HRMS PDF

METRO KIDAPAWAN WATER DISTRICT
(MKWD)
TABLE OF CONTENTS
CONTENTS PAGES
PRELIMINARY PAGES
ANNEX A: ORGANIZATIONAL PROFILE 1 – 10
TEMPLATE A: Organizational Strategies and HR Requirements 11 – 59
TEMPLATE B1: HR Inventory 60 – 74
TEMPLATE B2: HR Profile 75 – 77
TEMPLATE C1: HR Competencies Requirements 78 – 118
TEMPLATE C2: HR Competency Mapping 119 – 166
TEMPLATE D: Competency Gap Analysis 167 – 170
TEMPLATE E: People Issues 171
TEMPLATE F: HR Systems Check 172 – 174
TEMPLATE G: Employee Health and Wellness Assessment 175 – 176
TEMPLATE H: Prioritized Gaps and Interventions 177 – 196
TEMPLATE I: Monitoring and Evaluation 197 - 203
COMMUNICATION PLAN 204
ANNEX B: ORGANIZATIONAL STRATEGIC ROAD MAP 205 – 210
ANNEX C: JOB ANALYSIS 211 – 213
ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214 – 216
ANNEX E: COMPETENCIES INVENTORY 217 – 222
ANNEX F: CAREER PATHING 223 – 272
ANNEX G: SUCCESSION PLANNING 273 – 365
ANNEX H: PRE-RETIREMENT PLANNING 366 – 368
APPENDICES
ANNEX A
MKWD
ORGANIZATIONAL
PROFILE
ANNEX B
MKWD
STRATEGIC
ROAD MAP
ANNEX C
JOB
ANALYSIS
ANNEX D
MKWD
SUPERVISORS’
CHECKLIST
ANNEX E
MKWD
COMPETENCIES
INVENTORY
ANNEX F
MKWD
CAREER
PATHING
ANNEX G
MKWD
SUCCESSION
PLANNING
ANNEX H
MKWD
PRE-RETIREMENT
PLANNING
ANNEX A
ORGANIZATIONAL PROFILE
METRO KIDAPAWAN WATER DISTRICT (MKWD) is a government-owned and

controlled corporation based in Barangay Lanao, Kidapawan City, Province of Cotabato. It
was established on December 14, 1976. The MKWD is currently serving the water supply
concession needs of Kidapawan City and its neighboring municipalities, namely, Makilala,
Magpet and Matalam.
The MKWD has recently been classified as a Category B Water District by the
Department of Budget and Management (DBM), implying that it has at least 10,000 and
more active service connections.
VISION
MKWD envisions to bean economically viable public utility firm whose index of success is
customer satisfaction in the provision of adequate, safe potable and affordable water for
its service areas of Kidapawan City, Makilala, Magpet and Matalam.
MISSION
MKWD is committed to service development and self-reliance in the provision of cost
effective services as well as environmentally-sensitive management of water resources
VALUES STATEMENT
MKWD aims to protect, preserve and sustain its water resources and shall always adhere
to sound practices in the management of the natural environment and watershed
recharge areas.
CORPORATE STRATEGIC OBJECTIVES

1. OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL
RESPONSIBILITY.The MKWD shall continue to strengthen organizational
management and internal and external communications, as well as enhance its
corporate social responsibility
2. CUSTOMER SERVICE SATISFACTION.The MKWD shall ensure courteous,
efficient and reliable customer service to its consumers
3. SUSTAINABILITY AND INNOVATION.The MKWD shall adopt the latest
technological advancements and alternative resources to ensure sustainable water
supply to its service areas
4. FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound
financial planning to maximize fiscal and fiduciary capabilities
ANNEX A: ORGANIZATIONAL PROFILE 1

5. HUMAN RESOURCES DEVELOPMENT. The MKWD shall continuously enhance
its corporate human resources management and development structures and its
mechanisms to strengthen service culture
6. OPERATIONAL RELIABILITY.The MKWD shall render reliable and high quality
service to its customers

ORGANIZATIONAL STRUCTURE
The MKWD, as a government-owned and controlled corporation has the following
structure:
1. The Board of Directors (BOD) composed of five individuals appointed by the local chief
executive, and serving under a set term of office of six years
2. The General Manager (GM) as the head of the organization
3. The Assistant General Manager for Operations (AGMO) has one major department
under its auspices: the Engineering and Operations Department.
3.1. The Engineering and Operations Department has four divisions:
a. Water Resources Division
b. Planning and Design Division
c. Construction Division
d. Maintenance Division
4. The Assistant General Manager for Administration and Finance (AGMAF) has three
major departments under its auspices: Administrative and Human Resource Department;
Finance Services Department, and the Commercial Services Department.
4.1 The Administrative and Human Resource Department has two divisions:
a.Administrative and Human Resource Division
b.General Services Division
4.2 The Finance Services Department has two divisions:
a. Accounting and Budget Division
b. Cash Management Division
4.3 The Commercial Services Department has two divisions:
a. Customer Accounts Division
b. Customer Services Division
The re-categorized organizational structure and functional chart of the Metro Kidapawan
Water District are graphically presented in Figures 1 and 2A to 2C.

FIGURE 1. CATEGORY B ORGANIZATIONAL STRUCTURE
BOARD OF
DIRECTORS
GENERAL MANAGER
ASST. GENERAL
ASST. GENERAL
MANAGER -
MANAGER -
ADMINISTRATION &
OPERATIONS
FINANCE
ADMINISTRATIVE & CUSTOMER ENGINEERING &

FINANCE
HUMAN RESOURCE SERVICES OPERATIONS
DEPARTMENT
DEPARTMENT DEPARTMENT DEPARTMENT
ADMINISTRATIVE & CUSTOMER

ACCOUNTING & WATER RESOURCES
HUMAN RESOURCES ACCOUNTS
BUDGET DIVISION DIVISION
DIVISION DIVISION
CASH
GENERAL SERVICES CUSTOMER PLANNING &
MANAGEMENT
DIVISION SERVICES DIVISION DESIGN DIVISION
DIVISION
CONSTRUCTION
DIVISION
MAINTENANCE
DIVISION

FIGURE 2A. MKWD ORGANIZATIONAL FUNCTIONAL CHART
OFFICE OF THE BOARD OF DIRECTORS

Policymaking body of the Water District
OFFICE OF THE GENERAL MANAGER

Runs the day-to-day operations of the Water District; Has the authority to
appoint all personnel of the Water District
OFFICE OF THE AGM FOR OFFICE OF THE AGM FOR

ADMINISTRATIVE AND FINANCE OPERATIONS
Assists the General Manager in running the Assists the General Manager in
day-to-day operations of the Water District running the day-to-day operations
concerning Administrative and Finance of the Water District concerning the
technical aspect of the operations
ADMINISTRATIVE COMMERCIAL
AND HUMAN FINANCE SERVICES
DEPARTMENT ENGINEERING AND
RESOURCES DEPARTMENT
OPERATIONS
DEPARTMENT Responsible for the Responsible for the DEPARTMENT
Responsible for the Management, Management and
Supervision and Responsible for the
HR Management, Supervision of the
Planning of Finance Formulation of Water
Records Commercial Services
Services in District Development
Management, Department;
accordance with rules Plans through System
Procurement Responsible for
and regulations of Technical Planning
Processes and Revenue Generation
COA, LWUA, CSC, and Assessment;
Maintenance of and Collection
DBM, Office and Implement Feasible
Property, Plant and Efficiency
Other Governing Construction Projects
Equipment including Service
Bodies
Line Activities and
Watershed
Management;
Maintenance of Main,
Distribution and
Service Lines, Water
Meters, Valves and
Other System
Appurtenances,
including
Management of
Water Supply and
Pressure Distribution,
Water Quality
Standards through its
Intakes, Treatment
Plant and
Impounding
Structures

FIGURE 2B. MKWD DEPARTMENTAL FUNCTIONAL CHART –
ADMINISTRATIVE AND FINANCE
OFFICE OF THE ASSISTANT GENERAL MANAGER FOR

ADMINISTRATIVE AND FINANCE
ADMINISTRATIVE AND COMMERCIAL

HUMAN RESOURCE FINANCE DEPARTMENT SERVICES
DEPARTMENT DEPARTMENT
ADMINISTR
ATIVE AND
HUMAN GENERAL
ACCOUNTING CUSTOMER
RESOURCE SERVICES SERVICES
DIVISION DIVISION AND BUDGET
CUSTOMER DIVISION
DIVISION
Implements Ensures CASH ACCOUNTS It is considered
HR Maintenance It is the nerve MANAGE- DIVISION as the focal
center for
Managemen and MENT Responsible division for
information
t and Safeguarding DIVISION for customer
regarding servicing and
Personnel of MKWD's financial It is responsible
performing
Developmen Property, meter customer
transactions for the
reading, relations, as well
t Programs, Plant and reported through collection of
billing, as collects data
Records Equipment as an accuarate, funds from all on customer-
updated and tending and
Managemen well as sources; related request
reconciled safekeeping of reconciliation
t and Procurement of accounts and complaints,
Procuremen and Supplies financial reports fund to
receivables; and address
including depository
t Activities Management Responsible such with the
preparation and banks and is support of the
in to ensure monitoring of responsible for for the
accordance availability of maintenance department or
budget that will the preparation division
with CSC supplies at all serve as of cash or of accurate
and updated concerned that
Laws and times; Also management's check
records on are both under
Rules, DBM Responsible guide in future disbursement the offices of the
decision making; customer
Rules and for the with approved AGM for
It is also schedules for acccounts,
Regulations, Cleanliness, master file, Operations and
and RA 9184 Orderliness responsible for payment which the AGM for
the preparation are in billing
and Security adjustments, Admin and
of both accrodance Finance; It is
of Office and disbursement with approved discounts,
Workforce bad debts and responsible for
and journal COB, COA
dropping the desired
vouchers with Rules and collection
approved Regulations, from the rolls;
Responsible efficiency
requests or CSC, Latest through pursuit
statements which GAA, Board for the
maintenance of accounts
are in accordance Resolutions,
of electronic activities,
with generally DBM Circulars, investigation
accepted LWUA and gadgets, IT
equipment, and other
accounting other
software and related activities
principles regulatory reinforcing
bodies other
paraphernalia customer
satisfaction and
revenue
generation

FIGURE 2C. MKWD DEPARTMENTAL FUNCTIONAL CHART –
ENGINEERING AND OPERATIONS
OFFICE OF THE ASSISTANT GENERAL MANAGER

FOR OPERATION
ENGINEERING AND OPERATIONS DEPARTMENT
PLANNING AND WATER RESOURCES

DIVISION MAINTENANCE
DESIGN DIVISION
DIVISION Ensures 24/7 water
Prepares supply distribution Ensures
through systematic maintenance of
Program of CONSTRUCTION
monitoring; Regulates pipelines, control
Works (POW) DIVISION
and engineering impounding schedule valves, fire
details of Supervises and and discharges on hydrants and
implements reservoirs; Line flushing other
proposed
construction through hydrants, appurtenances;
projects; Designs
construction projects; Installs, blowoffs and end points; Recommends
transfers and valve manipulation for pipeline
schedules;
repairs service maintenance and control rehabilitations;
Endorses
feasibility lines; Conducts purposes; inventory of maintenance of
marketing production and its service lines
studies; Secures
activities and losses; management and (distribution line
Right of Way
maintains General maintenance of water section);
(ROW); Design
Development Zoning and meters, laboratories disconnect service
Master Plan files (microbiological and lines from the
Plans; Conduct
water meter), treatment main for over
system
evaluations and plant, intakes/reservoir three months
and water quality disconnected
Supervises
monitoring based on connections
watershed
activities and minimum standard
programs

