1.
History of the Philippine
Civil Service
The Philippine Civil
Service was established in
1900 by the Second
Philippine Commission
during the American
colonial rule.
Under the leadership
of American William
Howard Taft, the Second
Philippine Commission
passed a law, Public Law
No. 5, on the establishment
of a system to secure an
efficient civil service in the
country on March 16, 1900
Source: http://celebratepcsa.wordpress.com/history/

2.
Civil service system in the Philippines was
formally established under Public Law No. 5 ("An
Act for the Establishment and Maintenance of Our
Efficient and Honest Civil Service in the Philippine
Island") in 1900 by the Second Philippine
Commission. A Civil Service Board was created
composed of a Chairman, a Secretary and a Chief
Examiner. The Board administered civil service
examinations and set standards for appointment in
government service. It was reorganized into a
Bureau in 1905.

3.
 1935 Philippine Constitution firmly
established the merit system as the basis
for employment in government. The
following years also witnessed the
expansion of the Bureau’s jurisdiction to
include the three branches of government:
the national government, local government
and government corporations.

4.
 Republic Act 2260, otherwise known as
the Civil Service Law, was enacted. This
was the first integral law on the Philippine
bureaucracy, superseding the scattered
administrative orders relative to
government personnel administration
issued since 1900. This Act converted the
Bureau of Civil Service into the Civil
Service Commission with department
status.

5.
 Presidential Decree No. 807 (The Civil Service
Decree of the Philippines) redefined the role of
the Commission as the central personnel
agency of government. Its present mandate is
derived from Article IX-B of the 1987
Constitution which was given effect through
Book V of Executive Order No. 292 (The 1987
Administrative Code).
 The Code essentially reiterates existing
principles and policies in the administration of
the bureaucracy and recognizes, for the first
time, the right of government employees to self-
organization and collective negotiations under
the framework of the 1987 Constitution.

6.
The Philippine Civil Service has
undergone a great number of reforms in
terms of structure, size, leadership, position
classification, and pay scheme, among
others, under the management and
regulation of the CSC. Presently, CSC’s
mandate is based on Executive Order No.
292 or the Revised Administrative Code of
1987.

7.
Through the years, the CSC has initiated various
programs and issued policies towards building a
highly competent, credible, and motivated
bureaucracy. Its latest agenda is to elevate itself as
“Asia’s leading center of excellence for strategic
human resource and organization development by
2030” and to make a lingkod bayani out of every civil
servant. “Lingkod bayani” is a play on the terms
“lingkod bayan” (public servant) and “bayani” (hero),
thus associating state workers with their capacity to be
heroes in their own right. The CSC manages and
develops the bureaucracy’s most important
resource—its people—through five HR initiatives:

8.
HR initiatives:
 Recruitment
Hiring of high-performing, competent, and credible civil
servants through the Competency-Based Recruitment
and Qualification Standards (CBRQS);
 Performance Management
Performance review and appraisal through the Strategic
Performance Management System (SPMS);
 HR Coaching
Coaching to improve employee performance, as well as
develop leadership skills of supervisors and managers;

9.
HR initiatives:
 Learning and Development
Direct training and personnel development interventions
in the areas of governance and leadership, human
resource and organizational development, public service
reforms, and values and culture building through the Civil
Service Institute; and
 Agency Accreditation
Accreditation of agencies for the establishment of their
own human resource management systems and
standards through the Program to Institutionalize
Meritocracy and Excellence in Human Resource
Management (PRIME-HRM).

