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

§         The agency imposes appropriate sanctions to erring employees and officials

§         The agency has an investigation system which follows a standard processing time and specifies roles and responsibilities for conducting investigations

§         The agency regularly disseminates information on the disposition of cases

§         Relevant personnel trained on investigation

§         Department Order creating IAU and guidelines approved and disseminated

3)       Publish blacklisted offenders and maintain on-line central database 

OUTCOME:  Greater perception of corruption being a high-risk low-reward activity.

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

§         Results of the assessment used to improve or modify the measure

§         Policies on blacklisting regularly reviewed and improved

§         Blacklisted offenders published in agency publication, in the website and made available to the public

§         Employee orientation on the publishing of blacklisted offenders held

§         Department Order and guidelines (with consideration on the legal implications) directing the publish of blacklisted offenders approved and disseminated

4)       Hold superiors accountable for corrupt activities of subordinates 

OUTCOME:  Superiors are conscientious in preventing corrupt activities of their subordinates

§         Guidelines and rules of procedures regularly reviewed and improved

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

§         Results of the assessment used to improve or enhance the measure

§         Superiors are held accountable/sanctioned for corrupt activities of their subordinates in accordance with the guidelines

§         System in holding superiors accountable for corrupt activities of subordinates in place and operational

§         Employees and heads oriented on the doctrine of command responsibility

§         Department Order holding superiors accountable for corrupt activities of subordinates and guidelines in accordance with E.O. 292 approved and disseminated

5)       Use effectively existing agency administrative disciplinary machinery and publish results 

OUTCOME:  Greater adherence to and a more proactive implementation of the administrative disciplinary machinery.

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

§         Existing agency administrative disciplinary machinery regularly reviewed and improved

§         Reports on the implementation of existing agency administrative disciplinary machinery regularly submitted to the agency head

§         Orientation/reorientation of employees on existing agency administrative disciplinary machinery conducted

§         Department Order reinforcing the use of existing agency administrative disciplinary machinery approved and disseminated

6)       Advocate for the submission of ITR as attachment to the SALN 

OUTCOME:  Truthful declaration of SALNs encourage.

§         Copies of the ITRs as attachment to the SALN of presidential appointees submitted for PAGC database

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

§         The agency rewards employees who attached their ITR to their SALN

§         ITRs of personnel with other sources of income attached to their SALN

§         Employee orientation on the relevance of attaching the ITR to the SALN held

§         Department Order advocating submission of ITR as attachment to the SALN

7)       PAGC to carry out independent survey to check anti-graft and corruption program and effectiveness

1)       Linking of existing databases of complementary agencies and sharing of information

OUTCOME:  Greater sharing of information and increased incidences of collaborative undertakings among agencies in education, prevention and deterrence

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

§         Report on the utilization of the information shared

§         Linking of existing databases to complementary agencies regularly reviewed and improved

§         Sharing of databases and information between/among agencies on-going

§         Employee orientation on sharing of information with other agencies conducted

§         Department Order and guidelines on sharing of information approved and disseminated

2)       Enlist or enhance participation of private sector and civil society in various areas of governance

OUTCOME:  Greater vigilance and strategic investments in various forms by the private sector and civil society

§         Regular review and study of the involvement of private sector and civil society conducted

§         Results of the review used to improve partnership

§         Impact regularly assessed if it is an effective mechanism to prevent corrupt practices

§         Operational process where inputs from private sector and civil society are taken into consideration--in place

§         Private sector and civil society involved in various agency-activities related to the promotion of good governance

§         Employee orientation on the signed MOA conducted

3)       Tap international development agencies and private sector for support

       OUTCOME:  greater external resources mobilized.

§         Partnerships with various partner agencies and the private sector  assessed as regards effectiveness in attaining agency goals

§         New donors support agency activities

§         Process of implementation of each project reviewed and evaluated for improvement

§         Monitoring system in place and operational

§         Employees oriented on the agreement/s with partner agencies

§         Approval and implementation of the project

§         Project proposal submitted for approval

§         Official communication from partner agencies and private sector signifying approval of request for support for particular projects/activities released (e.g. Grant or Cooperative Agreements)

§         Areas requiring support and possible providers of the support from the international community identified

4)       Institutionalize stakeholder participation 

       OUTCOME:  Greater involvement by the stakeholders guided by the principles of

        stewardship.

§         Regular review and study of the involvement of stakeholder conducted

§         Results of the review used to improve partnership

§         Feed back mechanism where stakeholder inputs are taken into consideration in place and operational

§         Stakeholder participates in various agency-activities

§         Employee orientation on the signed MOA conducted

§         MOA (with guidelines specifying the extent of participation) formalizing stakeholder participation signed/approved and disseminated (e.g. Employees’ Union)