EMPLOYEE INVENTORY, BY OFFICE, PLANTILLA NUMBER AND SEX (As of
January 1, 2015)
EMPLOYEE INVENTORY, BY OFFICE, PLANTILLA NUMBER AND SEX (As of January 1, 2015)
OFFICE PLANTILLA FILLED- VACANT PERMANENT TOTAL
NO. UP
MALE FEMALE
1 BOARD OF 1 1 - - 1 1
DIRECTORS
2 GENERAL MANAGER 13 8 5 3 5 8
3 ASST. GEN. 3 3 - 1 2 3
MANAGER - ADMIN
& FINANCE
4 ADMIN & HUMAN 2 1 1 1 - 1
RESOURCE
DEPARTMENT
5 ADMIN & HR 9 4 5 2 2 4
SERVICES DIVISION.
6 GEN. SERVICES 15 12 3 11 2 12
DIVISION
7 FINANCE SERVICES 3 3 -- 1 2 3
DEPARTMENT
8 ACCOUNTING. & 10 4 6 - 4 4
BUDGET DIVISION
9 CASH 9 1 8 1 2
MANAGEMENT
DIVISION
10 COMMERCIAL 3 2 1 - 2 3
SERVICES
DEPARMENT
11 CUSTOMER 20 18 2 11 7 18
ACCOUNTS
DIVISION
12 CUSTOMER 8 4 4 2 2 4
SERVICES DIVISION
13 ASST. GEN. 2 2 - 2 - 2
MANAGER -
OPERATIONS
14 ENGINEERING & 2 1 1 - 1 1
OPERATIONS
DEPARTMENT
15 WATER RESOURCES 49 20 29 18 2 20
DIVISION
16 PLANNING & 12 10 2 9 1 10
DESIGN DIVISION
17 CONSTRUCTION 12 11 1 10 1 11
DIVISION
18 MAINTENANCE 20 18 2 18 - 18
DIVISION
TOTAL PLANTILLA 193 113 77 80 33 113

INVENTORY OF UNFILLED PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015
INVENTORY OF VACANT PLANTILLA AND NEW POSITIONS,

AS OF JANUARY 1, 2015
Item Code Position Title Salary Step Authorized

Grade Salary
2015-001 Supervising Internal Control Officer* SG-20 1 438,804.00
2015-002 Senior Corporate Planning Specialist* SG-19 1 406,308.00
2015-003 Senior Information Officer* SG-18 1 376,212.00
2015-004 Supervising Data Encoder-Controller* SG-13 1 257,232.00
2015-005 Utility Worker B* SG-01 1 108,000.00
OFFICE OF THE ASSISTANT GENERAL MANAGER FOR HUMAN RESOURCE
AND FINANCE
ADMINISTRATIVE AND HUMAN RESOURCE DEPARTMENT
ADMINISTRATIVE AND HR DIVISION
2015-006 Division Manager B* SG-23 1 552,768.00
2015-007 Supervising Industrial Relations Management SG-20 1 438,804.00
Officer A*
2015-008 Administrative Services Chief B* SG-19 1 406,308.00
2015-009 Clerk Processor D* SG-03 1 124,812.00
GENERAL SERVICES DIVISION
2015-010 General Services Chief B* SG-19 1 406,308.00
2015-011 Driver Mechanic B* SG-07 1 166,680.00
2015-012 Storekeeper D* SG-04 1 134,172.00
2009-043 Clerk Processor D** SG-03 1 124,812.00
FINANCE SERVICES DEPARTMENT
ACCOUNTING AND BUDGET DIVISION
2009-031 Division Manager B** SG-23 1 552,768.00
2015-013 Senior Financial Planning Specialist* SG-20 1 438,804.00
2009-034 Corporate Accountant** SG-15 1 298,644.00
2009-036 Accounting Processor A** SG-08 1 179,172.00
2009-039 Corporate Budget Assistant** SG-08 1 179,172.00
CASH MANAGEMENT DIVISION
2015-016 Supervising Cashier* SG-19 1 406,308.00
2015-017 Cashier D* SG-10 1 207,060.00
2015-018 Collection Assistant* SG-06 1 155,052.00
COMMERCIAL SERVICES DEPARTMENT
2009-064 Driver** SG-04 1 134,172.00
CUSTOMER ACCOUNTS DIVISION
2015-022 Supervising Customer Services Officer A* SG-20 1 438,804.00
2015-023 Utilities Service Assistant E* SG-04 1 134,172.00
CUSTOMER SERVICES DIVISION
2015-026 Customer Service Assistant E* SG-04 1 134,172.00

Grade Salary
OFFICE OF THE ASSISTANT GENERAL MANAGER FOR OPERATION
WATER RESOURCES DIVISION
2015-028 Supervising Water Utilities Management Officer* SG-20 1 438,804.00
2015-029 Supervising Water Utilities Management Officer* SG-20 1 438,804.00
2015-030 Medical Technologist III* SG-18 1 376,212.00
2015-031 Watershed Management Specialist* SG-17 1 348,336.00
2015-032 Senior Water Maintenance Man A* SG-12 1 239,280.00
2015-033 Supervising Instrument Technician* SG-12 1 239,280.00
2015-034 Water Maintenance Man A* SG-08 1 179,172.00
2015-035 Instrument Technician A* SG-08 1 179,172.00
2015-036 Driver* SG-04 1 134,172.00
PLANNING AND DESIGN DIVISION
2015-057 Project Management Officer B* SG-20 1 438,804.00
2009-074 Senior Engineer A** SG-16 1 322,536.00
2015-058 Driver* SG-04 1 134,172.00
CONSTRUCTION DIVISION
MAINTENANCE DIVISION
2009-119 Water Maintenance Man A** SG-08 1 179,172.00
2015-061 Driver* SG-04 1 134,172.00
2009-122 Utility Worker B** SG-01 1 108,000.00
* NEW POSITIONS (2015)

** VACANT PLANTILLA (2009)

ANNEX H
PRE-RETIREMENT PLANNING
Planning and preparing for retirement is one of the most important things an
employee will do. The decisions made and actions taken in the months and years before
an employee’s retirement are some of the most profound choices an individual can make.
For employees in the civil service, mandatory retirement age is at 65. However, those who
have reached the age of 60 and had served for at least 15 years may become eligible for
retirement.
MKWD employees become eligible for retirement when they reach the age of 60.
However, those opting for early retirement have to comply with tenure of service
requirements of the CSC. As of 2015, one employee is set to retire based on the retirement
eligible age of 60, and based on the personnel records, about 11 employees are eligible for
retirement within the timeframe of the plan: three (3) in 2016; one (1) in 2017; four (4) in
2018, and three (3) in 2019.
Thus, the AHRD-HR has adopted the present civil service system of the CSC in the
processing, approval and payment of retirement claims, as well as facilitating the
expeditious compliance of pre-retirement procedures so that retiring officials and
employees shall receive their retirement benefits without delay.
LEGAL BASES
1. Rule VIII of the Omnibus Rules Implementing Book V of Executive Order 292:
“SECTION 1. Every official and employee of the government is an asset or resource to be

valued, developed and utilized in the delivery of basic services to the public. Hence, the
development and retention of a highly competent and professional workforce in the
public service shall be the main concern of every department or agency.
x xx
“SECTION 7. In establishing a continuing program for the development of personnel,

each department or agency or local government shall:
x xx
(b)Design, implement and evaluate-in-service training and development programs solely

or in coordination with the Commission and/or other government agencies and
institutions. Such programs shall include the following:
x xx
Pre-retirement Program – refers to courses which are intended to familiarize would-be

retirees on the government retirement plans and benefits as well as available business
opportunities or other productive options/pursuits.
ANNEX H: PRE-RETIREMENT PLANNING 366

x xx”
2. PRIOR Program (Memorandum Circular No. 23 s. 1993), enjoins agencies to adopt the
Pre-Retirement Innovations and Options for Results or PRIOR as the pre-retirement
program for government officials/employees. Said MC also states that all officials and
employees planning to retire shall have undertaken a Pre-Retirement Course 1-2 years
prior to their retirement.
3. SALAMAT-MABUHAY Program (Memorandum Circular No. 07, s. 1998) enjoins all

heads of departments and agencies to adopt the “SALAMAT-MABUHAY” Program in
honor of or in recognition of the contributions of retiring officials and employees in their
respective agencies.
PRE-RETIREMENT AND RETIREMENT PROGRAM 2015-2019
1. Pre-Retirement Education Program
Core topics covered include the following: overview of the purpose and goals of
retirement planning; explanation of retirement system benefits and options; GSIS
Retirement and Pension information; financial planning; health care insurance and/or
benefits
2. Pre-Retirement Counseling
Pre-retirement counseling is the counseling services made available to an employee to get

him or her acquainted with the requirements needs for a comfortable retirement. It is
also aimed at helping workers to plan for their retirement when still working. Pre-
retirement counseling is the provision of “comprehensive guidance and information
concerning the social, emotional, financial and other aspects of retirement.” The essence
of preretirement counseling is therefore to make an employee aware of his tomorrow. The
fears associated with retirement may not be there if adequate planning is done with the
aid of guidance counselors. To many people, a mention of the word retirement is
associated with negative feelings. Only a few view it positively, and look forward to it with
zeal and enthusiasm.
3. Salamat-Mabuhay Testimonial Program
Every retiree shall be tendered a testimonial program on his last day of service,
usually on his/her 65th birthday. The IRMO shall facilitate the conduct of a program in
honor of the retiree, whereby the firm, colleagues, friends and relatives of the retiree extol
the virtues of and express their gratitude to the honoree. The firm shall likewise award
the retiree with a plaque and token of appreciation for service rendered to the firm.
Likewise, a cash gift and/or accrued monetary benefits shall be given to the retiree.

CANDIDATES FOR RETIREMENT ELIGIBILITY AT AGE 60
Department/ Job Class Title Position Supervisor Retirement Reason why this is
Division Description Eligibility considered a key/
Date critical position
MAINTENANCE Water Maintenance Water Head, 2015 Specialized
DIVISION Foreman Maintenance Maintenance leadership;
Foreman (SG- Division Performs key task;
14) geographic
CUSTOMER Division Manager B Division Head, 2016 Specialized
ACCOUNTS Manager (SG- Commercial leadership;
DIVISION 22) Services performs key task;
Department may affect
organizational
structure
DIVISION Head Maintenance Maintenance leadership;
Head (SG-16) Division Performs key task;
geographic
MAINTENANCE Senior Water Senior Water Head, 2016 Specialized
DIVISION Maintenance Man A Maintenance Maintenance leadership;
Man A (SG-12) Division Performs key task;
geographic
CUSTOMER Utility Service Utility Service Head, 2017 Performs key task
SERVICING Assistant C Assistant C Customer
DIVISION (SG-08) Servicing
Division
ADMINISTRATION Division Manager B Division Head, 2018 Specialized
& GENERAL Manager (SG- Administration leadership;
SERVICES 22) & Finance performs key task;
DIVISION Services may affect
Department organizational
structure
OFFICE OF THE Senior Internal Senior Internal General 2018 Specialized
GENERAL Control Officer Control Officer Manager leadership;
MANAGER (SG-16) performs key task;
may affect
organizational
structure
ACCOUNTING & Corporate Budget Corporate Head, 2018 Specialized
BUDGET Specialist Budget Accounting & leadership;
DIVISION Specialist (SG- Budget performs key task;
16) Division may affect
organizational
structure
CUSTOMER Customer Service Customer Head, 2018 Performs key task
ACCOUNTS Assistant B Service Customer
DIVISION Assistant (SG- Accounts
10) Division
Man (SG-12) Division Performs key task;
geographic
WATER Water Resource Water Head, Water 2019 Specialized
RESOURCES Facilities Technician Resource Resources leadership;
DIVISION Facilities Division Performs key task;
Technician (SG- geographic
11)
SERVICE DIVISION Assistant E Service Customer
Assistant (SG- Service
11) Division

ANNEX B
ORGANIZATIONAL STRATEGIC ROAD MAP
HUMAN RESOURCES DEVELOPMENT. The MKWD shall continuously enhance its corporate human resources management and
development structures and its mechanisms to strengthen service culture
STRATEGIES HR INTERVENTION OUTPUT INDICATORS RESPONSIBILITY FUND SOURCE TIMEFRAME
INTERNAL / EXTERNAL ACCOUNTABILITY 2015 2016 2017 2018 2019
Employ a succession planning • Training Needs Analysis of • Shortlisted potential AHRD-HR CORPORATE
strategy that will identify and potential candidates to fill up candidates FUNDS
develop employees to prepare them new positions and/or • Clear job descriptions
for leadership positions in the vacancies and/or functions     
future • Clear Job Descriptions vis-à-
vis departmental/division
functions
Create a project management • Train project managers/ Expertise of project managers OGM CORPORATE
program that provides training, potential project managers on harnessed AHRD FUNDS
coaching and mentoring to project industry trends and market EOD   
managers to ensure the successful analysis FSD
execution of capital projects
Implement and train all employees • Mentoring and Coaching • Efficiency and capacity of AHRD CORPORATE
on the principles of continuous • Regular conduct of job employee enhanced FUNDS
improvement analysis • Job weaknesses identified
    
