161 Human Resource Management and Development Division ........................................................................................ 163

2.4 CODE OF ETHICS .......................................................................................................................................................... 164 2.5 DECORUM IN OFFICES ................................................................................................................................................... 164

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Grievance Machinery (GM). ............................................................................................................................................. 165 Committee on Decorum and Investigation ...................................................................................................................... 165 2.6 Standards of Customer/Client Service ............................................................................................................... 166

MINDANAO DEVELOPMENT AUTHORITY ..................................................................................................................... 166 SERVICE CHARTER ........................................................................................................................................................ 166

SECTION 3: HUMAN RESOURCE POLICIES ........................................................................................................................... 175

3.1 Recruitment Procedures ......................................................................................................................................... 175 Pre-employment Requirements ....................................................................................................................................... 178 3.1.2 Probationary Period ........................................................................................................................................... 178

3.2 PROMOTION ............................................................................................................................................................... 178 Promotion ......................................................................................................................................................................... 178 Promotions and Transfers ................................................................................................................................................ 178

3.3 RESIGNATION .............................................................................................................................................................. 179 3.3.1 Exit Interview ...................................................................................................................................................... 179

3.4 RETIREMENT ............................................................................................................................................................... 179 3.4.1 Pre-retirement Orientation ................................................................................................................................ 179 3.4.2 Retirement Documentary Requirements ........................................................................................................... 180 3.4.3 Pasasalamat Program ......................................................................................................................................... 180

3.5 ATTENDANCE AND TARDINESS 0 ...................................................................................................................................... 180 3.5.1 Attendance ......................................................................................................................................................... 180 Recording of Work Hours Rendered ................................................................................................................................. 181 3.5.2 Tardiness ............................................................................................................................................................ 182 Use of Pass Slip and Personnel Attendance Form ............................................................................................................ 182 3.5.5 Attendance Monitoring Report. ......................................................................................................................... 183 3.6 Leave of Absence/Type of Leaves ........................................................................................................................... 183

3.7 EMPLOYEES SALARIES AND BENEFITS ................................................................................................................................ 187 Payroll Information ........................................................................................................................................................... 187 Deductions ........................................................................................................................................................................ 187

3.8 PERFORMANCE REVIEW AND EVALUATION ........................................................................................................................ 187 Guidelines: ........................................................................................................................................................................ 188 Evaluation of Employees .................................................................................................................................................. 188 Method of Review: ........................................................................................................................................................... 188 Follow-Up: ........................................................................................................................................................................ 188 Performance Rating Guidelines ........................................................................................................................................ 189 Probationary Period .......................................................................................................................................................... 190 Purposes of Performance Ratings..................................................................................................................................... 190

3.10 AWARDS AND RECOGNITION .......................................................................................................................................... 190 3.10.1 PRAISE ............................................................................................................................................................ 190

3.11 OFFENSE AND SANCTION ............................................................................................................................................... 191 Sexual Harassment ........................................................................................................................................................... 191 Discipline and Dismissal .................................................................................................................................................... 192

3.12 PERSONNEL MECHANISMS ............................................................................................................................................. 192 3.12.1 Personnel and Selection Board ...................................................................................................................... 192 Committee on Decorum and Investigation ...................................................................................................................... 193 3.12.4 Committee on Grievance .............................................................................................................................. 193 3.12.5 Wellness and Sports Committee ................................................................................................................... 193

Health and Wellness Committee. ................................................................................................................................ 193 3.12.6 Employees Cooperative ................................................................................................................................. 193

4.8 LIBRARY SERVICES ........................................................................................................................................................ 194 SECTION 5: RECORDS MANAGEMENT ............................................................................................................................................. 194

Legal Framework (NAP Law) ............................................................................................................................................. 194 Disposal Program .............................................................................................................................................................. 200 Disposal ............................................................................................................................................................................. 208

PROCUREMENT AND PROPERTY MANAGEMENT UNIT ........................................................................................................................ 209

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GOVERNMENT PROCUREMENT ........................................................................................................................................ 210 Procurement Planning ................................................................................................................................................. 210 Project Procurement Management Plan (PPMP) ........................................................................................................ 210

Annual Procurement Plan (APP) ....................................................................................................................................... 211 Philippine Government Electronic Procurement System (PHILGEPS) .......................................................................... 212 Modes of Procurement ................................................................................................................................................ 212

Alternative Mode of Procurement ................................................................................................................................... 216 Terms and conditions for the use of Alternative methods ............................................................................................... 218 Delivery, Inspection and Acceptance ................................................................................................................................ 219

Delivery ........................................................................................................................................................................ 219 Inspection .................................................................................................................................................................... 220 Acceptance or Rejection of Deliveries of Goods .......................................................................................................... 222

Custodianship ................................................................................................................................................................... 224 Storage/warehousing ................................................................................................................................................... 224 Issuance and Utilization ............................................................................................................................................... 225

Issuance documents ......................................................................................................................................................... 227 Requisition and Issuance Slip (RIS)............................................................................................................................... 227

Recording for the Receipt, Issuance and Utilization of Supplies, Materials and Equipment ............................................ 229 Inventory Taking ............................................................................................................................................................... 232

Steps in Conducting Inventory Taking.......................................................................................................................... 232 Preparation of Inventory Reports ................................................................................................................................ 233 Witnessing the Inventory-Taking ................................................................................................................................. 233 Reconciliation of Property and Accounting Records.................................................................................................... 233 Disposition of Property held by deceased, Incapacitated, Absconding or Suspended Accountable Officers ............. 234

Disposal ............................................................................................................................................................................. 234 Guidelines in Disposal Inspection ................................................................................................................................ 234 Appraisal ...................................................................................................................................................................... 235

Modes of Disposal ............................................................................................................................................................ 241 Relief from Accountability ................................................................................................................................................ 243 Bonding of Accountable Officer ........................................................................................................................................ 243

PROCESS FLOW .......................................................................................................................................................................... 248 8.2 USAGE OF VENUES ....................................................................................................................................................... 249

8.2.1 Conference Room ............................................................................................................................................... 249 Use of Conference Rooms and Meeting Rooms .......................................................................................................... 249

8.4 MOTOR VEHICLES USE .................................................................................................................................................. 249 8.4.1 Transportation Request ...................................................................................................................................... 249

SECTION 9: SIGNATORIES OF ACCOUNTABLE DOCUMENTS AND FORMS ................................................................................................. 249 SECTION 10. GENERAL SUPPORT SERVICES ...................................................................................................................................... 253

Courier Services ................................................................................................................................................................ 253 Photocopying .................................................................................................................................................................... 253 Printing ............................................................................................................................................................................. 253 Transportation .................................................................................................................................................................. 253 Janitorial Services ............................................................................................................................................................. 253 Section 11. Security Services ............................................................................................................................................ 253

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Operations Manual

Section 1: Introduction

1.1 Mandates

1.1.1 Vision

The MinDA envisions itself to be the Strategic Planner, Policy Advocate, Enabler, and Resource Mobilizer, Manager of Knowledge to become the vanguard institution, composed of highly competitive and motivated individuals that provides strategic leadership in pursuing a peaceful, integrated and globally competitive Mindanao.

