PRMSPR WORKSHP 2 IDENTTIFYING THE STRENGTHS AND WEAKNESSES

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9 Νοε 2013 (πριν από 4 χρόνια και 1 μήνα)

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PRMSPR WORKSHP 2


IDENTTIFYING THE STRENGTHS AND WEAKNESSES


PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

Road Sector Planning




1.

The Provincial Road Network
Development Plan(PRNDP) is
updated, maintained and based on
road network analysis

PRNDP approved/adopted in2007;
revised in 2009; validation/updating of
surface
survey is in
-
progress w/ IT Team
for Integration to GIS

The plan is
developed and
approved.


The plan is updated.

Traffic count survey has just been
st
arted and ideal survey not fully

followed.

2.

Feasibility studies for major road
development projects are
carried
out by the Provincial Government

PEO do not have technical capability to
conduct/initiate/prepare FS.For small
road projects only plan and program of
work are prepared.

Plan and program of work are
prepared.

PEO don’t have technical capability to
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C
ost estimates are made by the
Provincial Government for all road
rehabilitation and maintenance
projects.

Cost estimate is being done by the
Provincial Government through PEO
following certain procedure: 1. Road
inventory 2. Prioritization 3
. Preparation
of detailed engineering design (DED) 4.
Preparation of program of work and cost
estimate.

Cost estimate prepared following a
certain procedure.

PEO don’t have enough

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Road inve
stment priorities are set
taking into account environmental,
social and economic factors and civil
society participates in decision
making. They are aligned with the
PDPFP.

Generally aligned to the local devt. plans
with private sector participation; PRNDP

can guide decision makers to road
investment priorities; schedule and
ranking of road projects are already
provided subject to validation when the
time elapsed is substantial
.

PRNDP serves as tool to decision
makers.

No civil society pearticipation in
decision
making for road investment priorities.

5.

Annual budgets are allocated for
road rehabilitation and
maintenance to maintain a core
network in good working order
based on the PRNDP. Priorities are
in the Annual Investment Program
(AIP).

Partly, PDIP 2
011
-
2013 has obligated
allocations for road rehab
ilitation

and
road maintenance; 2011 AIP will give
details on the specific road section
.


Insu
f
ficient funding for road
maintenance.

6.

A road sector committee oversees
No specific committee to date; only

No organized road sector committee

to
PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

the implementation and funding of
the
PRNDP and coordinates linkages
between planning, budgeting,
procurement, monitoring and
evaluation and engineering.

PRMF
-
PMT and Local Finance
Committee seems undertaking this
function

handle supervision.

The PMT undertaking the function is not
a sustainable approach.

Road Services Delivery




1.

Annual road inventories (road
condition) and traffic surveys are
conducted to quality standards and
data is incorporated in the GIS.
Maps
are produced showing road
condition and traffic counts to
support planning and maintenance
activities.

Conducted road inventory 2007 and on
-
going 2010 using GPS; data not yet
incorporated in the GIS; PEO/PGMO
staff trained on the use of GPS for road
condit
ion survey and traffic count survey



2.

Contract management for road
rehabilitation and maintenance
contracts is performed to quality
standards. This includes compliance
with designs and conditions of the
contract, quality assurance,
variation orders and c
ertification of
the quality of completed works.

PEO has undertaken contract
management for road rehabilitation
projects; PEO has no experience in road
maintenance contract management;
PEO Engineers recently attended series
of trainings on Construction Supe
rvision
and Contract Management.



3.

The Provincial Government
understands the costs and benefits
of delivering road services by
administration versus contracting
out and has developed a forward
service delivery program tailored to
the local environment.

PEO/PGMO has yet to develop a forward
service delivery program



4.

Road design, engineering
investigations and surveys are
supervised(if contracted out) or
conducted to national standards by
Manual road design



PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

the Provincial Government

5.

Road maintenance p
lanning
(routine and periodic) and
supervision of sub
-
contractors is
conducted to national standards.

Road maintenance planning based on
standard operation manual of DILG



6.

Road construction services are
supervised with the Provincial
Government performin
g the
Resident Engineer role or routinely
contracting a Resident Engineer to
provide these services.

PE/RE not fully capacitated to meet the
construction supervision standard



7.

Road rehabilitation and
maintenance projects are
monitoring and evaluated on
completion. Completion reports are
produced for each project.

Road rehab and maintenance projects
are monitored and evaluated using SWA
and Quality Standard of PEO.



8.