• SPMS and IPCR and addressed
• Accurate performance
ratings
Craft a cross exposure program for • Inter-divisional/departmental • Deeper understanding of AHRD CORPORATE
employees to introduce them to cross-training of employees the various functions of FSD FUNDS
other areas of the LWD and develop with similar job groupings the LWD acquired CSD  
their management and leadership • Interactive project • Hands-on skills training EOD
skills management processes enhanced
ANNEX B: ORGANIZATIONAL STRATEGIC ROADMAP 205

OPTIMUM ORGANIZATIONAL MANAGEMENT AND CORPORATE SOCIAL RESPONSIBILITY. The MKWD shall continue to strengthen
organizational management and internal and external communications, as well as enhance its corporate social responsibility

Employ innovative systems and • Organizational management • Global industry OGM CORPORATE
technologies to improve efficiencies trainings: TQM, Six Sigma, competitiveness AHRD FUNDS
throughout the Local Water District 5S assured FSD
• MIS/GIS systems and other • Up-to-date CSD   
relevant software technological EOD
applications knowledge applications
upgrade ensured
Employ a marketing strategy to • Upgrade capabilities of key • Industry-savvy OGM CORPORATE
educate customers on current and management personnel, i.e., corporate AHRD FUNDS

future projects corporate planning and personnel FSD
financial planning officers
Employ an internal communication • Harness information • Open OGM CORPORATE
strategy to improve the technology skills of communication AHRD FUNDS
dissemination of information corporate communicators channels   
between the diverse areas of the
Local Water District
Improve the dynamics of the LWD’s • Regular departmental and • Deeper All departments CORPORATE
organizational processes organizational planning involvement of All divisions FUNDS
sessions personnel in
• Team-building activities corporate
processes     
• Work environment
conducive to
maximum
performance

FINANCIAL STABILITY AND VIABILITY.The MKWD shall ensure sound financial planning to maximize fiscal and fiduciary capabilities

Enhance cost-efficiency and cost- • Updates on Internal audit Cost-efficient and cost- AHRD CORPORATE
effectiveness in all administrative and/or control procedures; effective FSD FUNDS
and organizational processes • Property and Supply administrative and  
management organizational
processes ensured
Evaluate and implement different • Regular review and • High impact EOD CORPORATE
strategies to prioritize future assessment of operations and programs and FUNDS
projects as the needs of the LWD up-to-date programs and projects
change projects implemented     
assessment/evaluations • Best practices
• Adoption of industry best replicated
practices
Develop new revenue sources • Explore other investment Increased business FSD CORPORATE
    
options portfolio guaranteed FUNDS
Enhance capital planning efforts • Frequent brainstorming/ Cost-effective, cost- OGM CORPORATE
through the implementation of management meetings; efficient and timely AHRD FUNDS
capital budgeting methodologies to • Training upgrades on Process completion of FSD     
ensure projects are completed on Engineering programs and projects EOD
time and on budget guaranteed

CUSTOMER SERVICE SATISFACTION.The MKWD shall ensure courteous, efficient and reliable customer service to its consumers

Improve the customer service • Quick Response Time for • Customer AHRD CORPORATE
experience for our customers maintenance/repair or Satisfaction CSD FUNDS
installation guaranteed
• Physical fitness and health • Occupational
condition of field employees Safety measures
regularly monitored and observed     
assured • On-time
• Outsourcing of maintenance maintenance
services services
• Frequent promotional guaranteed
gimmicks
Improve the aesthetics of the LWD’s • Strict implementation of Seamless customer AHRD CORPORATE
facilities and utilities, and Citizens Charter/ARTA; service guaranteed CSD FUNDS
    
streamline process to serve • Accurate billing
customers more efficiently

SUSTAINABILITY AND INNOVATION. The MKWD shall adopt the latest technological advancements and alternative resources to ensure
sustainable water supply to its service areas

Plan and implement alternative • Construction of overhead EOD
water resource projects to augment water storage tanks and
current water supplies and ensure a valving systems in key
    
drought proof water supply locations within service areas
• Upgrade well water
operations
Proactively monitor changes in • Hiring of Medical AHRD
water quality regulation to ensure Technologist to regularly EOD
providing the highest quality service conduct water quality     
to customers • Regular conduct of
groundwater assessment
Plan and secure additional water • Develop partnerships with OGM
resources public or private entities re: EOD
water utility expansion or
alternative resources     
• Partnerships with BAWASA
and rendering of technical
assistance

OPERATIONAL RELIABILITY. The MKWD shall render reliable and high quality service to its customers

Employ operational excellence • Work out ISO compliance ISO-compliant and EOD
program to reduce operational costs • Adoption of green environment-friendly  
and energy utilization technology operations guaranteed
Improve rehabilitation of current • Constant monitoring and Water quality and EOD
infrastructure to ensure a reliable inspection of water recharge supply assured
and resilient system points and sources, pipelines
and water mains in service
areas
    
• Replacement of small
distribution lines
• Work out increase in water
extraction rights from
LWUA and NWRB

ANNEX C
JOB ANALYSIS
Employees who participated in the job analysis survey came from two
departments: the Administrative and Human Resources Department (AHRD), and the
Engineering and Operations Department (EOD). Respondents from the AHRD were
supervisory and assisting staff while those from the EOD were 1st level supervisory and
non-supervisory personnel, as well as 2nd level supervisory and non-supervisory
personnel.
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT

Among AHRD employees, respondents were from the Administrative Section, the
HR Section, and the Supply Section of the General Services Division.
In the HR Section, core functions performed by the respondent (2nd level

Supervisory) involve maintenance of official reports, records and communications. As
such 40% of the duties and responsibilities involved recording and safekeeping of official
documents and forms from the different departments and divisions of the MKWD,
including documents from working committees and external communications; 30%
involve recording, updating and safekeeping employees’ leave ledger records; 25%
involved inventory, recommendation and control of releasing of documents, as well as
preparing regular weekly and monthly reports; and, 5% involved attending to all office
and organizational activities.Special/Intervening assignments cited include membership
and being an officer in MKWD-based organizations and/or committees. Employee-
respondent cited proficiency in terms of knowledge, skills and attitudes/behavior
required for the job. Additional training on Records Management Upgrade and HR
systems applications was likewise desired. Deterrents to job performance cited include
random interruption from phone calls, walk-in visits, supervisor’s demands; as well as
uncomfortable work environment, particularly citing “glare” or “silaw” as an occupational
hazard. The respondent likewise expressed the desire to have a higher position in the
division, and indicated the need for more job-related trainings, seminars and experience
to be able to meet the requisites for promotion.
In the Admin Section, duties cited by the respondent (1st level non-supervisory)
40% receiving all office supplies and materials; 40% release of office supplies to all
requisitioners; and, 40% conduct of physical count and inventory of all office supplies. In
terms of competency, respondent indicated competency in clerical work and being
computer-literate. Deterrent to job performance cited include poor/lack of
communication or guidelines for appropriate work behaviors; and, work not appreciated.
In the Supply Section of the General Services Division, core functions indicated
include receiving and releasing of goods; recording and posting; and, reportorial
functions. Weight allocation for duties performed are as follows: 30% for receipt/release
of maintenance materials; 40% for posting all receiving reports; and, 30% monthly supply
ANNEX C: JOB ANALYSIS 211

report. Special/intervening assignments cited include membership in MKWD-based
organization. In terms of competency levels, respondent indicated competent knowledge
on storekeeping and debit/credit and being computer-literate. Respondent likewise
indicated the desire for more training on Accounting applications. Deterrent to job
performance cited was uncomfortable work environment. Respondent also expressed
desire to pursue a masteral degree and attain eligibility.

Among EOD personnel, respondents were 1st Level and 2nd Level Supervisory and
Non-Supervisory employees from the Planning and Design Division, and the Operations
and Maintenance Division.
In the Design Unit of the Planning and Design Division, supervisory-respondent

indicated having the following weight allocation for duties and responsibilities
performed, to wit: 40% - providing design consideration for construction, maintenance
and production-related activities; 30% - evaluating and analyzing water supply system;
20% - heading the conduct of pre-construction project implementation and rights-of-way
permit; and, 10% - documentation and records management. Special/intervening
assignments cited include membership to committee on occupational safety and health
standards and performing tasks as field safety officer for all MKWD operations.
Respondent likewise indicated desire to undergo further training for field safety officers.
Job deterrent cited was random interruptions from phone calls, walk-in visits, supervisor’s
demands. The respondent indicated the desire to be a division manager, and has
identified the need for more work-related trainings leading to promotion.
On the other hand, the non-supervisory respondent of the Design Unitindicated

having the following weight allocation for duties and responsibilities performed, to wit:
60% -performing technical work for proposed projects; 30% - conduct of field work; and,
10% - records management. Special/intervening assignment cited was being an officer in
the employees’ association. The respondent indicated the need to undergo training on
civil engineering works and management skills training. Respondent also aspires to be a
section head and indicated the need for leadership training to meet requisites for
promotion.
Meanwhile, the 2nd level (non-supervisory) employee-respondent from the

Planning Unit indicated the following weight allocation for duties and responsibilities
performed, to wit: 45% - performing technical work activities for proposed projects; 25% -
conducting field work; and, 10% - project records management. Special/intervening
assignments performed include evaluation of non 24 hours supply or low pressure, as well
as membership to occupational safety and health standard committee. Respondent also
indicated the need to undergo more training on civil engineering, and management and
skills enhancement trainings. Moreover, respondent aspires to be a division manager and
has expressed the need for more training and experience on management.
In the Operations and Maintenance Division, respondents did not indicate weight
allocations for duties and responsibilities performed. However, a 2nd level supervisory

respondent indicated job deterrents as follows: uncertainty on job duties and expectations;
required to do more work than can reasonably be expected in a given time, period, and, new
system/technology in the workplace.
Meanwhile, the non-supervisory 1st level employee-respondents did not as well

indicate weight allocations for duties and responsibilities performed but cited
special/intervening assignments such as assisting in other units in water facilities and
water supply maintenance and repair. They also indicated the need to undergo training
on water supply and sanitation, as well as preventive maintenance on water distribution
systems. They likewise indicated the desire to be promoted to a higher position and the
need to upgrade their current competencies to be promoted.

ANNEX D – SUPERVISOR’S OBSERVATION CHECKLIST
OFFICE: COMMERCIAL SERVICES DEPARTMENT

NUMBER OF RESPONDENTS: 10
PARTICULARS FREQUENCY
ABSENTEEISM AND TARDINESS NEVER SELDOM OFTEN ALWAYS TOTAL
Q1. Repeated absences, particularly if they follow a pattern
Q2. Frequent unscheduled short-term absences (with or without medical explanation) 9 1 -- -- 10
Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 7 2 1 -- 10
Q4. Requesting to leave at work early for various reasons
“ON-THE-JOB” ABSENTEEISM
Q5. Continued absences from post more than job requires – “goofing off” 9 1 -- -- 10
Q6. Long coffee and lunch breaks 10 -- -- -- 10
Q7. Repeated undealt-with physical illness on the job (e.g., always suffering from headaches 7 3 -- -- 10
but do not drink medicines or consult doctor)
Q8. Spends excessive amount of time on the telephone 10 -- -- -- 10
Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and 10 -- -- -- 10
bathroom)
LOW MORALE
Q10. Lack of enthusiasm to work 9 1 -- -- 10
Q11. Increasing number of errors in work 7 3 -- -- 10
Q12. Body language signals resignation, weakness, boredom, and disinterest 8 2 -- -- 10
Q13. Frequent complaints from customers and colleagues 9 1 -- -- 10
LACK OF CAPACITY
Q14. Work requires greater effort 9 1 -- -- 10
Q15. Jobs take more time 7 2 -- -- 10
Q16. Making bad decisions or using poor judgement 9 1 -- -- 10
Q17. Errors in written communication 7 2 -- -- 10
JOB INEFFICIENCY
Q18. Missed deadlines 8 2 -- -- 10
Q19. Unreliable, cannot be depended on 8 2 -- -- 10
Q20. Difficulty following instructions 10 -- -- -- 10
Q21. Complaints from customers 8 2 -- -- 10
STRESSED (FEELING PRESSURED)
Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, 7 3 -- -- 10
heart attack, etc.
Q23. Feeling worried, irritated, unable to cope and make decisions, being less creative, nail 7 3 -- -- 10
biting, excessive smoking and/or use of alcohol
Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness 7 3 -- -- 10
Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks 7 3 -- -- 10
Q26. Rapid emotional shifts; argumentative and confrontational 6 4 -- -- 10
BURNOUT (TOTALLY DEPLETED OF ENERGY)
Q27. Loss of interest in and commitment to work 8 2 -- -- 10
Q28. Loss of confidence and diminished self-esteem 9 1 -- -- 10
Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork 10 -- -- -- 10
Q30. Loss of quality in the performance of the job, often work harder, but accomplish less 9 1 -- -- 10
Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, 8 2 -- -- 10
or worn out by the end of the day
UNDERLOAD AND BOREDOM IN THE JOB
Q32. Switches over to work-related topics as soon as the boss or colleagues are around (“as if 9 1 -- -- 10
doing something”)
Q33. May come early in the morning and leave the workplace late pretending to work long 9 1 -- -- 10
hours
Q34. The work is postponed to longer periods of time (procrastinating) 10 -- -- -- 10
Q35. Files are taken home without being worked on 10 -- -- -- 10
Q36. Make noise with the working material to appear to be busy 8 2 -- -- 10
POOR EMPLOYEE RELATIONSHIP
Q37. Blames others for problems 9 1 -- -- 10
Q38. Actively criticize the Agency and its policies 8 2 -- -- 10
Q39. Complaint from co-workers, supervisors, other staff 9 1 -- -- 10
Q40. Lying and exaggerating 9 1 -- -- 10
Q41. Unreasonable resentments 9 1 -- -- 10
RESISTANCE TO CHANGE
Q42. Grumbling and complaint in airing discomfort 7 3 -- -- 10
Q43. Passive refusal and covert action 8 2 -- -- 10
Q44. No follow-through to agreed upon next steps 7 3 -- -- 10
Q45. Lack of leadership or direction or initiative 8 2 -- -- 10
OTHER ISSUES:
ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214