1.1.2 Mission

“A MinDA that leads and sets the standards for service excellence, good governance and inclusive leadership in achieving the aspirations and vision of all Mindanawons for a peaceful, integrated and globally competitive Mindanao.”

Our mission is to serve as Mindanao’s lead agency in coordinating and integrating development efforts that bring about accelerated socio-economic development of Mindanao. We shall carry out this mission through the active and extensive participation of all sectors in this development process. We are committed to upholding standards for service excellence, good governance and inclusive leadership in achieving the aspirations and vision of all Mindanawons.

1.1.3 MinDA is guided by the following set of core values:

Facilitative - MinDA provides a venue for the resolution of issues and mediation of varied insights in order to reach a consensus that cater to the best interest of all project stakeholders.

Fast, Timely Action - MinDA strives to avoid bureaucratic delays and to serve all stakeholders within a reasonable timeframe.

Efficiency and Effectiveness - MinDA’s aims to produce results while making the best use of resources including the sustainable use of natural resources and the protection of the environment.

Promoting Equity, Inclusiveness, Social Cohesion, Peace, and Development – MinDA’s believes that all groups, particularly the most vulnerable, should have opportunities and a stake in improving their well-being. MinDA promotes the mainstreaming and bonding of communities. The equitable distribution of the gains of development among all sectors of the society is essential to the attainment of peace and security. The following general guidelines are observed especially in peace and development programs:

“Do no harm.” Activities should not promote conflict, discriminate or exclude, nor lead to health or environmental problems.

Be participatory, culturally–sensitive and culturally appropriate.

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Be consistent with Sphere Standards (Humanitarian Charter and Minimum Standards in Disaster Response) and Mindanao Emergency Response Network’s (MERN) Code of Ethics.

Integrate the promotion of human rights and the Culture of Peace in all undertakings.

For community level projects (livelihood, water, sanitation,etc.), apply Peace and Conflict Impact Assessment (PCIA) tools.

Exemplary Leadership – Owing to the Council’s leadership, MinDA has gained the trust and confidence of Mindanao stakeholders and is regarded as an influential voice in matters relevant to Mindanao’s development. MinDA also promotes leadership among project stakeholders, giving them the opportunity to influence people.

Strategic and Pro-active Role in Development – MinDA maintains a strategic role as the only Mindanao-wide government body mandated to promote Mindanao’s development. This enables it to look at the island’s development in a macro perspective. It also takes a pro-active role by initiating changes and innovations in the development strategies in response to present events, either positive or negative.

Sustainability - MinDA ensures that beneficiaries enjoy the gains and benefits of a particular project even beyond the project’s life through the application of sustainability mechanisms including the implementation of successor interventions and adoption of a forward-looking approach in all the programs and projects it coordinates and manages.

1.1.4 Organizational Competency

The MinDA has identified the following core competencies by which it should be known to the external environment, thereby describing the manner by which all members work in order to perform the organization’s mandate. Strategic Thinking This refers to a holistic understanding of MinDA and its environment, and is reflected in the following key behaviors: Ability to explain how different problems and issues in Mindanao are connected with each other, how they influence each other, and what effect one solution in a particular area would have on other areas Using intuition and creativity to question concepts, perceptions, and assumptions, and to come up with alternative solutions to issues by developing, putting together, or recombining ideas Formulating a view of the future for Mindanao, of MinDA, and of how the development partners work together to achieve that vision Strategic Partnerships This competency reflects the recognition that the role of MinDA is to lead the integration of development efforts in Mindanao by bringing together strategically positioned development partners. This is demonstrated in the following behaviors: Identifying key stakeholders whose efforts will result in greater impact on the development environment in Mindanao Establishing harmonious working relationships with these key development stakeholders in Mindanao so they will work towards an integrated picture of a better future

1.1.5 General Functions

Section 6. Powers and Functions of the MinDA. - In the exercise of those activities which are Mindanao-wide and/or Mindanao-specific in character, the Authority shall have the following powers and functions:

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(a) Formulate an integrated development framework for Mindanao that is consistent with the peace and development initiatives of the national government, as far as practicable;

(b) Integrate, prioritize, program and implement, whenever allowed and authorized by applicable laws, Mindanao-wide, inter-regional and region-specific programs, activities and projects with Mindanao-wide impact, including Official Development Assistance (ODA) projects, subject to such limitations prescribed by existing laws, rules and regulations;

(c) Recommend to and, whenever necessary, call upon the proper agencies on the technical support, physical assistance and, generally, the level of priority to be accorded to agricultural, industrial, commercial, and infrastructure, environmental, and technological programs and projects soliciting or requiring direct or indirect help from or through the national government or any of its instrumentalities;

(d) Advocate to the constituents of Mindanao, their elected representatives in Congress and the national government, national policies that will foster the integrated and balanced development of Mindanao;

(e) Promote and facilitate investments in any field that would enhance the socioeconomic development of Mindanao and uplift the living standards of the people and their socio-political activities in close coordination with agencies primarily mandated to undertake such functions;

(f) Explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects and activities;

(g) Coordinate and facilitate the extension of necessary planning, management and technical assistance to prospective and existing investors, complementary and in support of agencies primarily mandated to execute such functions;

(h) Establish a comprehensive and integrated database on Mindanao and the BIMP-EAGA needed for planning and decision making;

(i) Monitor, evaluate and formulate recommendations in the implementation of Mindanao-wide and/or Mindanao-specific inter-regional development programs, activities and projects.

(j) Provide strategic direction for Mindanao;

(k) Establish appropriate mechanisms to ensure the timely implementation of Mindanao-wide and/or Mindanao-specific inter-regional projects, whenever necessary, as far as practicable, including, but not limited to, public-private partnership;

(l) Review and recommend for approval by the National Economic and Development Authority (NEDA) Board such Mindanao-wide and Mindanao-specific inter-regional programs, projects, and plans by the national government and donor agencies subject to existing laws, rules and regulations;

(m) Act as the official and permanent Philippine Coordinating Office for BIMP-EAGA (PCOBE) and as lead agency of the government in coordinating the formulation and implementation of policies and programs including, but not limited to, the following:

(1) Coordinate with relevant stakeholders in all policy deliberations concerning the BIMP-EAGA;

(2) Initiate and coordinate the establishment of the BIMP-EAGA desks in concerned national agencies, local government units and private enterprises;

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(3) Advocate for the adoption/approval of policies, initiatives and strategies that will enhance the country's participation in the BIMP-EAGA;

(4) Initiate and facilitate sourcing of technical and other forms of assistance to BIMP-EAGA projects/initiatives and ensure efficient and effective support services for the Philippines' BIMP-EAGA operations and coordinate budgetary requirements for this purpose;

(5) Monitor developments in the BIMP-EAGA and follow-through agreements entered into by the Philippine parties;

(6) Represent and strengthen the participation of the Philippine-focus areas for the BIMP-EAGA which are Mindanao and Palawan;

(7) Closely coordinate with the private sector in all policy deliberations concerning the BIMP-EAGA;

(8) Act as a databank for the BIMP-EAGA and other related matters by collecting, consolidating and processing them for dissemination to various groups; and

(9) Formulate and develop new plans and/or programs for the Philippine participation in the BIMP-EAGA based on the consensus of the BIMP-EAGA Clusters and Working Groups and/or Heads of State, Singing Ministers and Senior Officials.