10.
The CSC is led by Chairman Francisco T. Duque III,
Commissioner Robert S. Martinez, and Commissioner Nieves
L. Osorio

11.
Goals/Objectives
Six Strategic Priorities were identified:
1. DEVELOPING COMPETENT AND CREDIBLE
CIVIL SERVANTS
2. INTEGRITY AND EXCELLENCE IN PUBLIC
SERVICE
3. HARMONY, MORALE AND WELLNESS IN THE
WORKPLACE
4. EFFICIENT PERFORMANCE OF QUASI-
JUDICIAL FUNCTIONS
5. BUILDING PARTNERSHIPS AND
STRENGTHENING LINKAGES
6. MANAGING SUPPORT MECHANISMS

12.
1. DEVELOPING COMPETENT AND CREDIBLE
CIVIL SERVANTS
Competent and Credible Civil Servants Ensure High Quality Public
Service
A. Examination, Recruitment and Placement
1. Test Development - Enriching Test Bank
- Development of test forms and preparation of answer keys
2. Examination administration, evaluation and SPEEDY release of results
- Administration of examinations
* CSE-PPT/CAT (Career Service Examination-Paper &
Pencil Test/Computer Assisted Test
* RSPG (Redefined Scholarship Program for Government)
* Exam for Executive/Managerial (Entry Level)
* EOPT (Ethics Oriented Personality Test)
3. Review/Development of Policies
* Recruitment System
4. Grant of Eligibilities under special laws and CSC Issuances
5. Development of Generic Occupation-based QS

13.
B. Human Resource Development
1. Character/Integrity Building Program
a.probee stag- Public Service Values Program
b.residency stage
Modules:
* Team Building
* Performance Management
* Mentoring & Coaching
* Critical Incident Detection & Improvement
* Future Leadership Program
2. Talent Development and Management
a. Workplace Performance Learning
b. Credentialing of Experts on Human Resource Mgt
Competency Based Training for HRMPs:
I - Basic Knowledge on Civil Service Law & Rules
II - Performance Management
III - Organizational Development
3. Accreditation of Training Institutions
4. Establishment of Civil Service Academy
Capacity Building

14.
2. INTEGRITY AND EXCELLENCE IN PUBLIC SERVICE
Excellent Public Service Results in Citizen's Trust and
Satisfaction
Programs/Projects/Activities
A. Inspection and Audit
▪ PMAAP (Personnel and Management Assessment &
Assistance Program)
Accreditation of Agencies
a. HR Roadmap/Plan
b. Enhanced Models of Personnel Mechanisms
c. CPDP (Career Personnel and Devt Plan)
d. Wellness Program
e. Talent Development and Management
f. Character Integrity Building Program
▪ Special Audits
▪ Personnel Inventory
▪ 100 day check of newly minted LGU Officials "LGU HR
Wellness Project"

15.
B. Honor Awards
▪ Implementation of the Honor Awards Program (HAP)
▪ Organizational Category
C. HR Developer Award (Accreditation of Agencies)
D. Increase cash and non-monetary Incentives to HAP
Awardees and exemplary performers
E. Mamamayan Muna Program (MMP)
F. eKiosks (CSCIS-CSC Information System)
▪ Organizational Category
▪ electronic feedback (call center)
G. ARTA Interventions
▪ Phase 1 RCS (Report Card Survey)
▪ Phase 2 RCS
▪ Citizen's Satisfaction Center (Seal of Excellence)
▪ Enhanced SDEP (Service Delivery Excellence
Program)

16.
H. ISO (International Organization for
Standardization)
I. PGS-BSC (Performance Governance
System-Balanced Scorecard)
J. PMS-OPES vis-à-vis Performance Based
Benefits/Incentives
K. Strengthening Integrity Portfolio
L. Modelling Stage
▪ Honor Society (Badge of Honor Membership)
▪ Caravan of Public Services
▪ Leaders Forum on Ethics and Accountability

17.
3. HARMONY, MORALE AND WELLNESS IN THE
WORKPLACE
Harmony, Morale and Wellness In The
Workplace Enhance Workforce Productivity
Programs/Projects/Activities
1. Management Employee Partnership
- PSLMC Concerns
- Registration/accreditation of unions
- Conciliation and Mediation
- Registration of C N A (Collective Negotiations
Agreement)
- Education on Employees Rights &
Responsibilities
- Institutionalized Agency General Assembly
Agency Climate & Satisfaction Level and
Morale Survey