A road safety plan is implemented
based on a regular road safety
assessment. A road safe
ty
awareness campaign is informing
the general public of safety issues.

Assessment on Road Safety based on
actual means due to absence of a
documented road safety plans



Budget and Expenditure Management




1.

Road investment in rehabilitation
and
maintenance is based on a
multi
-
year budget process and
multi
-
year expenditure plan




2.

Budget preparation takes into
account road investment priorities
based on the PRNDP




3.

Revenue and expenditure estimates
are based on sound financial
planning principles aided by the
Strategic Financial Management



PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

Plan

4.

The electronic New Government
Accounting System implemented
and is used for accounting and
reporting




5.

A Strategic Fin
ancial Management
Plan is used to guide revenue
generation and financial systems
integrity.








Internal Control and Internal Audit




1.

A Provincial Government Internal
Audit Service is fully functioning and
resourced.

PIAO is not yet fully
functional &
resourced.

An Appropriation Ordinance is yet to be
approved by SP.




2.

Internal control systems and
procedures are established and
operational

Internal control systems and procedures
are not yet operational.

PIAO is yet to craft its own
Operations
Manual




3.

All PRMF funds are assessed by a
Provincial Government internal
audit

PIAO has not yet conducted any
assessment of all PRMF Funds.

Designated staff is yet to undergo series
of capacity building




4.

An internal audit is conducted
annu
ally and findings are acted
upon promptly.

PIAO has not yet formulated its Annual
Internal Audit Plan




5.

All financial and procurement
records are kept for all PRMF
related activities and made
available for an independent audit.

PIAO has not kept any
financial &
procurement records of all PRMF related
activities



PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

Procurement




1.

The Bids and Awards Committee is
fully operational, resourced and
functions according to laws, rules
and regulations outlined in GPRA
9184. Civil society and the
Commission
on Audit regularly
participate.

BAC needs improvement in the
implementation of IRR and GPRA 9184




2.

The Provincial Government
produces all tender documents,
invitations to bid, organises bid
openings, bid evaluations and
undertakes contract awards and
neg
otiation.

It’s the BAC not the Prov’l Govt. who
needs to be strengthened in these areas.




3.

The Provincial Government
prepares procurement plans for
large procurement activities.

Concerned department prepares
PPMP/APP




4.

All procurement results are
publicised and records are made
public.

Procurement results not publicised;
records available



5.

A complaints handling system is
used to monitor and respond to
public complaints on procurement
outcomes and processes.

No complaints handling system
establish
ed



6.

The BAC maintains official records
of all transactions and decisions,
and can report on procurement
performance

Safekeeping of all procurement
documents is not yet in order.



7.

The Province maintains a database
of costs associated physical works
for

cost evaluation during tender
analysis.

No Database of cost established



8.

Procurement procedures are
Attendance of COA and observers not


PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

regularly audited and updated to
ensure transparency, efficiency and
accountability.

regular for all building process

9.

Procurement training is conducted
regularly by the Provincial
Government for all relevant offices
including the BAC, BAC Secretariat,
Technical Working Groups,
Accounting Office, Contract
Management units, and the
Provincial Governor’s Office.

No
procurement training was conducted
by Prov’l Government; Separate training
conducted by other agencies



10.

The Provincial Government uses an
electronic procurement system to
monitor procurement activities and
regularly uses the Philippines
Government
Electronic
Procurement System (PhilGEPS).
The public can easily access
information on tender
opportunities.

Only publication of procurement
activities done in the internet
(PHILGEPS); other procurement
procedures not



Human Resource Development




1.

A
Human Resource Development
Plan and Management Strategy is
used for workforce planning and
articulates the mandate of the
Provincial Government

PGMO has a Human Resource Plan
adopted in 2005 and is currently
undergoing updating.



2.

The role, skill
-
set and
responsibilities of each individual is
documented in relation to the
Provincial Government mandate

This area is minimally operational and
not done regularly, but rather reactively
compled as requirements by donor
agencies (PAHRDF/PRMF).



3.

Staff records
and skills are
maintained in a Human Resources
Information System

HRMIS is already incorporated in the
proposed organizational structure and
will fully be operationalized once HRMD


PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

is upgraded into a department.

4.

Recruitment and selection
processes are m
erit based and
comply with government
requirements

RSP processes are minimally operational
but mainly depends on the
requirements as imposed by the CSC



5.