(n) Receive and administer donations, contributions, grants, bequests or gifts, in cash or in kind, from foreign governments, international agencies, private entities and other sources, including ODA, to be used in the development of Mindanao, subject to existing laws, rules and regulations;

(o) To sue and be sued, enter into contracts, acquire, purchase, hold, lease, transfer, dispose of property of any kind or nature to carry out the purposes to this Act; and

(p) Discharge other functions that may be deemed necessary or as may be provided by law.

The Authority, through the MinDA Chairperson, shall submit to the President and both Houses of Congress annual reports on its accomplishments and activities.

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1.1.6 Organization Structure

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Section 12. Organizational Structure. - The Chairperson shall determine the organizational structure, staffing pattern and pay scales of the Authority subject to existing civil service and compensation laws. The Chairperson may reorganize the Authority and may create or abolish divisions, units or branches therein as the exigencies of the affairs of the Authority may require.

1.2 MinDA Board

1.2.1 Composition

Section 9. Board of Directors. - The Authority's overall directions and thrusts shall be provided and approved, unless provided otherwise in this Act, by the MinDA Board of directors, hereinafter referred to as the Board. It shall be composed of the following members:

(a) The MinDA Chairperson;

(b) The Chairpersons of the Regional Development Councils (RDCs) of Regions IX, X, XI, XII and XIII and the Regional Economic Development and Planning Board (REDPB) of the ARMM;

(c) A Senator, upon designation by the Senate President, who shall be an ex officio member;

(d) The Chairperson of the House Committee on Mindanao Affairs, who shall be an ex officio member;

(e) The Chairperson of the House Committee on BIMP-EAGA Affairs, who shall be an ex officio member;

(f) A Mindanao Local Chief Executive (LCE) designated by the Union of Local Authorities of the Philippines (ULAP);

(g) The President of the Mindanao Confederation of Governors, City Mayors and Municipal Mayors League Presidents;

(h) The Administrator of the Southern Philippines Development Authority (SPDA);

(i) The Head of the Office on Muslim Affairs (OMA) or its successor-in-interest; and

(j) The three (3) representatives from the private sector to be appointed by the President, upon the recommendation of the Board comprising of one (1) representative each from the:

(1) Mindanao Business Sector;

(2) Mindanao Academic Sector; and

(3) Mindanao Non-government Organization (NGO) Sector.

The term of the three (3) representatives from the private sector shall be six (6) years: Provided, That at the initial appointment of such members, the second member to be appointed shall only serve a term of four (4) years and the third member to be appointed shall only serve a term of two (2) years: Provided, further, That they shall continue to hold office until their successors shall have been appointed. All vacancies, prior to the expiration of the term, shall be filled for the unexpired term only.

Members of the Board shall receive a per diem of not more than Five thousand pesos (P5,000.00) for every Board meeting: Provided, however, That the per diem collected per month does not exceed the equivalent of four (4) meetings: Provided,

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further, That the amount of per diem for every Board meeting may be increased by the President but such amount shall not be increased within two (2) years its last increase.

1.2.2 Functions

The Board shall have the following functions:

(a) Provide direction and guidance for the Authority's work and thrusts for Mindanao;

(b) Ensure that the goals and policies of the Authority are consistent with the overall national development goals and objectives;

(c) Ensure that the programs of the Authority are consistent with regional and local development plans, programs and projects and vice versa for purposes of harmonization;

(d) Explore sources for financing of priority Mindanao-wide and/or Mindanao-specific inter-regional plans, programs, projects and activities;

(e) Create committees/task forces as may be deemed necessary in the accomplishment of duties and functions;

(f) Determine schedules, establish voting procedures, criteria for the constitution of a quorum and other rules and regulations in the conduct of Board meetings; and

(g) Perform such functions as may be necessary to carry out the purposes of this Act.

1.3 Functions of Offices

1.3.1 Office of the Chair

Section 7. Chairperson. - The MinDa Chairperson shall be appointed by the President of the Philippines with a Cabinet rank and shall act as the Head of office. He/She shall serve a term of six (6) years from the date of his/her appointment unless removed for cause: Provided, That no person shall be appointed as Chairperson unless he/she is a holder of a degree in law or a masteral degree in any of the following fields: economics, business, public administration, law, management or their equivalent and have at least ten (10) years relevant experience in said fields: Provided, further, That he/she shall be a resident of Mindanao for at least (5) years before the appointment: Provided, finally, That he/she shall also be the Philippine Senior Official for BIMP-EAGA and shall likewise be an ex officio member of the NEDA Board and the Tourism Infrastructure and Enterprise Zone Authority (TIEZA) Board.

The Chairperson shall have the following duties and functions:

(a) Call and preside meetings of the Board and see to it that the policies, programs and rules and regulations are implemented properly;

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(b) Call on formidable players in the formulation and implementation of a comprehensive and integrated development plan for Mindanao, investment programs and the preparation of investment programming priorities, annual reports and other pertinent documents approved by the Authority;

(c) Identify solutions to key issues and concerns, taking into account related risks, affected parties and impact, in coordination with the Board and key stakeholders;

(d) Advocate the Authority's work among the various concerned sectors and stakeholders;

(e) Call on any agency, group, individual member of the Board, local government unit, and host community to address issues and concerns relating to implementation of major programs, projects and activities;

(f) Supervise the monitoring and timely implementation of Mindanao-wide and/or Mindanao-specific inter-regional programs, projects and activities;

(g) Endorse to the Board all policy recommendations, plans and programs for approval;

(h) Represent the Board in regular and special Cabinet meetings;

(i) Convene the BIMP-EAGA Advisory Board to discuss issues and concerns and recommend policies and programs to ensure the widest participation of Mindanao and Palawan in the BIMP-EAGA;

(j) Accept, on behalf of the Authority, donations, contributions, grants and bequests or gifts, in cash or in kind, from members, foreign governments, international agencies, private entities or any individual for purpose that will realize the functions of the Authority;

(k) Supervise administrative operations including disbursement of any fund of the Authority, subject to the usual accounting and auditing procedures, and submit reports thereon;

(l) Execute and administer the policies and measures approved by the Board;

(m) Appoint all employees of the Authority, and remove, dismiss or otherwise discipline for cause, such employees in accordance with the standard guidelines for recruitment, employment, and discipline in the Civil Service Code;

(n) Represent the Authority in all dealings with other offices, agencies, and instrumentalities of the government and with all persons and entities, public or private;

(o) Sign agreements and/or contracts on behalf of the Authority, including those for expert and consultant services and other reports of accountabilities emanating from the Authority; and

(p) Perform such other functions that the Board may direct to carry out the provisions of this Act.