OFFICE: ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT

Q1. Repeated absences, particularly if they follow a pattern 5 3 -- -- 8
Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 5 3 -- -- 8
Q4. Requesting to leave at work early for various reasons 5 3 -- -- 8
Q6. Long coffee and lunch breaks 6 2 -- -- 8
Q8. Spends excessive amount of time on the telephone 8 -- -- -- 8
Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and 3 5 -- -- 8
bathroom)
LOW MORALE
Q11. Increasing number of errors in work 3 5 -- -- 8
LACK OF CAPACITY
Q14. Work requires greater effort 2 5 1 -- 8
Q15. Jobs take more time 2 5 1 -- 8
Q16. Making bad decisions or using poor judgement 2 6 -- -- 8
Q17. Errors in written communication 1 7 -- -- 8
JOB INEFFICIENCY
Q18. Missed deadlines 3 5 -- -- 8
Q19. Unreliable, cannot be depended on 3 5 -- -- 8
Q20. Difficulty following instructions 3 5 -- -- 8
Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, 4 4 -- -- 8
heart attack, etc.
Q23. Feeling worried, irritated, unable to cope and make decisions, being less creative, nail 5 3 -- -- 8
Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness 3 5 -- -- 8
Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks 4 4 -- -- 8
Q26. Rapid emotional shifts; argumentative and confrontational 5 3 -- -- 8
Q27. Loss of interest in and commitment to work 6 2 -- -- 8
Q28. Loss of confidence and diminished self-esteem 5 3 -- -- 8
Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork 5 3 -- -- 8
Q30. Loss of quality in the performance of the job, often work harder, but accomplish less 5 3 -- -- 8
Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, 5 3 -- -- 8
Q32. Switches over to work-related topics as soon as the boss or colleagues are around (“as if 4 2 -- -- 6
doing something”)
hours
Q34. The work is postponed to longer periods of time (procrastinating) 4 2 -- -- 6
Q35. Files are taken home without being worked on 6 -- -- -- 6
Q38. Actively criticize the Agency and its policies 6 -- -- -- 6
Q41. Unreasonable resentments 6 -- -- -- 6
Q43. Passive refusal and covert action 6 -- -- -- 6
Q45. Lack of leadership or direction or initiative 1 5 -- -- 6
OTHER ISSUES:

OFFICE: OPERATIONS AND MAINTENANCE DEPARTMENT

Q1. Repeated absences, particularly if they follow a pattern 2 2 -- -- 4
Q3. Lateness at work; especially on Monday mornings; and/or returning from lunch 2 2 -- -- 4
Q4. Requesting to leave at work early for various reasons 2 2 -- -- 4
Q6. Long coffee and lunch breaks 3 1 -- -- 4
Q8. Spends excessive amount of time on the telephone 3 1 -- -- 4
Q9. Leaving work area more than necessary (e.g., frequent trips to water fountain and 3 1 -- -- 4
bathroom)
LOW MORALE
Q11. Increasing number of errors in work -- 4 -- -- 4
LACK OF CAPACITY
Q14. Work requires greater effort -- 3 1 -- 4
Q15. Jobs take more time 1 2 1 -- 4
Q16. Making bad decisions or using poor judgement -- 4 -- -- 4
Q17. Errors in written communication -- 4 -- -- 4
JOB INEFFICIENCY
Q18. Missed deadlines -- 4 -- -- 4
Q19. Unreliable, cannot be depended on -- 4 -- -- 4
Q20. Difficulty following instructions -- 4 -- -- 4
Q22. Physical symptoms, such as headache, upset stomach, change in appetite, exhaustion, -- 4 -- -- 4
heart attack, etc.
Q23. Feeling worried, irritated, unable to cope and make decisions, being less creative, nail -- 4 -- -- 4
Q24. Inability to sustain concentration, difficulty in thinking clearly and forgetfulness -- 4 -- -- 4
Q25. Lower job satisfaction, communication breakdown and focus on unproductive tasks -- 3 1 -- 4
Q26. Rapid emotional shifts; argumentative and confrontational -- 4 -- -- 4
Q27. Loss of interest in and commitment to work -- 4 -- -- 4
Q28. Loss of confidence and diminished self-esteem -- 4 -- -- 4
Q29. Avoid clients/colleagues or limiting involvement/participation in group/teamwork -- 4 -- -- 4
Q30. Loss of quality in the performance of the job, often work harder, but accomplish less -- 4 -- -- 4
Q31. Feeling extremely tired and exhausted most mornings and become more fatigued, tired, -- 4 -- -- 4
Q32. Switches over to work-related topics as soon as the boss or colleagues are around (“as if -- 4 -- -- 4
doing something”)
hours
Q34. The work is postponed to longer periods of time (procrastinating) 3 1 -- -- 4
Q35. Files are taken home without being worked on 2 2 -- -- 4
Q38. Actively criticize the Agency and its policies 3 1 -- -- 4
Q41. Unreasonable resentments 3 1 -- -- 4
Q43. Passive refusal and covert action 3 1 -- -- 4
Q45. Lack of leadership or direction or initiative -- 4 -- -- 4
OTHER ISSUES:

ANNEX E
COMPETENCIES ANALYSIS
INVENTORY OF COMPETENCIES
The IRMO had conducted a survey of competencies of each department to
determine levels of proficiency to be able to outline trainings required to enhance or
address gaps in organizational, behavioral, supervisorial/managerial and technical
competencies. There were four sets of competencies that were surveyed/measured,
namely: Organizational/Core competencies; behavioral competencies; technical
competencies; and, supervisorial/managerial competencies.
Organizational/Core competencies consisted of the following indicators: Integrity;

Results Orientation; Customer Orientation; Performance Stability; and Organizational
Understanding of the Firm.
Behavioral competencies consisted of the following: Interpersonal Effectiveness;

Attention to Details; Self Confidence; Personal Credibility; Ability to Learn; Cost
Consciousness; Stress Management; Initiative; Adaptability; Networking Skills; and,
Teamwork.
Supervisorial / Managerial competencies consisted of the following indicators:

Leadership; Managing Change; Directing; Coaching; Delegating; Decision Making;
Planning and Coordination; Records Management; Supervision Over Field Personnel;
Project Supervision and Monitoring; and, Strategic Management.
Technical competencies, on the other hand, consisted of the technical skills and
abilities as performed by each department and/or division.
The following are the set of indicators adopted and used as basis for evaluating
gaps in the organizational capacities:
ORGANIZATIONAL/CORE
Integrity – able to maintain and promote social, ethical and organizational norms in
conducting internal and external business activities.
Results Orientation – able to define realistic set of goals by taking responsibility in

order to deliver outputs on a specified time.
Customer Orientation – able to take effort to discover and meet needs of internal and
external clients.
Performance Stability – able to consistently meet the day-to-day demands of the job.
Organizational Understanding of the Firm – able to define and discuss the

organization’s history, vision, mission, strategic goals, functions organizational structure,
ANNEX E: COMPETENCIES INVENTORY 217

key players, leadership, major policies and guidelines to be able to operate effectively
within the organization
BEHAVIORAL
Interpersonal Effectiveness – ability to consider the feelings and needs of others, being
aware of how one’s own behavior affects others, regardless of gender, position and social
status.
Attention to details – accomplishes a task thoroughly with concern for all the areas
involved no matter how small.
Decisiveness – able to make difficult decisions in a timely manner.
Self confidence – ability to demonstrate belief in one’s own ideas and capacity to be
successful, willingness to take an independent position in the face of opposition.
Personal credibility – able to demonstrate concern that one be perceived as responsible,

reliable and trustworthy.
Ability to learn – ability to assimilate and apply new job-related information and skills to
work reality, to create and to solve problems, to try out new behavior to get desired
results.
Cost Consciousness – able to show awareness of financial impact of choices and

decisions and selects a course of action that ensures meeting the same result at less cost.
Stress Management – able to function effectively when under pressure and maintains
self control in the face of hostility or provocation.
Initiative – able to actively attempt to influence events to achieve goals; self-starting

rather than passive acceptance, takes action beyond what is necessarily called for in order
to achieve goals; originating action..
Adaptability – ability to being effective while dealing with different people or in various
situations, tasks and responsibilities.
Networking skills – the ability to build and maintain friendly and cordial relationships
or network of contacts with people who are (potentially) useful in achieving utilization of
resources.
Teamwork – able to adhere and practice team building processes and principles, working
togetherness norms in the daily disposal or work duties and responsibilities.
SUPERVISORIAL/MANAGERIAL
Leadership – ability to influence others towards a desired goal or outcome through

personal conviction and discipline communicates and adapts the appropriate leadership
and interaction style to the situation, guides individuals (subordinates, peers, superiors)
or groups towards tasks accomplishment.

Managing Change – ability to understand the change process from the perspective of
the change sponsor, change implementer and change recipient and takes initiative to
make a smooth transition from the current to the desired state.
Directing – ability to set and provide overall direction in the office; communicates
management directives in the office.
Coaching – ability to direct, instruct a person or a group of people with the aim to
achieve some goals or develop specific skills.
Delegating – able to assign tasks and responsibilities to the appropriate person, taking
into consideration the capability and maturity level for efficient task accomplishment and
employee’s development and growth.
Decision Making – ability to identify issues, concerns pertaining to individual personnel

in case of complaint or commission of acts contrary to civil service laws, and decide on
the appropriate action to be taken.
Planning and Coordination – ability to identify results, needed actions and resource
requirements and works with others to attain the required resources to achieve results.
Records Management – the ability to establish a system of procedure in recording and

safekeeping of documents for ease in locating and retrieval of records and documents.
Supervision Over Field Personnel – ability to monitor field personnel for work efficient
and effective output.
Project Supervision and Monitoring – ability to supervise and monitor the on-going
projects for submission of accomplishments.
Strategic Management – ability to analyze the organization’s competitive position by

considering market and industry trends, existing and potential customers and strengths
and weaknesses as compared to competitors.
SUMMARY OF ORGANIZATIONAL / CORE, BEHAVIORAL, SUPERVISORY /

MANAGERIAL COMPETENCIES AND PROFICIENCY LEVELS
Organizational / Core Competencies.In terms of Organizational Understanding of the

Local Water District, employees of all departments and divisions have an integral
understanding of the MKWD’s vision, mission, organizational functions, policies and
directions. All departments are aware of maintaining Integrity in conducting internal and
external service activities.
However, most divisions with clerical functions, particularly those in Administrative

Services, Finance Services, and Commercial Services, expressed challenges in terms of
Records Management and/or Archival processes, Database Management, Accounting and