Staff development is guided by
regular training needs analyses and
an annual capacity development
pro
gram

Training Needs Analyses & Annual
CapDev Programs are not regularly
conducted; done as compliance to donor
agencies; manualized systems



6.

A staff performance and evaluation
system is implemented using clear
policies and templates. Staff
rewards and s
anctions are practised
to motivate staff and to improve
overall performance.

Performance evaluation is conducted as
CSC requirement; there is ongoing
formulation of PMS Manual as REAP of
the returning AusAID scholar.



Environmental Management




1.

A
registry of environmentally
sensitive areas and natural hazards
guides the selection of road
investment programs and
environmental mitigation measures.

PMPT not yet trained and oriented on
area vulnerabilities and GIS



2.

An environmental management
plan is

prepared for each road
project and mitigation measures
implemented.

Technical staff to undergo training on
EMP preparation



3.

Civil society is involved in identifying
environmental, social and safety
issues during the design,
construction and operational
phases of road construction,
rehabilitation and maintenance
projects.

IPs affected & NGOs to be identified and
enlisted yet for orientation on their role
in the road sector



Information Systems Management




PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES

1.

Provincial Government departments
share
information through a
common file server and email
system.

File and Email servers are
installed/configured in the newly
established ICT
-
GIS office. The LAN
cabling of Provincial Capitol offices is on
the procurement stage.


Equipments has

been provided by
PRMF and ICT
-
GIS Office been
created and
designated as Data
Center

of the province


Some provincial offices/departments
remotely located from the Provincial
Capitol

2.

The Geographical Information
System (GIS) is used for the
development of

the Provincial
Development / Physical Framework
Plan and Provincial Road Network
Development Plan.

GIS
is in the preparatory stage
(inventory and data capture) to support
and facilitate the development of
PRNDP/PDPFP

GIS equipments, softwares, and
tools a
re
available. ICT
-
GIS Core
Team has been trained in GIS
operation.

Inadequate GIS data; may need to
acquire updated and accurate spatial
data (satellite image)

3.

The Road and Bridge Asset
Management System
are

used to
monitor investment and
development prog
ress. Annual
reports and relevant GIS data are
provided to DILG.

Road and Bridge Asset Management
System (RBAMS) not available. Inventory
of

Provincial Roads was updated in
September 2010
.

Existing equipments and personnel
to support and implementation of
the system

are available


No personnel yet been trained

4.

The Provincial Government
maintains the e
-
Procurement
System, Human Resources
Information System, Asset
Management Systems, and Project
Management System.

E
-
Procurement System, Asset
Management Syste
m
, HR System

and
Project Manageme
nt System Software
are not available.

The development (creation) of these
systems has been divided and to be
distributed by the 7 PRMF partner
provinces; therefore it will
streamlined the implementation
thereof.


Human
Resource to manage the ICT/GIS
has

been identified and designated but
has

not yet been institutionalized

is
designations


5.

The Provincial Government
maintains the electronic tax
revenue assessment and collection
system and produces annual reports
on revenu
e generation.

iTAX system has been deployed to seven
(7) municipalities (Lopez Jaena,
Sinacaban, Clarin, SapangDalaga,
Calamba, Bonifacio, Tudela). Current
status is on data capture stage for RPT
payments in the Treasurer’s Office and
verification of migra
ted assessment data
on the Assessor’s Office.



Existing RPT assessment data are
already encoded since 2002 and
most of the personnel in Provincial
Assessor’s Office

and Municipal
Assessor’s Office

are already familiar
in operating such system



Most of the municipal LGUs don’t have
the interconnect capability to link to
provincial offices for the purpose of
synchronizing data

PRMF Graduation Scorecard

Key Result Area (institutional reform
area) and “end state”

Describe the current situation for each
“end state” in narrative form. This
should be taken from the PRSPMR

where possible.

STRENGTHS

WEAKNESSES








Monitoring and Evaluation Systems




1.

A monitoring and evaluation system
is reporting on performance of the
PRNDP

Operational on PALS funded Road
projects



2.

A monitoring and evaluation system
is reporting on the performance of
the HRMDP and capacity
development program of the
Provincial Government.

M & E for HR interventions operational.
(PAHRDF

Funded programs.



3.

E
ach road rehabilitation and
maintenance program is monitored
for quality, economic impact, value
for money, social impact,
accessibility and environmental
impact.

Not yet Operational on PRMF projects



4.

The Provincial Government
prepares risk assessment m
atrices
for all functions and departments
contributing to road services
delivery.

Not yet undertaken