1.3.2 Office of the Executive Director

Section 8. Executive Director. - An Executive Director shall be appointed by the President of the Philippines upon recommendation by the Chairperson: Provided, That no person shall be appointed as Executive Director unless he/she is a holder of a degree in any of the following fields: economics, business, public administration, law, management or their equivalent and have at least five (5) years relevant experience in said fields: Provided, further, That he/she shall be a resident

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of Mindanao five (5) years prior to his/her appointment and has the requisite eligibilities for third level career service position pursuant to the career executive rank system: Provided, finally, That he/she shall reside in Mindanao during his/her incumbency.

The Executive Director shall assist the Chairperson in carrying out the functions of the Authority and shall, likewise, serve as the Secretary of the Board.

1.3.3 Planning Policy and Project Development Office

OFFICE FOR PLANNING, POLICY FORMULATION AND INVESTMENT PROGRAMMING The Office for Planning, Policy Formulation and Investment Programming shall be the lead office in performing the

Authority’s functions in the areas of development planning, investment programming, development Monitoring & Evaluation, project development, knowledge management, policy research and advocacy for Mindanao.

Its functions include: A. Facilitate and coordinate the formulation and updating of an integrated strategic development framework for

Mindanao and the production of the Annual State of Mindanao Report; B. Integrate, harmonize, prioritize and program inter-regional and Mindanao-wide programs, and projects including

Official Development Assistance (ODA) projects; C. Facilitate the formulation and updating of the Mindanao Investment Program (MIP) in coordination with other offices

within the Authority; D. Conceptualize, prepare, develop, review and evaluate program and project proposals that are interregional,

Mindanao-wide and intersectoral in scope for possible foreign and local assistance in close coordination with other Authority Offices and appropriate government agencies.

E. Review and evaluate project proposals submitted to NEDA Board for approval. Such project proposals may include

Mindanao projects as well as projects that are nationwide in scope but with Mindanao component. F. Explore sources for financing priority Mindanao-wide and/or Mindanao-specific inter-regional programs, projects, and

activities in coordination with other offices within the organization; G. Coordinate with funding institutions and partner agencies on the finalization of project documents and institutional

arrangements for committed projects that are interregional, Mindanao-wide and intersectoral in scope. H. Monitor, assess, and evaluate the impact and contribution of various inter-regional and Mindanao-wide programs,

and projects, Official Development Assistance (ODA) projects and other development interventions with respect to their alignment with the Mindanao framework and priorities, in coordination with other offices within the Authority;

I. Coordinate various sectoral concerns and initiatives with concerned agencies, industries and other groups to facilitate

the improvement of key sectors towards contributing to peace and development in Mindanao; J. Coordinate with various offices/agencies in doing research and critical analysis on policy support measures that would

enhance Mindanao’s competitiveness in the global market;

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K. Formulate, develop, and update the Mindanao research and policy agenda in close collaboration with the Mindanao stakeholders;

L. Advocate key policies and proposed legislations needed for fast-tracking peace and development of Mindanao; M. Identify, facilitate, and coordinate the conduct of development and policy researches and studies critical to

Mindanao’s peace and development; N. Build and strengthen partnerships with various research institutions and advocacy groups in Mindanao; O. Act as databank for Mindanao and the BIMP-EAGA and other related matters by collecting, consolidating, and

processing them for dissemination to various groups; P. Perform secretariat functions to concerned related bodies and mechanisms of the Office such as the Mindanao

Lawmakers Association (MLA); and Q. Provide technical assistance to the Chair on MinDA’s membership to the Tourism Infrastructure and Enterprise Zone

Authority (TIEZA) Board and the NEDA Board. R. Take the lead in managing the organization’s Knowledge Management Strategic Framework, Plans and Programs, and

Information systems aimed to facilitate data acquisition, generation and the effective use of information; S. Act as the lead repository of Mindanao-related Knowledge Products and serve as the clearing house of the

organization-generated information; T. Establish access and linkages with relevant national government, multi-lateral, bilateral and international bodies and

agencies on Mindanao-oriented, spatial-based information systems; U. Coordinate with other government agencies and establish linkages with other KM-related institutions on the effective

use of KM for Mindanao’s development; V. Advocate the use of relevant information and Communications Technology (i.e. Social Media) in the delivery and

access of information vital to Mindanao’s development including strengthening the organization’s online presence.

1.3.4 Investment Promotion and Public Affairs Office

Investment Promotion Division In line with the Mindanao Development Authority’s (MinDA) mandate of promoting investment and trade opportunities and

its broader effort of accelerating development in Mindanao. The Investment Promotion Division shall primarily be responsible in facilitating various investment promotion activities and marketing efforts for Mindanao in close partnership with government-line agencies and private sector individuals, groups and associations.

1. Establish an investment facilitation center within MinDA that will carry out investment promotion and other

investment facilitation-related activities; 2. Provide investor facilitation services to a number of existing and prospective investors who expressed their interests

to do business in Mindanao. Services rendered may include business information, knowledge and advisory services, identification of potential investment sites and linkage and referral with local government units and local businessmen.

3. Consolidate portfolios on specific investment projects, opportunities and targets in Mindanao. 4. Promote and market Mindanao-wide and/or inter-regional investment opportunities.

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5. Encourage and facilitate the conduct of incoming and outgoing trade and investment missions that require Mindanao-

wide participation. 6. Conduct of investment-related conferences, fora and policy roundtables. 7. Develop and implement institutional branding/positioning strategies for the Authority to help promote a common

identity, recall and understanding of the Authority’s key role and its initiatives for Mindanao and BIMP-EAGA; 8. Coordinate with partner agencies in assisting Mindanao private sector stakeholders to gain access to foreign markets,

as well as to needed technology and business skills taking advantage of its membership in the BIMP-EAGA sub-regional cooperation;

9. Establish a strong network linkage with sub-regional and international business organizations, as well as diplomatic

offices in the facilitation of investments; 10. Assist Mindanao-based companies during the market matching sessions with potential trade partners.

International Relations Division

General Function: The International Relations Division handles • With MinDA as the secretariat functions as the Philippine Coordinating Office for BIMP-EAGA, the IRD provides

technical support and handles as well as coordination efforts with development partner Philippine-EAGA lead agencies, and BIMP-EAGA Development Partners (i.e. ADB, ASEAN, and other country dialogue partners), private sector and LGUs in other regional and sub-regional groupings with the aim of enhancing trade, tourism and investments opportunities of Mindanao and Palawan. (as part of BIMP-EAGA).