Audit systems, as well as technical writing and business correspondence skills. In terms of
levels of proficiency, 1st Level personnel with clerical functions indicated their
competence levels as Competent, and would like to upgrade such skills to Proficient.
Among 2nd Level employees, most rated their competence levels as Proficient.
In terms of Customer Service applications, both 1st Level and 2nd Level employees rated
their competence levels as Proficient. However, competence levels are foreseen to
improve with the upgrading of software applications and streamlining of guidelines.
Among Engineering and Operation departmental divisions, those with supervisorial

functions have rated their performance levels as Proficient. Those performing technical
functions have likewise rated their performance as Proficient. However, in terms of
Organizational/core competencies, most 1st Level employees rated their competence level
as Competent.
Behavioral Competencies. In terms of behavioral competencies, most employees,

regardless of department, level and position, indicated their desire to improve their job
performance by improving their individual behaviors and attitudes towards their work.
Majority of the employees expressed their willingness to undertake capability-building
measures that would redound to better job performance. Areas that need to be boosted
include Stress Management, Initiative, Adaptability, Networking Skills, and Teamwork. In
these aspects, levels of proficiency range from Competent to Proficient.
Supervisorial/Managerial Competencies. In terms of supervisorial/managerial

competencies, all division heads indicated their competence levels as Expert in the
aspects of Leadership, Managing Change, Directing, Coaching, Delegating, Decision
Making, Planning and Coordination, Records Management, Supervision over Field
Personnel, Project Supervision and Monitoring, and Strategic Management. On the other
hand, majority of section/division heads indicated levels of competence as Proficient.
SUMMARY OF TECHNICAL COMPETENCIES AND PROFICIENCY LEVELS

The MKWD’s organizational structure allows for horizontal movement between
personnel in divisions under the four major departments, namely Administration and
Human Resources Department, Finance Services Department, Commercial Services
Department, and the Engineering and Operations Department. As such, personnel are
expected to possess a general knowledge on the various aspects, functions and
requirements of its departmental operations. Proficiency levels likewise vary, depending
on the depth and breadth of the job requirement.
Personnel from Administration and HR Department are expected to have a

working knowledge on the following areas:
ADMINISTRATIVE MANAGEMENT AND GENERAL SERVICES. Technical

proficiencies include: Customer Service Skills; Effective Records Management;
Procurement, Materials Inspection and Acceptance; Property and Inventory
Management; Safety Planning and Emergency Preparedness; Water Supply Materials

Selection & Quality Assurance; Information and Records Management; Knowledge of the
Government Procurement Processes (RA 9184 and its Revised IRR).
Levels of proficiency range from Competent (for first level non-supervisory staff)
to Proficient (for second level employees) to Expert (for supervisorial/managerial
positions).
GENERAL MANAGEMENT. Technical proficiencies include: Corporate Planning;

Crisis and Stress Management; Basic and Advanced Supervisory Development; Water
Supply Management and Water District Management.
positions).
HUMAN RESOURCES MANAGEMENT AND DEVELOPMENT.Technical

proficiencies include: Recruitment and Selection; Performance Management; Employees’
Welfare and Benefits; Training and Development; and Records Management. Technical
competence was rated as Proficient.
However, the HR division needs to undertake the following: Training on updated

Qualifications Standards; Training on Rules on Promotion; HR forecasting; Seminar-
Workshop on Appointments and Other Personnel Actions; Seminar-Workshop for
Personnel Selection Board Members; Seminar-Workshop on Appointments; Training on
Performance Appraisal Management and Systems; Skills in Facilitating Performance
Planning; Skills in Managing Performance Review; Ability to evaluate “star performers”
for rewards and “non-performers” for appropriate disciplinary action; Training on how to
conduct HR Audit; Training on basic principles, laws, policies on Employees Welfare and
Benefits; and, Knowledge on Record Management Systems.
Personnel from Finance Services and Commercial Services Departments are

expected to have a working knowledge on the following:
COMMERCIAL PRACTICES MANAGEMENT. Technical proficiencies include:

Commercial Practices Systems; Marketing and Public Relations; Water Rates/Cash Flow
Projection; Water Tariff Determination with Cash Flow Projection.
positions).
FINANCIAL MANAGEMENT. Technical proficiencies include: Basic Accounting

for Non- Accountants; Financial Management for Water Utilities; Auditing for Tellers,
Collectors and Cashiers; Water Utility Budgeting; Water Utility Operations Auditing.
positions).
Meanwhile, personnel from Engineering and Operations Department are

expected to have a working knowledge on the following areas:

ENGINEERING AND CONSTRUCTION. Technical proficiencies include:
Groundwater Data Management; Computerized Groundwater Data Banking and
Monitoring; Water Supply Feasibility Studies; Water Supply System Construction
Management
to ProficientandExpert (for supervisorial/managerial positions).
OPERATION AND MAINTENANCE. Technical proficiencies include: Water

Supply System Operation and Maintenance; Pumps and Electrical Control; Water
Maintenance Plumbing Techniques; Water Meter Repair and Maintenance; Water
Quality Management; Water Treatment Technologies; Water Resources Facilities
Operation; Well Drilling, Rehabilitation and Maintenance; Understanding Water Quality
and Complying with Philippine National Standards for Drinking Water; Evaluation of
Unsolicited Concession-Type Proposals for Water Supply Projects; Health, Hygiene and
Water Conservation Education.
to ProficientandExpert (for supervisorial/managerial positions).

ANNEX F: CAREER PATHING AND COMPETENCY DEVELOPMENT PROGRAM
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT - HR MANAGEMENT SECTION

LEVEL AND POSITIONS REQUIRED COMPETENCIES REQUIRED ACTUAL HR STRATEGIES
PROFICIENCY PROFICIENCY
LEVEL LEVEL
SECOND LEVEL ORGANIZATIONAL/CORE PROFICIENT PROFICIENT • Advanced Civil Service training
Integrity – able to maintain and promote social, ethical and organizational
courses
norms in conducting internal and external business activities.
Industrial Relations Results Orientation – able to define realistic set of goals by taking • Attending work-related
Management Officer responsibility in order to deliver outputs on a specified time. conference: Updated
A (SG-15) Customer Orientation – able to take effort to discover and meet needs of Qualifications Standards; Rules
internal and external clients. on Promotion; HR forecasting;
Performance Stability – able to consistently meet the day-to-day demands of
the job. Seminar-Workshop on
Organizational Understanding of the Firm– able to define and discuss the Appointments & Other
firm’s history, vision, mission, strategic goals, functions organizational structure, Personnel Actions; Seminar-
key players, leadership, major policies and guidelines to be able to operate Workshop for Personnel
effectively within the organization
BEHAVIORAL
Selection Board Members;
PROFICIENT PROFICIENT
Interpersonal Effectiveness – ability to consider the feelings and needs of Seminar-Workshop on
others, being aware of how one’s own behavior affects others, regardless of Appointments; Preparation &
NEW POSITION: gender, position and social status. Other Personnel Actions;
Attention to details – accomplishes a task thoroughly with concern for all the Training on performance
Supervising Industrial areas involved no matter how small.
Relations Management Decisiveness – able to make difficult decisions in a timely manner. appraisal management and
Officer A (SG-20) Self confidence– ability to demonstrate belief in one’s own ideas and capacity systems; Skills in facilitating
to be successful, willingness to take an independent position in the face of performance planning; Skills in
opposition. managing performance review;
Personal credibility – able to demonstrate concern that one be perceived as
Ability to evaluate “star
responsible, reliable and trustworthy.
Ability to learn – ability to assimilate and apply new job-related information and performers” for rewards and
skills to work reality, to create and to solve problems, to try out new behavior to “non-performers” for appropriate
get desired results. disciplinary action; Training on
Cost Consciousness – able to show awareness of financial impact of choices how to conduct HR Audit;
and decisions and selects a course of action that ensures meeting the same
result at less cost.
Training on basic principles,
Stress Management – able to function effectively when under pressure and laws, policies on employees
maintains self control in the face of hostility or provocation. welfare and benefits; Knowledge
Initiative – able to actively attempt to influence events to achieve goals; self- on record management systems
starting rather than passive acceptance, takes action beyond what is necessarily
ANNEX F: CAREER PATHING

225
called for in order to achieve goals; originating action..
Adaptability – ability to being effective while dealing with different people or in
various situations, tasks and responsibilities.
• Membership and participation in
Networking skills – the ability to build and maintain friendly and cordial professional organizations
relationships or network of contacts with people who are (potentially) useful in • Coaching or consulting others
achieving utilization of resources. • Leadership development
Teamwork – able to adhere and practice team building processes and
principles, working togetherness norms in the daily disposal or work duties and
programs
responsibilities. • Courses from external courses:
TECHNICAL/PROFESSIONAL PROFICIENT PROFICIENT

201 Updating – able to modify, refine, reconcile actual functions against the Gender and Development (GAD) Planning
existing Job Description of the position and Budgeting;
Personnel Appraisal – ability to conduct regular evaluation for employees’
performance
NSTP/OJT interfacing – capability to lead group discussion with regards to
Organizational Management Development;
National Service Training Program / On-the-Job Training work assignments
Training Information Dissemination – ability to express ideas and information Public Service Ethics and Accountability;
to convey official / employees for their actual attendance in various training
programs. Public Sector Unionism and Principled
Leave Administration Course Briefing – able to facilitate, articulate, express, Negotiations;
define, and discuss the whole features of “Leave Administration Course for
Effectiveness” Values Orientation Workshop;
Payroll and Voucher Preparation – able to efficiently and effectively prepare,
present and submit employee’s payroll and voucher according to standards
Updating Casual Employees records – able to manage casual employees’
Participatory Gender Audit
data, track, present and feedback related information.
Salamat-Mabuhay Program – able to manage preparation, conduct and post
conduct of Salamat at Mabuhay program for retirees
Orientation / Briefing of New Employees – able to manage preparation,
conduct and post conduct of orientation and briefing for new employees
Formulation of HRMD Plan – able to do the planning processes, identification
and programming of HR systems and subsystems, customize and HRD and
HRM design for the Agency and implement the same
Training Needs Assessment – able to design TNA tools, administer,
consolidate and analyze needs assessment results, recommends appropriate
interventions.
Designing Training Programs – ability to formulate training objectives and
develop a need-based training design for specific trainees
Managing / Facilitating Training Programs – employs the Adult Learning
Principles and Processes in facilitating and managing training sessions, utilizing
various training methodologies.
Design and Conduct of Training Evaluation – able to formulate and
administer a training evaluation tool for content and training processes as based

226
on a specific training design and present results and analysis for appropriate
action
SUPERVISORIAL/MANAGERIAL EXPERT PROFICIENT

Leadership – ability to influence others towards a desired goal or outcome
through personal conviction and discipline communicates and adapts the
appropriate leadership and interaction style to the situation, guides individuals
(subordinates, peers, superiors) or groups towards tasks accomplishment.
Managing Change – ability to understand the change process from the
perspective of the change sponsor, change implementer and change recipient
and takes initiative to make a smooth transition from the current to the desired
state.
Directing – ability to set and provide overall direction in the office;
communicates management directives in the office.
Coaching – ability to direct, instruct a person or a group of people with the aim
to achieve some goals or develop specific skills.
Delegating – able to assign tasks and responsibilities to the appropriate person,
taking into consideration the capability and maturity level for efficient task
accomplishment and employee’s development and growth.
Decision Making – ability to identify issues, concerns pertaining to individual
personnel in case of complaint or commission of acts contrary to civil service
laws, and decide on the appropriate action to be taken.
Planning and Coordination – ability to identify results, needed actions and
resource requirements and works with others to attain the required resources to
achieve results.
Records Management – the ability to establish a system of procedure in
recording and safekeeping of documents for ease in locating and retrieval of
records and documents.
Supervision Over Field Personnel – ability to monitor field personnel for work
efficient and effective output.
Project Supervision and Monitoring – ability to supervise and monitor the on-
going projects for submission of accomplishments.
Strategic Management – ability to analyze the organization’s competitive
position by considering market and industry trends, existing and potential
customers and strengths and weaknesses as compared to competitors.

