1)       Strengthen internal control through institutionalization of Internal Audit Unit.

OUTCOME:  Revival and strengthening of systems integrity in all agencies in the Executive Department.

§         Audit findings are available to the public (except those concerning national security)

§         Impact of its effectiveness as a mechanism to prevent corrupt practices and assist management in achieving more effective governance regularly assessed

§         Random audits are carried out with reports and recommendations for action provided to the head of the agency

§         Appropriate follow-up action are taken on any findings as maybe necessary 

§         Internal Audit Unit already operationalized

§         Internal Audit Unit has a manual of procedures

§         IAU has already complied with the International Standard for the Professional Practice of Internal Auditing and the Code of Ethics promulgated by the Association of Government Internal Auditors (AGIA)

§         Department Order already disseminated to the employees

§         Orientation and discussion on the Department Order held

§         Training of Internal Auditors

§         Department Order creating the Internal Audit Unit, charter, structure and function of which are in accordance with Administrative Order No. 70 and DBM Circular 2004-04, already approved

2)       Conduct of Integrity Development Review 

OUTCOME:  Institutionalization of a systemic and comprehensive review of systems and procedures for corruption vulnerabilities and integrity safeguards within agencies.

§         IDR findings already presented and validated with the management/head of agency

§         Agency already prepared an agency anticorruption/integrity development plan (Roadmap)

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         Corruption Vulnerability Assessment already conducted which includes:

o        Preparation of a Site Visit Plan

o        Process map

o        Risk Assessment

o        Evaluation of controls and safeguards 

§         Corruption Resistance Review (CRR) already conducted which includes:

o        Integrity Development Assessment (IDA)

o        Survey of Employees

o        Analysis of Results

§         Assessors to constitute IDR team identified and trained

§         IDR implementation plan for the agency already prepared 

§         MOA among the agency, service provider and PAGC or OMB already signed (should include the scope of the IDR and the terms of reference, timeframe, resource and manpower requirements for the conduct of the IDR)

3)       Fast-track e-NGAS and e-bidding for the procurement of goods, services and infrastructure projects 

      OUTCOME:  Greater transparency, correct, reliable, complete and timely recording of government financial transactions and financial reports. 

      Note:   Separate indicator for e-bidding, awaiting operationalization 

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         e-NGAS in place and operational

§         Concerned personnel already trained on e-NGAS

§         MOA between COA (Government Accounting and Finance Management Information System) and the head of agency on e-NGAS implementation already signed

§         Employees already oriented on the MOA

§         Agency already complied with all the E-NGAS requirements which include:

o        Server System Requirements

o        Workstation requirements

o        People ware requirements

o        Local Area Network (LAN

o        Existing System

4)       Incorporate integrity check in recruitment and promotion of government personnel 

OUTCOME:  Greater awareness on the role of integrity check in the reduction of opportunities for abuse of discretion in recruitment and promotion.

§         Impact as to its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         Results of the review used to enhance the recruitment and promotion process

§         Performance of the personnel selection/promotion review board regularly reviewed

§         Integrity check incorporated during the recruitment and promotion process based on the approved guidelines

§         Written guidelines for the inclusion of integrity check in the recruitment and promotion process communicated to all employees

§         Agency has a functioning personnel selection/promotion review board

§         HRD personnel and members of the selection/promotion review board trained in conducting integrity check

§         Department Order and written guidelines for the inclusion of integrity check in its recruitment and promotion process in accordance with CSC guidelines approved

5)       Institutionalize multi-stakeholder performance evaluation system 

OUTCOME:  Establishment of a more objective assessment of individual employee performance.