• In close coordination with concerned National Line Agencies (NLAs), it shall also provide the platform to engage Mindanao economy with external economies with the end view of attaining tangible benefits from external trade, international economic cooperation and external assistance

Specific Functions: • Provide technical inputs and guidance to P-EAGA lead agencies, particularly in advancing P-EAGA Priority PAPs • Coordinate policy support measures and monitor progress of P-EAGA Priority PAPs • Monitor, evaluate and analyze international trade situations, policies and strategies, to promote Mindanao’s external

trade (exports of goods and services) • Establish strong relations with counterpart offices / divisions of NLAs • Build networks with local and foreign attaches (i.e. trade/commercial, tourism and agriculture, among others), as well

as embassy officials • Provide inputs to bilateral trade negotiations and lobby for specific trade policies to enhance Mindanao’s export

competitiveness • Coordinate visits of official / government economic delegation from overseas to Mindanao The IRD has the following areas of concentration: • International Trade • Globalization • Regional economic integration • International economic relations • Technical cooperation

15

Public Relations Division

General Function: The Public Relations Division handles the development, implementation, monitoring and evaluation of

various communication and outreach strategies designed to promote and generate awareness of Mindanao and BIMP-EAGA initiatives. Specifically, it manages the public relations requirements of the Authority through image building/branding, marketing campaigns, strategic communication planning, multi-media production, media relations and constituency-building.

1.3.5 Office of Area Coordination and Project Management

Rationale: The Mindanao Development Authority recognizes the paramount importance of the active participation of all stakeholders of Mindanao in the over-all in peace and development of Mindanao. In this regard, the Office for Area Concerns and Project Management (OACPM) serves as MinDA’s direct link to various sectors and stakeholders in the area and ensure stronger coordination with the local government units, strategic area-based partners including the respective Congressional Representatives. The OACPM also serves as the MinDA’s facility for monitoring and timely feedback and response mechanism on issues and concerns on the ground that needs to be reported and/or addressed by the Mindanao Development Authority. Basically, OACPM’s main functions are Area Concerns Management as well as Project Management. These two (2) main functions are further specified as follows:

Functions

The functions of the OACPM are as follows:

Assist in dealing with all issues and concerns that may arise in relation to the implementation of MinDA’s initiatives and efforts in the attainment of its mandates;

Support and monitor programs, projects and other related government and private sector activities that promote social cohesion and establishment of strong Mindanao constituency;

Maintain strong partnership with private sector and government agencies as well as other peace and development partners in Mindanao;

Ensure a mechanism of coordination and convergence of efforts for a quick response activities and initiatives;

Assist in “unclogging bottlenecks” that may impede growth and development in affected areas to ensure a suitable climate for investments, in close coordination with all concerned stakeholders,

Recommend to the Chairman assistance to local government units (LGUs) and strategic partners, industries and sectoral groups on matters requiring the attention of the MinDA and/or the national government agencies;

Monitor timely implementation of interregional government and Mindanao-wide impact project in complementation and/or coordination with concerned office(s) of MinDA;

16

Ensure that specific directives and commitments of the Chairman in the area be implemented;

Liaise with development partners and other concerned government offices for visiting national or foreign dignitaries whenever necessary;

Sustain coordinative efforts on development security in the area;

Recommend measures and appropriate strategies deemed necessary to further enhance MinDA’s operations at the field level;

Provide the Chairman with regular report and timely analysis and/or recommendations on related issues and concerns affecting the areas; and

Perform other functions as may be directed by the Superiors. Area Management Offices (AMO)

The OACPM, in its effort to maintain an office that is truly responsive to the needs of the Mindanao constituency, decentralized its functions through the Area Management Offices (AMOs). Technically, AMOs are considered as Divisions under the OACPM. The AMOs regularly provides validated and grounded updates/reports from the area. AMOs shall serve, among others, as ready resource for MinDA in terms of representation and presence on the ground.

Specifically, the geographical coverage of each AMO follows the geographic clustering as deemed operationally sensitive and responsive by MinDA, to wit:

Western Mindanao (Official Station: Zamboanga City) Covers the provinces of Zamboanga del Sur, Zamboanga del Norte, Zamboanga Sibugay and the ARMM island provinces of Sulu, Basilan and Tawi-tawi. Including the cities of Dapitan, Dipolog, Pagadian, Zamboanga and Isabela.

Northern Mindanao (Official Station: Cagayan de Oro City) Covers the provinces Bukidnon, Camiguin, Misamis Oriental, Misamis Occidental, Lanao del Norte and Lanao del Sur of ARMM. Including the cities of Cagayan de Oro, Gingoog, Malaybalay, Valencia, Iligan, Tangub, Oroquieta, Ozamis and Marawi.

Northeastern Mindanao (Official station: Butuan City) Covers the provinces of Agusan del Norte, Agusan del Sur, Surigao del Norte and Surigao del Sur, Davao del Norte, Davao del Sur, Davao Oriental, Compostela Valley. Including the cities of Butuan, Surigao, Bislig Tagum, Mati, Island Garden City of Samal.

Southeastern & Central Mindanao (Official Station: Koronadal City) Covers the provinces of North Cotabato, Sultan Kudarat, South Cotabato, Sarangani, Davao Occidental and Maguindanao of ARMM. Including the cities of Cotabato, General Santos, Davao, Digos, Kidapawan, Koronadal.

OACPM-wide Operations Support Unit

The OACPM-wide Operations Support Unit (OSU) serves as the operations service center of the Area Management Offices. In effect, the Unit facilitates and compliments the technical, administrative and logistical requirements of the AMOs.

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The OSU is jointly managed by the heads of the Area Management Offices. By virtue of the Special Order, the Chief of the AMO-NM acts as the consolidator of the Area Concerns Management while the Chief of AMO-NEM acts as the consolidator of the Project Management.

18

Office of the Executive Director

(USEC JANET M. LOPOZ, CESO I)

AMO – WM OIC – Olie B. Dagala - DMO V Rogelio R. Visitacion – (JO-Tech) Jean Paul C Tolentino (JO - Tech) Jeva K. Salimin (JO - Admin) Erica Pabalinas (JO - Admin) Omar A. Iraji (JO – Driver)

AMO – NM Chief: Olie B. Dagala -DMO V Lordilie S. Enjambre – DMO III Diosa Mae Andot – DMO II Wilson Jan R. Mabale – JO Tech) Rommel C. Cabilogan – JO Driver

AMO – NEM Chief: Cecilia D. Triño DMO V Rachael L. Aguaviva – DMO II Dhonna Marie D. Serapio – JO Admin

Xhandy P. Duro – JO Driver

AMO – SCM Chief: Gerardo Ramon Cesar B. Reynaldo – DMO V Carlos J. Cerezo – DMO III Gilbys M. Dequito– JO Tech Ronald V. Velasquez– JO Tech Alta Gay Y. Budiongan– JO Admin Archie D. Daanoy– JO Driver

OACPM-Wide Operations Support Unit

Mercy B. Barrios – DMO II Gina Ruth Capulong – DMO I

Flavia C. Prieto – AA - IV

Office of the Deputy Executive Director

OACPM Organizational Structure

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The OACPM’s Business Process Chart

The flow of instructions/directives may come directly from the either from the OC/OED/ODED or may be received from the respective area-based offices as indicated by the “terminator” symbol of the flowchart above;

Incoming and Outgoing documents/communications shall be formally recorded and transmitted to the Joint AMO Heads; If YES it will go through the process of Completed Staff Work. If NO then the appropriate communication will be made back to the Record Desk.