227
ADMINISTRATIVE AND HUMAN RESOURCES DEPARTMENT – ADMINISTRATIVE & GENERAL SERVICES DIVISIONS
LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE PROFICIENT PROFICIENT • On-the-job training/cross training:
Data Information Management;
ADMIN AND HR Results Orientation – able to define realistic set of goals by taking Records Management
DIVISION responsibility in order to deliver outputs on a specified time.
Customer Orientation – able to take effort to discover and meet needs of
(1) Procurement Asst. internal and external clients. ADMIN MANAGEMENT & GEN. SERVICES
A (SG-09) Performance Stability – able to consistently meet the day-to-day demands of
the job. Effective Records Management
(1) Procurement Asst. Organizational Understanding of the Firm – able to define and discuss the
firm’s history, vision, mission, strategic goals, functions organizational structure, Procurement, Materials Inspection and Acceptance
B (SG-08)
key players, leadership, major policies and guidelines to be able to operate
effectively within the organization Property and Inventory Management
BEHAVIORAL COMPETENT COMPETENT
GENERAL SERVICES Safety Planning and Emergency Preparedness
Interpersonal Effectiveness – ability to consider the feelings and needs of
DIVISION others, being aware of how one’s own behavior affects others, regardless of Water Supply Materials Selection & Quality Assurance
gender, position and social status.
(1) Electronic Attention to details – accomplishes a task thoroughly with concern for all the Basics of Information and Records Management
Communications areas involved no matter how small.
Operator C (SG-06) Decisiveness – able to make difficult decisions in a timely manner. Government Procurement (RA 9184 and its Revised IRR)
Self confidence– ability to demonstrate belief in one’s own ideas and capacity
(1) Clerk Processor D to be successful, willingness to take an independent position in the face of
opposition.
(SG-03)
Personal credibility – able to demonstrate concern that one be perceived as • Participation in projects
responsible, reliable and trustworthy. implementation
(2) Industrial Security
Guard (SG-03)
Ability to learn – ability to assimilate and apply new job-related information • Civil Service training courses
and skills to work reality, to create and to solve problems, to try out new
behavior to get desired results. • Computer-based training
(2) Utility Worker A Teamwork – able to adhere and practice team building processes and • Working with a mentor
(SG-03) principles, working togetherness norms in the daily disposal or work duties and • Self-study or reading assignments
responsibilities.
(4) Utility Worker B
(SG-01) TECHNICAL/PROFESSIONAL PROFICIENT COMPETENT
Database Management – able to organize and manage updated data for easy
access
Computer Literacy – able to operate standard personal computer and use MS

228
NEW POSITIONS: Office programs especially Word and Excel and relevant software applications
Written Communication – prepares written material that follows modern
AHRD business writing rules of style and form, with correct grammar, punctuation,
Clerk Processor D (SG-03) spelling and usage conventions, appropriate for the recipient, being creative
and accomplishing its intended purpose
GSD Records Management – the ability to establish a system of procedure in
Driver Mechanic B (SG-07) recording and safekeeping of documents for ease in locating and retrieval of
records and documents
Storekeeper D (SG-04) Supply and Asset Management – the ability to plan the supply requirement
for the entire department, prepare the necessary documents for the
procurement, conduct and periodic inventory.
SECOND LEVEL ORGANIZATIONAL/CORE PROFICIENT PROFICIENT • Participation in projects

implementation
ADMIN AND HR Results Orientation – able to define realistic set of goals by taking • Participation on teams, task forces,
DIVISION responsibility in order to deliver outputs on a specified time. or committees
Administrative
Customer Orientation – able to take effort to discover and meet needs of • Civil Service training courses
internal and external clients.
Services Officer A (SG- Performance Stability – able to consistently meet the day-to-day demands of • Advanced Course work from
16) the job. external providers:
Records Officer B (SG- firm’s history, vision, mission, strategic goals, functions organizational structure,
14) key players, leadership, major policies and guidelines to be able to operate ADMIN MANAGEMENT & GEN. SERVICES
BEHAVIORAL PROFICIENT PROFICIENT Effective Records Management
GENERAL SERVICES others, being aware of how one’s own behavior affects others, regardless of Procurement, Materials Inspection and Acceptance
DIVISION gender, position and social status.
Attention to details – accomplishes a task thoroughly with concern for all the Property and Inventory Management
areas involved no matter how small.
Property Supply Officer Decisiveness – able to make difficult decisions in a timely manner. Safety Planning and Emergency Preparedness
A (SG-14) Self confidence– ability to demonstrate belief in one’s own ideas and capacity
to be successful, willingness to take an independent position in the face of Water Supply Materials Selection & Quality Assurance
opposition.
Personal credibility – able to demonstrate concern that one be perceived as Basics of Information and Records Management
Ability to learn – ability to assimilate and apply new job-related information Government Procurement (RA 9184 and its Revised IRR)
behavior to get desired results.
Cost Consciousness – able to show awareness of financial impact of choices
result at less cost. • Attending work-related conference
Stress Management – able to function effectively when under pressure and • Membership and participation in

229
NEW POSITIONS: maintains self control in the face of hostility or provocation. professional organizations
Initiative – able to actively attempt to influence events to achieve goals; self-
• Coaching/mentoring or consulting
AHRD starting rather than passive acceptance, takes action beyond what is
necessarily called for in order to achieve goals; originating action.. others
Administrative
Adaptability – ability to being effective while dealing with different people or in • Leadership development programs
Services Chief (SG-19)
various situations, tasks and responsibilities. • Self-study or reading assignments
Networking skills – the ability to build and maintain friendly and cordial
GSD relationships or network of contacts with people who are (potentially) useful in
General Services Chief achieving utilization of resources.
B (SG-19) Teamwork – able to adhere and practice team building processes and
responsibilities.

Accounting Administrative Skills – Capable in recording & filing of
Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports &
control leave credit & leave application of accounting staff, Prepare
communication or Endorsements.
access
Office programs especially Word and Excel
business writing rules of style and form, with correct grammar, punctuation,
spelling and usage conventions, appropriate for the recipient, being creative
Supply and Asset Management – the ability to plan the supply requirement
SUPERVISORIAL/MANAGERIAL PROFICIENT PROFICIENT

state.

230
Delegating – able to assign tasks and responsibilities to the appropriate
person, taking into consideration the capability and maturity level for efficient
task accomplishment and employee’s development and growth.
achieve results.
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT -- • Civil Service training courses

MANAGERIAL
• Advanced Course work from
Results Orientation – able to define realistic set of goals by taking external providers
Division Manager B (NEW) responsibility in order to deliver outputs on a specified time. • Attending work-related conference:
internal and external clients. FINANCIAL MANAGEMENT
the job.
Organizational Understanding of the Firm – able to define and discuss the Accounting For Non- Accountants
firm’s history, vision, mission, strategic goals, functions organizational structure,
Financial Management for Water Utilities
Tellers, Collectors and Cashiers
BEHAVIORAL PROFICIENT --
Interpersonal Effectiveness – ability to consider the feelings and needs of Water Utility Budgeting
others, being aware of how one’s own behavior affects others, regardless of
gender, position and social status. Water Utility Operations Auditing
Attention to details – accomplishes a task thoroughly with concern for all the
areas involved no matter how small. ADMIN MANAGEMENT & GEN. SERVICES
to be successful, willingness to take an independent position in the face of

231
opposition. Effective Records Management
responsible, reliable and trustworthy. Procurement, Materials Inspection and Acceptance
Ability to learn – ability to assimilate and apply new job-related information
and skills to work reality, to create and to solve problems, to try out new Property and Inventory Management
Cost Consciousness – able to show awareness of financial impact of choices Safety Planning and Emergency Preparedness
result at less cost. Water Supply Materials Selection & Quality Assurance
Stress Management – able to function effectively when under pressure and
maintains self control in the face of hostility or provocation. Basics of Information and Records Management
starting rather than passive acceptance, takes action beyond what is Government Procurement (RA 9184 and its Revised IRR)
necessarily called for in order to achieve goals; originating action..
• Membership and participation in
relationships or network of contacts with people who are (potentially) useful in
achieving utilization of resources. professional organizations
Teamwork – able to adhere and practice team building processes and • Coaching/mentoring or consulting
principles, working togetherness norms in the daily disposal or work duties and others
responsibilities.
• Leadership development programs
TECHNICAL/PROFESSIONAL PROFICIENT --
access
SUPERVISORIAL/MANAGERIAL EXPERT --

232
state.
achieve results.

233
FINANCE SERVICES DEPARTMENT– ACCOUNTING AND BUDGET DIVISION

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE PROFICIENT PROFICIENT • Enhanced training/cross training:
Senior Accounting Results Orientation – able to define realistic set of goals by taking Records Management;
Processor A (SG-12) responsibility in order to deliver outputs on a specified time. RA 9184 and its IRR
Accounting Processor
A (SG-08)
internal and external clients. • Participation in projects
the job. implementation
Accounting Processor Organizational Understanding of the Firm – able to define and discuss the • Civil Service training courses
B (SG-06) firm’s history, vision, mission, strategic goals, functions organizational structure, • Computer-based training
• Working with a mentor
Corporate Budget
BEHAVIORAL COMPETENT COMPETENT • Self-study or reading assignments
Assistant (SG-08) Interpersonal Effectiveness – ability to consider the feelings and needs of
Liaison Aide (SG-04) gender, position and social status.
Attention to details – accomplishes a task thoroughly with concern for all the FINANCIAL MANAGEMENT
Accounting and Audit Systems
Accounting and Audit Software Applications
opposition.
Personal credibility – able to demonstrate concern that one be perceived as Accounting For Non- Accountants
Ability to learn – ability to assimilate and apply new job-related information Financial Management for Water Utilities
behavior to get desired results. Tellers, Collectors and Cashiers
principles, working togetherness norms in the daily disposal or work duties and Water Utility Budgeting
responsibilities.
Water Utility Operations Auditing
TECHNICAL/PROFESSIONAL

234
Database Management – able to organize and manage updated data for easy PROFICIENT COMPETENT ADMIN MANAGEMENT & GEN. SERVICES
access
Computer Literacy – able to operate standard personal computer and use MS Effective Records Management
Office programs especially Word and Excel and relevant software applications
Written Communication – prepares written material that follows modern Procurement, Materials Inspection and Acceptance
spelling and usage conventions, appropriate for the recipient, being creative Property and Inventory Management
Records Management – the ability to establish a system of procedure in Safety Planning and Emergency Preparedness
records and documents Water Supply Materials Selection & Quality Assurance
for the entire department, prepare the necessary documents for the Basics of Information and Records Management
Government Procurement (RA 9184 and its Revised IRR)

implementation
Corporate Budget Results Orientation – able to define realistic set of goals by taking • Participation on teams, task forces,
Specialist B (SG-16) responsibility in order to deliver outputs on a specified time. or committees
Customer Orientation – able to take effort to discover and meet needs of • Advanced Civil Service training
Corporate Accountant internal and external clients.
(SG-15) Performance Stability – able to consistently meet the day-to-day demands of
courses
the job. • Advanced Course work from
Organizational Understanding of the Firm – able to define and discuss the external providers:
NEW POSITIONS: BEHAVIORAL PROFICIENT PROFICIENT
FINANCIAL MANAGEMENT
(2) Senior Financial others, being aware of how one’s own behavior affects others, regardless of Accounting and Audit Software Applications
Planning Specialist gender, position and social status.
Attention to details – accomplishes a task thoroughly with concern for all the Accounting For Non- Accountants
(SG-20)
Decisiveness – able to make difficult decisions in a timely manner. Financial Management for Water Utilities
to be successful, willingness to take an independent position in the face of Tellers, Collectors and Cashiers
opposition.
Personal credibility – able to demonstrate concern that one be perceived as Water Utility Budgeting

235
maintains self control in the face of hostility or provocation. • Attending work-related conference
Initiative – able to actively attempt to influence events to achieve goals; self- • Membership and participation in
starting rather than passive acceptance, takes action beyond what is professional organizations
various situations, tasks and responsibilities. • Coaching or consulting others
Networking skills – the ability to build and maintain friendly and cordial • Leadership development programs
relationships or network of contacts with people who are (potentially) useful in • Self-study or reading assignments
achieving utilization of resources.
responsibilities.

access
Office programs especially Word and Excel and relevant software appications
SUPERVISORIAL/MANAGERIAL PROFICIENT COMPETENT


236
state.
achieve results.
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT EXPERT • Civil Service training courses

MANAGERIAL
• Course work from external
Results Orientation – able to define realistic set of goals by taking providers
RECATEGORIZED responsibility in order to deliver outputs on a specified time. • Attending work-related conference:
FROM C TO B Customer Orientation – able to take effort to discover and meet needs of
Performance Stability – able to consistently meet the day-to-day demands of • Membership and participation in
Division Manager B
the job. professional organizations
Organizational Understanding of the Firm – able to define and discuss the • Coaching or consulting others
firm’s history, vision, mission, strategic goals, functions organizational structure, • Leadership development programs
BEHAVIORAL PROFICIENT PROFICIENT


237
opposition.
maintains self control in the face of hostility or provocation.
starting rather than passive acceptance, takes action beyond what is
responsibilities.

access

238
SUPERVISORIAL/MANAGERIAL EXPERT EXPERT

state.
achieve results.