18.
2. Health and Wellness Program
INTERNAL
-Expanded Welfare Fund Benefits
-Executive Bonding
-Social Housing (CSC housing)
BUREAUCRACY WIDE
-Healthy & Safe Working Conditions (HSWC)
.Disaster Preparedness Plan
.Security Plan
.Compliance with Safety Requirements
- Reiteration of Physical Fitness Program (Great
Filipino
Workout)
-Tobacco and Drug Free Work Environment
-Supplemental Health Insurance for State Workers
-Family Visit for Executives
-Social Insurance (GSIS Concerns)

19.
4.EFFICIENT PERFORMANCE OF QUASI-JUDICIAL FUNCTIONS
Fair and Expeditious Disposition of Cases Affirms Citizen's
Faith In The Administrative Justice System
Programs/Projects/Activities
1. Preventing Ageing of Cases
▪ Creation of Special Task Force
▪ Deputization of Government Lawyers
2. Strengthening of CSC's contempt power
▪ Partnership with COA on Implementation of CSC Resolutions and
Contempt Power
3.Anti-Corruption Efforts
4.Adjudication of cases within 40 days
-capacity-building
- incentives system
5. Formulation of Opinions and Rulings within 15 days
6. Conduct of Legal Research
7. Development and Enhancement of Systems:
-CSC wide Case Tracking System (CTS)
- IT Confidential Reporting
- Case Digest
8. Revision of Rules on Administrative Cases in the Civil Service (RRACCS)
-Settlement of Personal Disputes through Conciliation and Mediation

20.
5. BUILDING PARTNERSHIPS AND STRENGTHENING LINKAGES
Interdependence Optimizes Organizational Performance and
Good Governance
Programs/Projects/Activities
A. Anti-Corruption Efforts
-Partnership with Private Sector on Combating Corruption
- Partnership with COA on Implementation of CSC Resolutions and
Contempt Power
- CSC Nationwide Case Tracking
B. Human Resource Development
1. Character/Integrity Building Program
2. Talent Development and Management
3. Establishment of the CSA
- Constitution of Board of Trustees (BOT)
C. Improvement of Service Delivery
- IT Systems
▪ ePMS
▪ electronic feedback (call center)
D. ARTA Interventions
▪ Phase 1 RCS (Report Card Survey)
▪ Phase 2 RCS
▪ Enhanced SDEP (Service Delivery Excellence Program)
 Strengthening Integrity Portfolio

21.
PGS-BSC
- Communication Plan
Presentation of Roadmap to:
- Office of the President
- Members of Committee on Civil Service (HOR &
Senate)
D. Health, Wellness & Employee Welfare Program
- Healthy & Safe Working Conditions
- Maintenance medicines, laboratory work up treatments
for work related illnesses for government workers
and retirees
* Botika 100
INTERNAL
Social Housing (CSC housing)
E. Financial Portfolio
- Maximization of Fiscal Autonomy

22.
6. MANAGING SUPPORT MECHANISMS
Leveraging Internal and External Resources Improve
Quality Management of CSC Programs
 Programs/Projects/Activities
1. Restructuring the CSC
▪ Review of Organizational Structure & Staffing (OSS)
- FO Staffing
- RO Staffing
- CO Staffing
2. Communication Plan
▪ Presentation of the CSC Roadmap
▪ Social Marketing of CSC Programs and Projects
- Media blitz on exemplary deeds of contemporary heroes and
HAP awardees and service values
- Regular TV/Radio Programs
3. IT Strat Plan
▪ Infra Upgrading (CSCIS-CSC Information System)