The main task shall be the conduct of completed staff work (CSW) by the concerned AMO. Notedly, the respective AMOs may have its peculiarities on the conduct of CSW as indicated by the “predefined process” symbol in the flowchart.

The Management Team Heads or the concerned AMO Head shall ensure compliance to the directive, instructions, requests and the like following the agreed number of days requirement, and

The usual process of recording the incoming and outgoing documentation of action are observed at the levels of AMO as well as the OACPM-wide Operations Support Unit.

NO

YES

AMO WM

AMO NEM

AMO SCM

AMO NM

CSW

OSEC / ODED / DED

directives / instructions

Partners / LGUs/ Stakeholders / Clients

OACPM Records Desk (all incoming / out-going

communications)

OACPM Joint

AMO Heads

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Basically, the main functions of the Office of Area Concerns and Project Management are the following:

1. Area Concerns Management which is anticipatory, strategic management that helps organization detects and

responds appropriately to emerging trends or changes in the socio-political environment. It is commonly described as having a lifecycle comprising five stages-early, emerging, current, crisis and dormant. These concerns, trends or changes may crystallize into an “issue,” which is a situation that evokes the attention and concern of influential organizational public and stakeholders. It is stewardship for building, maintaining and repairing relationship with stakeholders and stake seekers.

2. Project Management which is a process and activity of planning, organizing, motivating, and controlling resources, procedures and protocols to achieve specific goals in scientific or daily problems. A project is a temporary endeavor designed to produce a unique product, service or result with a defined beginning and end (usually time-constrained, and often constrained by funding or deliverables) undertaken to meet .unique goals and objectives, typically to bring about beneficial change or added value.

1.3.6 Office for Finance and Administrative Services

OFFICE FOR FINANCE, ADMINISTRATIVE AND OTHER SUPPORT SERVICES This office shall provide administration, finance, and other support services to the Authority through the following: 1. Financial Management Services

Financial Management Division engages the budget cycle of the government from budget preparation, budget authorization of the ensuing year to budget accountability simultaneous with the execution of fund allocation from the Department of Budget and Management for the current year. It implements policies, systems and procedures to ensure the proper and judicious use of resources as well as resources (grants) provided for by donor-partners for various peace special projects in Mindanao. To carry out this function, the Accounting, Budgeting and Cashiering Units shall perform the following services:

A. Accounting

• Prepare periodic financial reports under the electronic New Government Accounting System (eNGAS); • Maintain general ledger and subsidiary accounts to ensure accurate and reliable financial reports; • Monitor/facilitate timely and accurate submission of mandatory records, reports and other requirements to

the Office of the President, Department of Budget and Management, Commission on Audit, Bureau of Internal revenue, Congress and Senate of the Philippines;

• Maintain Donor Agency-prescribed financial management system for foreign-assisted projects or special local accounts under the management of the Authority;

• Provide analysis of financial transactions for the use and guidance of the management and staff • Prepare monthly premium remittance report to GSIS, PHIC and HDMF; • Check and verify correctness of various documents such as Payroll, Itinerary of Travel and other related

financial documents; • Conduct internal pre-audit activities for various financial transactions to ensure completeness of supporting

documents and accuracy in computations;

B. Budgeting

• Facilitate and monitor release of Notices of Cash (NCAs) from DBM for the current year and report to higher management issues and concerns, if any;

• Monitor issuance of yearly Budget Circular, Special Allotment Release Order (SARO) from DBM;

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• Maintain and update records and reports and monitor status of funds, special local accounts or project funds from donor-partners under the oversight and/or management of the Authority;

• Prepare periodic reports such as Registry of Allotments, Obligations and Notice of Cash Allocation, Statement of Allotments, Obligations and Balances, Cash Program Reports and Accounts Payable;

• Propose and submit realignment of budget allocation, if necessary; • Facilitate preparation of budget proposal for the ensuing year in coordination with the Planning Office. • Facilitate defense of budget proposal for the ensuing year in the Department of Budget and Management,

House of Representatives and the Senate; and • Monitor approval of the budget for the ensuing year and report to higher management in case there is delay

and/or shift to re-enacted budget. • Closely coordinate with the Organizational Performance Division for office planning, budget review, and

monitoring and evaluation of office PAPs. C. Cashiering

• Anchor the receipts and disbursements of funds, special local accounts or funds from donor-partners for special projects under the oversight and/or management of the Authority;

• Prepare periodic reports such as Disbursement, Accountability for Accountable Forms, Cancelled Checks, Checks Issues, Cash Report, Collections and Deposits and other related reports as required by the Commission on Audit, Bureau of the Treasury and Land bank of the Philippines;

• Custodian of auditable records of Disbursement Vouchers and all related documents supporting receipts and disbursements of funds.

2. Procurement and Property Management This Division focuses on the establishment and implementation of systematic processes in the acquisition, maintenance and

disposition of office properties. Specific functions are as follows:

Procure supplies and materials through open quotation, emergency purchase and/or bidding in accordance with RA 9184 and/or other donor partners procurement procedures;

Facilitate property disposal through bidding process in accordance with RA 9184 and/or other donor partners procedures;

Maintain updated directory of accredited and pre-qualified suppliers of goods, office equipment, and consultancy (technical services) services (e.g. local service providers), among others as deemed necessary for the smooth operation of the Authority including programs and projects under its oversight;

Maintain auditable records of incoming/outgoing supplies and materials;

Maintain Subsidiary Cards for all assets of the Authority;

Prepare periodic reports such as Report on Waste Materials, Inventory Reports and other related documents;

Prepare periodic report of purchases for submission to the Bureau of Internal Revenue

Conduct regular in-house audit of all assets of the Authority;

Facilitate repair and maintenance of office equipment, vehicles and furniture and fixtures; and

Assist in the preparation of various reports/documents to support Annual Budget Proposal of the Authority.

3. General Logistical Services This involves provision of transportation, janitorial, security and messengerial services to the Authority. 4. Human Resource Management and Development This Division focuses on the establishment, administration and maintenance of programs, policies, and mechanisms in the

areas of Recruitment, Selection and Promotion, Career Development, Separation, Employee Welfare, Performance

22

Evaluation, Rewards and Incentives, Compensation and Benefits, Human Resource Information System and Employee Relations. It also focuses in the design and delivery of learning to improve the performance of personnel within the organization.

A. Human Resource Management A.1 Recruitment, Selection, Promotion and Other Personnel Actions – Institutionalize recruitment, selection and promotion

of officials and employees where entry is based on merit and fitness to help build and maintain a competent, professional and highly motivated personnel.

Establish and maintain a comprehensive recruitment and selection system;

Update and maintain database of qualified candidates to provide future reference in the filling up of positions;

Establish a Merit Promotion Plan and other personnel actions at all levels;

Establish and maintain Systems of Ranking Position. A.2 Separation ( Transfer, Resignation and Retirement ) – Determine percentage of labor turnover in terms of transfers,

resignations and retirement and identify its underlying causes that will serve as inputs in policy formulation and enhancement.