239
FINANCE SERVICES DEPARTMENT – CASH MANAGEMENT DIVISION

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE PROFICIENT COMPETENT • On-the-job training/cross training:
Cashiering Assistant Results Orientation – able to define realistic set of goals by taking Records Management;
(SG-08) responsibility in order to deliver outputs on a specified time. RA 9184 and its IRR
internal and external clients. • Participation in projects
the job. implementation
Organizational Understanding of the Firm – able to define and discuss the • Civil Service training courses
NEW POSITIONS:
firm’s history, vision, mission, strategic goals, functions organizational structure, • Computer-based training
Cashier D (SG-10) BEHAVIORAL COMPETENT COMPETENT • Self-study or reading assignments
(4) Collection Assistant others, being aware of how one’s own behavior affects others, regardless of
(SG-06) gender, position and social status. FINANCIAL MANAGEMENT
areas involved no matter how small. Accounting and Audit Systems
Self confidence– ability to demonstrate belief in one’s own ideas and capacity Accounting and Audit Software Applications
opposition. Accounting For Non- Accountants
responsible, reliable and trustworthy. Financial Management for Water Utilities
and skills to work reality, to create and to solve problems, to try out new Tellers, Collectors and Cashiers
Teamwork – able to adhere and practice team building processes and Water Utility Budgeting
responsibilities. Water Utility Operations Auditing
TECHNICAL/PROFESSIONAL PROFICIENT COMPETENT

240
access

implementation
Results Orientation – able to define realistic set of goals by taking • Participation on teams, task forces,
Cashier A (SG-16) or committees
responsibility in order to deliver outputs on a specified time.
courses
NEW POSITION:
others, being aware of how one’s own behavior affects others, regardless of Accounting and Audit Systems
Supervising Cashier gender, position and social status.
(SG-19) Attention to details – accomplishes a task thoroughly with concern for all the Accounting and Audit Software Applications
Decisiveness – able to make difficult decisions in a timely manner. Financial Management for Water Utilities
to be successful, willingness to take an independent position in the face of Tellers, Collectors and Cashiers
opposition.
Personal credibility – able to demonstrate concern that one be perceived as Water Utility Budgeting

241
and decisions and selects a course of action that ensures meeting the same ADMIN MANAGEMENT & GEN. SERVICES
Stress Management – able to function effectively when under pressure and Effective Records Management
Initiative – able to actively attempt to influence events to achieve goals; self- Procurement, Materials Inspection and Acceptance
necessarily called for in order to achieve goals; originating action.. Property and Inventory Management
various situations, tasks and responsibilities. Safety Planning and Emergency Preparedness
relationships or network of contacts with people who are (potentially) useful in Water Supply Materials Selection & Quality Assurance
Teamwork – able to adhere and practice team building processes and Basics of Information and Records Management
responsibilities. Government Procurement (RA 9184 and its Revised IRR)

Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & • Attending work-related conference
communication or Endorsements. • Membership and participation in
Database Management – able to organize and manage updated data for easy professional organizations
access • Working with a mentor
Computer Literacy – able to operate standard personal computer and use MS • Coaching or consulting others
Written Communication – prepares written material that follows modern • Leadership development programs
business writing rules of style and form, with correct grammar, punctuation, • Self-study or reading assignments
SUPERVISORIAL/MANAGERIAL PROFICIENT COMPETENT


242
state.
achieve results.
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT -- • Advanced Civil Service training

MANAGERIAL Integrity – able to maintain and promote social, ethical and organizational
courses
Results Orientation – able to define realistic set of goals by taking • Course work from external
Division Manager B responsibility in order to deliver outputs on a specified time. providers
(SG-23) (NEW) Customer Orientation – able to take effort to discover and meet needs of • Attending work-related conference:
the job. • Membership and participation in
Organizational Understanding of the Firm – able to define and discuss the professional organizations
firm’s history, vision, mission, strategic goals, functions organizational structure, • Coaching or consulting others
effectively within the organization • Leadership development programs
BEHAVIORAL PROFICIENT --

243
opposition.
responsibilities.
TECHNICAL/PROFESSIONAL PROFICIENT --
access

244
SUPERVISORIAL/MANAGERIAL EXPERT --
state.
achieve results.

245
COMMERCIAL SERVICES DEPARTMENT – CUSTOMER ACCOUNTS AND SERVICING DIVISIONS

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE EXPERT PROFICIENT • Enhanced training/cross training:
CUSTOMER Results Orientation – able to define realistic set of goals by taking
ACCOUNTS DIVISION responsibility in order to deliver outputs on a specified time. COMMERCIAL PRACTICES
Customer Orientation – able to take effort to discover and meet needs of MANAGEMENT
(9) Customer Service internal and external clients.
Assistant B (SG-10) Performance Stability – able to consistently meet the day-to-day demands of Commercial Practices Systems
the job.
(2) Customer Service Organizational Understanding of the Firm – able to define and discuss the
Marketing and Public Relations
Assistant E (SG-04) firm’s history, vision, mission, strategic goals, functions organizational structure,
effectively within the organization Water Rates/Cash Flow Projection (Seminar-
(2) Utilities Service BEHAVIORAL EXPERT PROFICIENT Workshop)
Assistant C (SG-08) Interpersonal Effectiveness – ability to consider the feelings and needs of
others, being aware of how one’s own behavior affects others, regardless of Water Tariff Determination with Cash Flow
(2) Utilities Service gender, position and social status. Projection
Assistant E (SG-04) Attention to details – accomplishes a task thoroughly with concern for all the
opposition.
CUSTOMER Personal credibility – able to demonstrate concern that one be perceived as Accounting For Non- Accountants
SERVICING DIVISION responsible, reliable and trustworthy.
Ability to learn – ability to assimilate and apply new job-related information and Financial Management for Water Utilities
Customer Service skills to work reality, to create and to solve problems, to try out new behavior to
Assistant A (SG-12) get desired results. Tellers, Collectors and Cashiers
(2) Customer Service
principles, working togetherness norms in the daily disposal or work duties and Water Utility Budgeting
responsibilities.
Assistant A (SG-10)
TECHNICAL/PROFESSIONAL COMPETENT COMPETENT

246
• Participation in projects
communication or Endorsements. implementation
NEW POSITIONS:
Database Management – able to organize and manage updated data for easy • Civil Service training courses
CAD
access • Computer-based training
Utilities Service Office programs especially Word and Excel • Working with a mentor
Assistant E (SG-04) Written Communication – prepares written material that follows modern • Self-study or reading
business writing rules of style and form, with correct grammar, punctuation, assignments
CAS spelling and usage conventions, appropriate for the recipient, being creative and
Customer Service accomplishing its intended purpose
Assistant E (SG-04) Records Management – the ability to establish a system of procedure in
Supply and Asset Management – the ability to plan the supply requirement for
the entire department, prepare the necessary documents for the procurement,
conduct and periodic inventory.

implementation
CUSTOMER SERVICES Results Orientation – able to define realistic set of goals by taking • Participation on teams, task
DIVISION responsibility in order to deliver outputs on a specified time. forces, or committees
Customer Service internal and external clients.
Officer A (SG-20) Performance Stability – able to consistently meet the day-to-day demands of
courses
NEW POSITIONS: firm’s history, vision, mission, strategic goals, functions organizational structure,
key players, leadership, major policies and guidelines to be able to operate COMMERCIAL PRACTICES
CUSTOMER MANAGEMENT
ACCOUNTS DIVISION Interpersonal Effectiveness – ability to consider the feelings and needs of
Supervising Customer others, being aware of how one’s own behavior affects others, regardless of Commercial Practices Systems
Services Officer A (SG- gender, position and social status.
20) Attention to details – accomplishes a task thoroughly with concern for all the Marketing and Public Relations
CUSTOMER SERVICES Decisiveness – able to make difficult decisions in a timely manner. Water Rates/Cash Flow Projection (Seminar-
DIVISION Self confidence– ability to demonstrate belief in one’s own ideas and capacity Workshop)
(2) Supervising to be successful, willingness to take an independent position in the face of
Customer Services opposition.
Water Tariff Determination with Cash Flow
Officer A (SG-20) responsible, reliable and trustworthy.

247
Ability to learn – ability to assimilate and apply new job-related information and Projection
skills to work reality, to create and to solve problems, to try out new behavior to
get desired results.
maintains self control in the face of hostility or provocation. Accounting For Non- Accountants
starting rather than passive acceptance, takes action beyond what is necessarily Financial Management for Water Utilities
Adaptability – ability to being effective while dealing with different people or in Tellers, Collectors and Cashiers
Networking skills – the ability to build and maintain friendly and cordial Water Utility Budgeting
responsibilities.
TECHNICAL/PROFESSIONAL PROFICIENT PROFICIENT • Attending work-related
Accounting Administrative Skills – Capable in recording & filing of conference
Memoranda, Ordinances, Correspondence, Circular, Cases, audits reports & • Membership and participation in
communication or Endorsements. professional organizations
Database Management – able to organize and manage updated data for easy • Working with a mentor
access • Coaching or consulting others
• Leadership development
Written Communication – prepares written material that follows modern programs
business writing rules of style and form, with correct grammar, punctuation, • Self-study or reading
spelling and usage conventions, appropriate for the recipient, being creative and assignments
accomplishing its intended purpose


248
state.
achieve results.
EXECUTIVE/ ORGANIZATIONAL/CORE EXPERT EXPERT • Advanced Civil Service training
courses
Results Orientation – able to define realistic set of goals by taking • Advanced Course work from
RECATEGORIZED responsibility in order to deliver outputs on a specified time. external providers
FROM C TO B Customer Orientation – able to take effort to discover and meet needs of • Attending work-related
conference:
Division Manager B
(SG-23) – Customer the job.
Accounts Organizational Understanding of the Firm – able to define and discuss the COMMERCIAL PRACTICES
firm’s history, vision, mission, strategic goals, functions organizational structure, MANAGEMENT
Division Manager B
(SG-23) – Customer
effectively within the organization Commercial Practices Systems
Servicing Interpersonal Effectiveness – ability to consider the feelings and needs of Marketing and Public Relations

249
Attention to details – accomplishes a task thoroughly with concern for all the Water Rates/Cash Flow Projection (Seminar-
areas involved no matter how small. Workshop)
to be successful, willingness to take an independent position in the face of Water Tariff Determination with Cash Flow
opposition. Projection
Ability to learn – ability to assimilate and apply new job-related information and
skills to work reality, to create and to solve problems, to try out new behavior to FINANCIAL MANAGEMENT
Cost Consciousness – able to show awareness of financial impact of choices Accounting For Non- Accountants
Financial Management for Water Utilities
Initiative – able to actively attempt to influence events to achieve goals; self- Tellers, Collectors and Cashiers
called for in order to achieve goals; originating action.. Water Utility Budgeting
various situations, tasks and responsibilities. Water Utility Operations Auditing
Teamwork – able to adhere and practice team building processes and • Membership and participation in
principles, working togetherness norms in the daily disposal or work duties and professional organizations
responsibilities. • Coaching or consulting others
programs
access
spelling and usage conventions, appropriate for the recipient, being creative and

250

state.
achieve results.

251
ENGINEERING AND OPERATIONS DEPARTMENT– WATER RESOURCES DIVISION

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE PROFICIENT PROFICIENT • Advanced training/cross training:
Senior Laboratory
Results Orientation – able to define realistic set of goals by taking Water Supply System Operation and Maintenance
Technician (SG-12)
responsibility in order to deliver outputs on a specified time.
Customer Orientation – able to take effort to discover and meet needs of Pumps and Electrical Control
Water Resources Facilities
Technician (SG-11)
Performance Stability – able to consistently meet the day-to-day demands of Water Maintenance Course (Plumbing Techniques)
the job.
(2) Senior Water
Organizational Understanding of the Firm – able to define and discuss the Water Meter Repair and Maintenance Course
Resources Facilities
Operator A (SG-10)
key players, leadership, major policies and guidelines to be able to operate Water Quality Management
(6) Water Resources Water Treatment Technologies
Facilities Operator A (SG-
08)
others, being aware of how one’s own behavior affects others, regardless of Well Drilling, Rehabilitation and Maintenance
Forest Assistant B (SG-08)
Attention to details – accomplishes a task thoroughly with concern for all the • Participation in projects
Instrument Technician A areas involved no matter how small. implementation
(SG-08)
Self confidence– ability to demonstrate belief in one’s own ideas and capacity • Civil Service training courses
Laboratory Technician A
to be successful, willingness to take an independent position in the face of • Software/Computer-based
(SG-08) opposition. training
(2) Water Resources
Ability to learn – ability to assimilate and apply new job-related information and • Self-study or reading
Facilities Operator C (SG-
04) skills to work reality, to create and to solve problems, to try out new behavior to assignments
(2) Industrial Security
Guard (SG-03)
responsibilities.

