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The Philippine Civil Service Commission

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The Philippine Civil Service Commission

  1. 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. 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. 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. 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. 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. 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. 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. 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. 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. 10. The CSC is led by Chairman Francisco T. Duque III, Commissioner Robert S. Martinez, and Commissioner Nieves L. Osorio
  12. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 31. THANK YOU
  32. 32. THANK YOU