§         Results of the review used to promote good behavior and performance of employees

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         System for rewarding good performance and sanctioning poor performance in place

§         Multi-stakeholder performance evaluation system regularly reviewed and improved

§         Multi-stakeholder performance evaluation system conducted regularly

§         Orientation of the employees on the multi-stakeholder performance evaluation system conducted

§         Composition of the Performance Evaluation Review Committee (PERC) already identified

§         Department Order and written guidelines to implement a multi-stakeholder performance evaluation system in accordance with CSC Memorandum Circular No. 13, s. 1999 approved and disseminated

6)       Protect meager income of government employees 

OUTCOME:  Agency officials more discerning in entertaining credit schemes offered to employees and public servants with enough income to sustain at least their basic needs (both food and non-food) to lessen the risk of engaging in corrupt activities

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         Level of implementation of the Department Order and guidelines regularly reviewed

§         Amount of take-home pay of employees in accordance with the D.O. and guidelines (D.O. operationalized)

§         Orientation on the Department Order and guidelines conducted to all employees

§         Department Order and written guidelines in accordance with GAA provision on the minimum amount of take-home pay of the employees approved and disseminated

7)       Adopt a single ID system for government officials and employees – *pending release of the IRR of E.O. 420

1)       Disseminate compendium of anti-corruption laws, rules and regulations 

OUTCOME:  Increased awareness of anti-corruption laws, rules and regulations among government employees.

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         All computers in the agency have anti-corruption laws, rules and regulations that could be downloaded and printed

§         Anti-corruption laws, rules and regulations displayed in conspicuous places

§         Orientation on anti-corruption laws, rules and regulations with the employees conducted

§         Department Order for the compilation of anti-corruption laws, rules and regulations (applicable to the agency) approved and disseminated

§         Research, compilation and coordination with an anti-corruption agency like PAGC or Ombudsman done

2)       Prepare agency-specific code of ethical standards/guidelines for adoption 

OUTCOME:  Strict adherence of employees to an agency-specific code of ethical standards.

§         The agency code of ethical standards regularly reviewed for effectiveness in specifying and promoting desired behavior of employees

§         The code of ethical standards integrated in all operating systems of the agency (e.g. human resource management, procurement)

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         Employees’ record of adherence to or violation of the agency code of ethical standards used as one of the considerations for promotion

§         Rewards given to officials and employees who consistently exhibit behavior consistent with the agency code of ethical standards

§         Agency-specific code of ethical standards consistently enforced, with managers having clear tasks of promoting and monitoring compliance

§         Applicable provisions of the code of ethical standards included in contracts with external parties (e.g. suppliers)

§         Agency-specific code of ethical standards and reward and sanction guidelines approved and disseminated

§         Employees oriented and made to sign a sworn commitment to comply with the code of ethical standards

§         Department Order creating an agency-specific code of ethical standards consistent with RA 6713 approved and disseminated

3)       Provide ethics training, spiritual formation, moral recovery program 

OUTCOME:  Government employees motivated to live out good citizenship values.

§         Impact of its effectiveness as a mechanism to prevent corrupt practices regularly assessed

§         Trainings conducted reviewed and evaluated

§         Trainers evaluated

§         Trainings conducted in accordance with the training plan

§         Trainings to be conducted yearly and pool of trainers identified

§         Training program plan approved

§         Department Order prioritizing ethics training spiritual formation and moral recovery program approved and disseminated

4)       Mandate integration of anticorruption in elementary/secondary education modules

1)       Develop agency internal complaint unit (including protection of internal whistleblowers) 

OUTCOME:  Increased number of informants willing to come out to expose graft and corruption within an agency.

§         The agency regularly assesses whether the internal reporting system being used is an effective mechanism to prevent corrupt practices

§         Results of the assessment used to improve and enhance the internal reporting process

§         The agency protects and rewards employees who report corrupt behavior

§         The agency has an internal reporting system which follows a standard processing time and specifies roles and responsibilities for accepting reports and giving advice to employees who want to report corruption

§         The agency records steps taken on complaints and provide feedback to complainants

§         Coordination with Internal Affairs Unit on-going 

§         Employees oriented on the procedures for reporting corrupt incidents

§         Relevant personnel trained on the handling of complaints and reports of corruption

§         Department Order creating ICU and guidelines (which specify what constitutes corrupt and unethical behavior and the responsibilities for reporting) approved and disseminated

2)       Set-up/strengthen agency internal affairs unit 

OUTCOME:  Stronger investigative capability within the agency and faster resolution of graft and corruption cases.

§         The agency regularly assesses whether the investigation system being used is an effective mechanism to prevent corrupt practices

§         Results of the assessment used to improve and enhance the investigation process

§         Coordination with other anti-corruption body (e.g. PAGC and OMB) on-going

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