Continuously evaluate exit interview instruments;

Conduct exit interview for employees about to retire, resign, transfer or separate from the agency to obtain feedback on how to improve systems that contribute to organizational productivity and performance;

Maintain statistical data on accession and separation A.3 Employee Welfare – Institutionalize programs and projects that will help maintain a healthy and high-spirited workforce.

Establish and maintain linkages with health institutions and other related organizations for the implementation of health and wellness programs;

Formulate policies and guidelines for the implementation of identified health and wellness programs;

Design and ensure implementation of programs, projects and activities as mandated under the Gender and Development as mandated by law;

A.4 Employee Discipline – Promote professionalism, commitment to service and observance of ethical standards and

behavior required of an empowered employee.

Develop an employee monitoring system focusing on employees’ compliance to office policies, rules and regulations.

A.5 Performance Management – Establish performance management system in accordance with the CSC Performance

Management System-Office Performance Evaluation System.

Work with the PMS-OPES Committee in the formulation and implementation of the performance evaluation system ;

Ensure that reward mechanisms are in place to motivate employees to improve work performance by continuously evaluating the PRAISE and recommend measures for improvement.

A.6 Compensation and Benefits – Help create an atmosphere conducive to good management-employee relationship and

improve employees welfare and morale.

Provide an efficient system for leave administration intended to promote efficiency, general welfare and morale among employees;

23

Regularly provide updates to employees on GSIS/HDMF/PHIC- related concerns; and

Provide liaisoning work for the employees on GSIS/HDMF/PHIC- related concerns. A.7 Personnel Mechanisms – Establish and implement personnel–related systems as required by the CSC, GSIS, PHIC, HDMF

and other policy-making bodies in the government. A.8 Human Resource Information System – An information system designed to support the organization’s HR functions,

facilitate management decision-making and provide more accurate and up-to-date HR information.

Establish and update regularly baseline data of the Authority personnel;

Create a common database for CSC, DBM, GSIS, PAG-IBIG and PhilHealth

Maintain a complete and up-to-date HR records

Establish and maintain appropriate information storage and filing systems in accordance with organizational procedures;

B. Human Resource Development B.1 Career Development – Make available career opportunities for officials and employees to actualize their career plan.

Develop organizational culture that focuses on the organization’s core values norms, ethical standards, work ethics and work environment;

Develop a career path and succession plan for officials and employees B.2 Training and Development – Develop or source out training programs to enhance officials’ and employees’ capabilities

and abilities for improved work performance.

With the support of the HRD Core Team, conduct training needs analysis to determine what is required in the job, identify performance gaps and recommend appropriate development intervention/s;

Develop or source out training or scholarship programs from other local or foreign institutions;

Establish linkages and networking with other training institutions;

Monitor and assess impact of various development interventions to grantees;

The Unit, in tandem with the HRD Core Team, regularly updates the HRD Plan and report to management to address specific gaps

5. Financial Monitoring and/or Fiscal Management of donor-funded projects where MinDA is the overall implementing

agency. 6. Organizational Performance Management

The Organizational Performance Management Unit will be responsible for the consolidation, integration, processing, and analysis of division and matrix teams work plans. It will spearhead the conduct of agency-wide planning activities, such as strategic planning and annual work planning of the agency. It will also design a framework for monitoring and evaluation of the office strategic/annual plan, in coordination with other offices and units within the organization. Its functions include:

a) Facilitate the conduct of agency-wide planning activities and consolidate, integrate, and analyze all

divisions/matrices and MinDA’s strategic plan (e.g. annual, 6 year, 3 year) and other related plans (i.e. GAD Plan) in preparation for the current year’s Physical and Financial Plan with quarterly breakdown of targets for the year. This shall also serve as bench mark for the ensuing year’s budget process.

b) Design an M&E framework and system for monitoring and evaluating the office strategic plan/annual work plan.

c) Spearhead the results-based monitoring and evaluation of the implementation of office priorities and prepare all related and necessary reports, in coordination with all divisions and units within the Authority.

24

d) Regularly assess the implementation of the business process of the agency. e) Facilitate the preparation of the Annual Accomplishment Report and other related technical reports

required by DBM. f) Technical and administrative assistance to ManCom meetings, including the drafting of the agenda,

documentation of meetings, and monitoring of matters arising from ManCom meetings.

25

Section 2: Organizational Standards

2.1 Business Processes

26

2.1.2 Office of the Chair

27

2.1.3 Office of the Executive Director

I. ABOUT THE OFFICE OF THE EXECUTIVE DIRECTOR (OED)

III.1 Mission Statement

To assist the Office of the Chairperson in carrying out the functions of the Authority and exercise general supervision and control over technical and administrative aspects of the organization.

III.2 Goals and Objective

Shall effectively and efficiently provide strategic guidance for a harmonious good working condition and

coordination with all MinDA Offices ensuring that all its functions are properly carried out.

III.3 Core Values c/o agency core values found in the HRD Plan

III.4 Functions

i. Oversees the day-to-day operations of the Authority and implementation of the policies and directives of the MinDA Board under the supervision and guidance of the Chairperson;

ii. Recommends, for the Chair’s approval, office policies and related directives/guidelines

iii. Undertakes related measures for organizational performance management;

iv. Leads in the preparations for management meetings; meetings of the MinDA Board and its Technical Committees, as well as the BIMP-EAGA Advisory Board, and in coordination with concerned offices, ensures the implementation of needed follow-on actions arising from the same;

v. prepares the Authority’s annual work plan, reports, budget proposals and other technical requirements;

vi. Acts as clearing house of all documents submitted by the different offices.

vii. Advises the Authority on legal/policy issues that affect management;

viii. Act as liaison of the Authority with other government and non-government related individuals and offices;

III.5 Key Performance Indicators

i. Operationalized manual of operation

ii. Office Strategic Plan implemented and monitored

iii. Performance management mechanism established and implemented.

iv. Support provision in areas of human resource, legal, internal monitoring and auditing to improve agency

performance observed.

v. Alignment and coordination among MinDA offices to meet the Agency’s vision, mission, goals and

objectives are provided.

28

OED BUSINESS AND WORK PROCESSES

WORK INSTRUCTIONS

Title: PROCESSING OF EXTERNAL DOCUMENTS FOR ED’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-01 1.0 OBJECTIVE To ensure instructions from the Executive Director (ED) and the Deputy Executive Director (DED) are provided in all

external documents in a timely manner. 2.0 SCOPE This applies to all external documents received by the Office of the Executive Director (OED). 3.0. PROCESS

FLOW

RESPONSIBILITY Records Officer (RO) Secretary Executive Director (ED) Deputy Executive Director

(DED) Records Officer (RO)

DETAILS RO forwards the external documents to the secretary. Secretary receives and provides a summary of the document, assigns a tracking slip, and forwards the same to the ED. ED provides instruction on actions to be taken regarding the document. DED notes the actions to be taken and provides further specific instructions if needed. RO processes the document for releasing.