23.
▪ Development/Enhancement of IT Systems
▪ Data Security (Defend Back-up and restore data
program)
▪ website management
▪ eMonitoring (GForge & Dashboard)
▪ eKnowledge
▪ Nationwide Teleconferencing (Voice over internet
protocol)
▪ Digitization
▪ eReportorial System (Data Sharing of Reports)
▪ PIDS (Personnel Information Database System)
▪ Financial IT Systems (Engas, eReceipt)
▪ DTMS (Data Tracking Management System)▪
Database Buildup
▪ ePMS

24.
* CSC-wide case tracking system
4. Manual of Operations
▪ Delegation of Authority (RO/CO Authority) ▪ Protocol
▪ Delineation of Functions
5. Internal Control
6. Records Management
7. Construction of RO/FO Buildings
• ARMM
• * FOs in club 20
• * FOs with lots
• * FOs without lots
8. Improvement and maintenance of
building/grounds/facilities
9. Policy Research, Formulation and Review
10. Financial Portfolio
▪ Fiscal Autonomy Maximization

25.
Assessment of the Bureaucracy:
Critical Issues and Problems
1. The bureaucracy does not set its own directions and
functions as an adjunct or a subordinate of the political
branches of government.
2. The operational behavior of the bureaucracy largely
adheres to the old-fashioned top-down approach.
3. Civil servants primarily see themselves as individuals
employed by the organizations they serve, rather than as
members of an institution dedicated to giving service to the
people.
4. Political influence and the "spoils" system continue to hold
sway in appointments to senior and other key career
positions.
5. While the professionalization of the bureaucracy has
established some minimum qualification standards for
appointment, value dimensions have yet to be factored into
the system.

26.
6. Information technology is driving many attempts of
improving systems and procedures in the workplace
but these have to be coupled with sustained and
purposive effort toward continuous improvement and
innovation.
7. The bias for strict regulation in service dispensation has
not been replaced by a paradigm of assistance and
development orientation.
8. Government's compensation system needs to be
rationalized to attract and to retain the best and
brightest in the bureaucracy.

27.
CSC's Role and Strategic
Contributions
 The assessment of gaps and weaknesses of the
bureaucracy provides the backdrop for defining the
strategic role of the Civil Service Commission and
formulating the interventions it must undertake in
response to the challenges confronting the civil service
as an institution.
 With respect to the first, CSC's mandate and sphere of
authority is provided by the constitution itself and
subsequent enabling laws. With respect to the second,
its intervention must be a strategic one, i.e.; focused on
priority sectors, policies and programs that will address
the more critical gaps and weaknesses of the civil
service which continuously impede its development into
an institution that meets the expectations of citizens.

28.
New Perspectives and Paradigms
Area Paradigm shift
From To
1 Role of civil servants Followers/Implementors Source of expertise and institutional
memory
2 Recruitment of civil
servants
Aptitudes/Skills Service value orientation and integrity
of character
3 Role of 3rd level Administrators/Managers Visionaries/Technocrats/ Experts
4 Appointments and
promotions in the 3rd
level
Bias for managerial skills Competitive process/insulated from
politics; major considerations:
character, competence, and
potentials; competence encompass
managerial and technical skills

29.
New Perspectives and Paradigms
Area Paradigm shift
From To
5 Management style Subservience to
hierarchy/authoritarian
Participatory/consultative
6 Operating perspective
of the bureaucracy
Regulation Assistance and service
7 Civil service
relationships with other
branches of
government Civil
service
Being an adjunct of other
branches
Autonomy from the will of political
regimes

30.
KEY RESULT AREAS
Key Result Area 1 – Effective and Efficient
Administrative Justice
Key Result Area 2–Professionalization of the Civil
Service
Key Result Area 3 – Improving Public Service
Delivery
Key Result Area 4 – Harnessing Public Sector
Unionism
Key Result Area 5 – Strengthening External
Relations
Key Result Area 6 – Management and Support
Services

31.
THANK YOU

32.
THANK YOU