External documents

ED reviews / provides instruction

Records Management

Secretary receives and processes the

document

DED for appreciation /

other instructions

29

Title: PROCESSING OF INTERNAL DOCUMENTS FOR ED’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-02 1.0 OBJECTIVE To ensure all internal documents submitted to the Executive Director (ED) undergo quality control. 2.0 SCOPE This applies to all internal documents received by the Office of the Executive Director (OED). 3.0. PROCESS

FLOW

RESPONSIBILITY Records Officer (RO) Secretary Head of the OPMU (IF FAILED QC) Admin Aide (AA) Source of Dox i.e. Delivery Units (IF PASSED QC) Executive Director (ED)

DETAILS RO forwards the external documents to the secretary. Secretary receives the document, assigns a tracking slip, and forwards the same to the Head of the OPMU. The OPMU Head reviews the document. IF PASSED QC standards, document is forwarded to the ED for approval. IF FAILED QC, the document is returned to the concerned office director / division chief for enhancement. The AA records the comments of the OPMU Head, and forwards the same to the source of the document. The concerned DU enhances the document based on the comments provided and submit the same to the OPMU. ED reviews the document. IF APPROVED, document is forwarded to the RO for doc tracking. IF DISAPPROVED, the document is forwarded to the Secretary for doc tracking.

ED reviews the document

Source of dox enhances the dox

Pass quality control?

requesting party. No

OPMU reviews the document

Internal Documents

Secretary receives and

processes the document

AA records comments on the

document

1

30

FLOW

RESPONSIBILITY Office Director (OD) / Division Chief (DC) Secretary Records Officer (RO)

DETAILS OD/DC facilitates enhancement of the document based on the comments of the ED and forwarded the same to the OPMU. Secretary records the instructions / comments of the ED in the doc tracking system. RO processes the document for releasing to the concerned DU.

Secretary tracks the document

Records Officer

Is the dox approved?

Yes

1

No

31

Title: PROCESSING OF EXTERNAL DOCUMENTS FOR OPMU’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-03 1.0 OBJECTIVE To ensure that all assigned instructions / tasks are accomplished on the agreed time. 2.0 SCOPE This applies to all documents intended for action of OED and OC staff. 3.0. PROCESS

FLOW

RESPONSIBILITY Secretary OPMU Head Concerned Staff OPMU Head Executive Director

DETAILS The Secretary forwards the document for OED’s action to the OPMU Head. The Head of the OPMU assesses the received document on whether it can be delegated to the staff or not and provides the necessary specific instructions to be undertaken. IF IT CAN’T BE DELEGATED, the Head of the OPMU will act on the instructions and perform the necessary resolutions which would result to an individual output. The individual output is forwarded to the ED for approval IF IT CAN BE DELEGATED, the document is forwarded to the concerned staff. The concerned staff will act on the instructions associated with the document received which would result to an individual output. The individual output is forwarded to the OPMU Head for review. The Head of the OPMU assesses the individual output and checks if it passes the set quality control standards. IF IT PASSED QC, the individual output is forwarded to the ED for approval / signature. IF IT FAILED QC, the individual output is returned to the staff for action i.e., revision or enhancement The ED reviews the document.

Documents for OED/OC’s

action

OPMU Head assesses the document

Can be delegated to

staff?

PMU Head for action

Staff for action

Individual Output

Individual Output

ED reviews the document

Did it pass QC?

OPMU Head reviews /

approves the document

32

Title: PROCESSING OF INTERNAL DOCUMENTS FOR OPMU’S APPROPRIATE ACTION Document Number: MINDA-WI-OED-04 1.0 OBJECTIVE To ensure that all documents prepared by the staff are acted upon by the Head of the Unit with the implementation

of approved quality standards. 2.0 SCOPE This applies to all documents produced by the OED and OC staff 3.0. PROCESS

FLOW

RESPONSIBILITY Concerned Staff OPMU Head Executive Director (ED) Concerned Staff

DETAILS The staff assesses what needs to be done on the instructions and prepares the necessary document required. Individual Output can be letters, reports, database, IECs, talking points, presentations, etc. The OPMU Head reviews the document and assesses if it pass its quality control. IF IT PASSED QC, the output goes to the Executive Director for review and approval. IF IT DID NOT PASS QC, the output returns to the staff for enhancement. The ED reviews the document before approving. IF IT PASSED QC, the ED approves the document (i.e., by signing or providing some final instructions) IF IT DID NOT PASS QC, the document returns to the OPMU Head for enhancement. Approved document are individual outputs that passed the evaluation of the ED. Staff performs the necessary post-approved document processing e.g., printing, sending to recipient, distribution, packaging, etc.

Individual Output

OPMU Head assesses the document

Did it pass quality

standards?

ED reviews / approves the

output?

No

Yes

Did it pass ED’s approval?

Staff prepares the document

No

Yes

Approved Document

Staff prepares the document

33

Title: PREPARATIONS FOR QPRO AND PPA REPORTS Document Number: MINDA-WI-OED-05 1.0 OBJECTIVE To ensure that the preparations for the generation of Quarterly Performance Report of Operations (QPRO) and

Physical Performance Accomplishment PPA reports are delivered in a timely manner in compliance with the quality standards and requirements set.

2.0 SCOPE This applies to the QPRO and PPA report generated by the OED. 3.0. PROCESS

FLOW

RESPONSIBILITY Planning Officer

(PO) III OPMU Head Deputy Executive

Director (DED)

Executive Director

(ED) Planning Officer (PO) III

DETAILS Prior to the end of each quarter, the PO emails to the division chiefs or unit head the division QPRO template for processing. The PO processed the division QPRO and make it into the Agency QPRO following the set qualifiers. OPMU head reviews the QPRO according to standards and qualifiers (i.e., MFO) set. IF IT PASSED QC, the QPRO goes to the Deputy Executive Director (DED) for review. IF IT DID NOT PASS QC, the output returns to the PO for enhancement. DED double checks and revalidates the content of the QPRO. IF IT PASSED QC, the DED affix his/her initials on the document. IF IT DID NOT PASS QC, the DED returns the document to the OMPU head. ED approves the document by affixing her signature. PO prepares the approved QPRO for submission to the oversight agencies. PO then processes the PPA according to the prescribed format.

QPRO

OPMU Head assesses the document

Did it pass quality

standards?

DED reviews the output?

Yes

Did it pass DED’s review?

PO III prepares the

document

No

Yes

ED approves the document

PO III Processes PPA

report PPA

34

Title: PREPARATIONS FOR CALENDAR OF ACTIVITIES Document Number: MINDA-WI-OED-06 1.0 OBJECTIVE To ensure that calendar of activities is generated accurately and in a timely manner in compliance with the quality

standards and requirements set. 2.0 SCOPE This applies to the calendar of activities for the Executive Director and the Agency. 3.0. PROCESS

FLOW

RESPONSIBILITY Executive Director (ED) / Concerned Staff Admin Staff Secretary KMD

DETAILS The instructions on what to put in the calendar of activities will come from ED and the concerned staff. Instructions basically contain the details of the event to be calendared i.e. date, time, purpose, venue, and availability. The Admin Staff encodes the event including its details to the server. The Secretary/ Executive Assistant encodes the event including its details to the server. He/she then consolidates the events and other activities to the schedule of the ED. The KMD, ensures that the system