252
access
NEW POSITIONS: Computer Literacy – able to operate standard personal computer and use MS
Senior Water Maintenance Written Communication – prepares written material that follows modern
Man A (SG-12) business writing rules of style and form, with correct grammar, punctuation,
Supervising Instrument spelling and usage conventions, appropriate for the recipient, being creative and
Technician (SG-12) accomplishing its intended purpose
Instrument Technician A Records Management – the ability to establish a system of procedure in
(SG-08) recording and safekeeping of documents for ease in locating and retrieval of
Water Maintenance Man A records and documents
(SG-08) Supply and Asset Management – the ability to plan the supply requirement for
Driver (SG-04) the entire department, prepare the necessary documents for the procurement,
(20) Utility Worker B (SG- conduct and periodic inventory.
01)
implementation
(2) Water Utilities Results Orientation – able to define realistic set of goals by taking • Participation on teams, task
Management Officer A responsibility in order to deliver outputs on a specified time. forces, or committees
(SG-16) Customer Orientation – able to take effort to discover and meet needs of • Civil Service training courses
Performance Stability – able to consistently meet the day-to-day demands of • Advanced Course work from
the job. external providers:
NEW POSITIONS:
firm’s history, vision, mission, strategic goals, functions organizational structure, Reduction of Non-Revenue Water
(2) Supervising Water effectively within the organization Water Supply System Operation and Maintenance
Utilities Management BEHAVIORAL PROFICIENT PROFICIENT
Officer (SG-20) Interpersonal Effectiveness – ability to consider the feelings and needs of Pumps and Electrical Control
Medical Technologist III gender, position and social status. Water Quality Management
(SG-18) Attention to details – accomplishes a task thoroughly with concern for all the
areas involved no matter how small. Water Treatment Technologies
Watershed
Management Specialist Water Resources Facilities Operators' Course
(SG-17) opposition.
Water Treatment Technologies
Ability to learn – ability to assimilate and apply new job-related information and Well Drilling, Rehabilitation and Maintenance
get desired results. Understanding Water Quality and Complying with

253
and decisions and selects a course of action that ensures meeting the same Philippine National Standards for Drinking Water
Initiative – able to actively attempt to influence events to achieve goals; self- • Attending work-related
starting rather than passive acceptance, takes action beyond what is necessarily conference
called for in order to achieve goals; originating action.. • Membership and participation in
Adaptability – ability to being effective while dealing with different people or in professional organizations
Networking skills – the ability to build and maintain friendly and cordial • Working with a mentor
relationships or network of contacts with people who are (potentially) useful in • Coaching or consulting others
achieving utilization of resources. • Leadership development
Teamwork – able to adhere and practice team building processes and programs
responsibilities. • Self-study or reading
assignments
Data Gathering – Able to generate and validate data from primary and
secondary sources.
Coordination – Able to identify results needed actions and resource
requirements and works with others to attain the required resources to achieve
results
Workshop facilitation – able to lead group discussion using group process
skills so that tasks, relationships and individual needs and issues are addressed
Presentation skills – Able to present an articulate to different audiences
proposed plans, projects, monitoring reports, etc.
Data Consolidation – ability to gather data from field and present this to
decision makers
Spatial Analysis – Able to identify needs, issues, concerns, determined thru
their spatial relationships
Monitoring and Evaluation – Able to create monitoring and evaluation plans
and tools, takes action to monitor or regulate processes tasks or activities;
keeps track of delegated assignment to measure efficiency and effectiveness of
works and activities, outcomes and impact of benefit
access
accomplishing its intended purpose..
SUPERVISORIAL/MANAGERIAL PROFICIENT

254
Leadership – ability to influence others towards a desired goal or outcome PROFICIENT
state.
achieve results.
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT EXPERT • Civil Service training courses

MANAGERIAL
• Course work from external
Results Orientation – able to define realistic set of goals by taking providers
RECATEGORIZED responsibility in order to deliver outputs on a specified time. • Attending work-related
FROM C TO B Customer Orientation – able to take effort to discover and meet needs of conference:
Division Manager B Performance Stability – able to consistently meet the day-to-day demands of
the job. Reduction of Non-Revenue Water
(SG-23) Organizational Understanding of the Firm – able to define and discuss the
firm’s history, vision, mission, strategic goals, functions organizational structure, Water Supply System Operation and Maintenance

255
effectively within the organization Water Quality Management
Interpersonal Effectiveness – ability to consider the feelings and needs of Water Treatment Technologies
gender, position and social status. Water Resources Facilities Operators' Course
areas involved no matter how small. Water Treatment Technologies
Self confidence– ability to demonstrate belief in one’s own ideas and capacity Well Drilling, Rehabilitation and Maintenance
opposition. Understanding Water Quality and Complying with
Philippine National Standards for Drinking Water
get desired results. • Membership and participation in
Cost Consciousness – able to show awareness of financial impact of choices professional organizations
• Coaching or consulting others
Stress Management – able to function effectively when under pressure and • Leadership development
maintains self control in the face of hostility or provocation. programs
responsibilities.
secondary sources.
Technical writing / Editing skills – Able to prepare, edit reports and
documents in relation to a technical topic, able to present data information and
conclusions in a manner that is understandable and comprehensible even to
non technical audience
Analytical skills – Able to present existing situations, make comparisons, cite
trends and explain their significance
Statistical Skills – ability to perform the basic statistics, compute and arrange

256
data in an orderly manner for easy understanding..
results
decision makers
access
accomplishing its intended purpose.

state.

257
achieve results.

258
ENGINEERING AND OPERATIONS DEPARTMENT–CONSTRUCTIONAND PLANNING AND DESIGNS DIVISIONS

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE PROFICIENT COMPETENT • Enhanced training/cross training:
CONSTRUCTION Results Orientation – able to define realistic set of goals by taking Seminar-Workshop on Groundwater Data
DIVISION responsibility in order to deliver outputs on a specified time. Management
(2) Senior Water internal and external clients. Computerized Groundwater Data Banking and
Maintenance Man A Performance Stability – able to consistently meet the day-to-day demands of Monitoring
(SG-12) the job.
Organizational Understanding of the Firm– able to define and discuss the Water Supply Feasibility Studies (Seminar-
(2) Water Maintenance firm’s history, vision, mission, strategic goals, functions organizational structure, Workshop)
Man A (SG-08)
effectively within the organization Water Supply System Construction Management
BEHAVIORAL PROFICIENT COMPETENT Seminar
Engineering Aide B Interpersonal Effectiveness – ability to consider the feelings and needs of
(SG-04) others, being aware of how one’s own behavior affects others, regardless of
(2) Driver (SG-04) Attention to details – accomplishes a task thoroughly with concern for all the • Participation in projects
areas involved no matter how small. implementation
Decisiveness – able to make difficult decisions in a timely manner. • Civil Service training courses
PLANNING & DESIGN • Software applications training
DIVISION opposition. • Working with a mentor
Personal credibility – able to demonstrate concern that one be perceived as • Self-study or reading
Senior Draftsman responsible, reliable and trustworthy. assignments
(SG-11) Ability to learn – ability to assimilate and apply new job-related information and
Draftsman B (SG-06) get desired results.
Engineering Assistant responsibilities.
B (SG-08)
(3) Engineering Aide B Data Gathering – Able to generate and validate data from primary and
(SG-04) secondary sources.

259
NEW POSITION: Statistical Skills – ability to perform the basic statistics, compute and arrange
Driver (SG-04) Coordination – Able to identify results needed actions and resource
results
decision makers
access
SECOND LEVEL ORGANIZATIONAL/CORE PROFICIENT COMPETENT • Advanced training

• Participation in projects
CONSTRUCTION Results Orientation – able to define realistic set of goals by taking implementation
DIVISION responsibility in order to deliver outputs on a specified time. • Participation on teams, task
Customer Orientation – able to take effort to discover and meet needs of forces, or committees
(2) Water Maintenance internal and external clients.
Head (SG-16) Performance Stability – able to consistently meet the day-to-day demands of • Civil Service Advanced training
the job. courses
Construction Foreman Organizational Understanding of the Firm– able to define and discuss the • Advanced course work from
(SG-15) firm’s history, vision, mission, strategic goals, functions organizational structure, external providers:
Water Supply Materials Selection & Quality
BEHAVIORAL PROFICIENT COMPETENT
PLANNING & DESIGN Assurance
DIVISION others, being aware of how one’s own behavior affects others, regardless of
Attention to details – accomplishes a task thoroughly with concern for all the Seminar-Workshop on Groundwater Data
Senior Engineer A (SG-
areas involved no matter how small. Management
16)
Self confidence– ability to demonstrate belief in one’s own ideas and capacity Computerized Groundwater Data Banking and
(2) Senior Engineer B to be successful, willingness to take an independent position in the face of Monitoring
(SG-15) opposition.
Personal credibility – able to demonstrate concern that one be perceived as Water Supply Feasibility Studies (Seminar-
responsible, reliable and trustworthy. Workshop)
NEW POSITIONS: Ability to learn – ability to assimilate and apply new job-related information and

260
get desired results. Water Supply System Construction Management
CONSTRUCTION DIV. Cost Consciousness – able to show awareness of financial impact of choices Seminar
Project Management and decisions and selects a course of action that ensures meeting the same
Officer B (SG-20) result at less cost.
maintains self control in the face of hostility or provocation. • Attending work-related
PLANNING & DESIGN Initiative – able to actively attempt to influence events to achieve goals; self- conference
DIV. starting rather than passive acceptance, takes action beyond what is necessarily • Membership and participation in
Project Management called for in order to achieve goals; originating action.. professional organizations
Officer B (SG-20) Adaptability – ability to being effective while dealing with different people or in
various situations, tasks and responsibilities. • Working with a mentor
Networking skills – the ability to build and maintain friendly and cordial • Coaching/mentoring or consulting
relationships or network of contacts with people who are (potentially) useful in others
principles, working togetherness norms in the daily disposal or work duties and programs
assignments
TECHNICAL/PROFESSIONAL EXPERT PROFICIENT
secondary sources.
results
decision makers

261
access

state.
achieve results.

262
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT EXPERT • Advanced Civil Service training
courses
FROM C TO B: Customer Orientation – able to take effort to discover and meet needs of • Attending work-related
conferences:
Division Manager B the job.
(SG-23) – Construction Organizational Understanding of the Firm– able to define and discuss the
firm’s history, vision, mission, strategic goals, functions organizational structure, Seminar-Workshop on Groundwater Data
Division Management
Division Manager B BEHAVIORAL PROFICIENT PROFICIENT Computerized Groundwater Data Banking and
(SG-23) – Planning and Interpersonal Effectiveness – ability to consider the feelings and needs of Monitoring
Design Division others, being aware of how one’s own behavior affects others, regardless of
gender, position and social status. Water Supply Feasibility Studies (Seminar-
Attention to details – accomplishes a task thoroughly with concern for all the Workshop)
Decisiveness – able to make difficult decisions in a timely manner. Water Supply System Construction Management
Self confidence– ability to demonstrate belief in one’s own ideas and capacity Seminar
opposition. Water Supply Materials Selection & Quality
Personal credibility – able to demonstrate concern that one be perceived as Assurance
skills to work reality, to create and to solve problems, to try out new behavior to • Membership and participation in
get desired results. professional organizations
Cost Consciousness – able to show awareness of financial impact of choices • Coaching/mentoring or consulting
others
Stress Management – able to function effectively when under pressure and • Leadership development
maintains self control in the face of hostility or provocation. programs
responsibilities.

263
TECHNICAL/PROFESSIONAL EXPERT PROFICIENT
secondary sources.
results
decision makers
access


264
state.
achieve results.

265
ENGINEERING AND OPERATIONS –MAINTENANCE DIVISION

LEVEL LEVEL
FIRST LEVEL ORGANIZATIONAL/CORE EXPERT PROFICIENT • Advanced training/cross training:
(3) Senior Water Results Orientation – able to define realistic set of goals by taking Water Supply System Operation and Maintenance
Maintenance Man A responsibility in order to deliver outputs on a specified time.
(SG-12) Customer Orientation – able to take effort to discover and meet needs of Pumps and Electrical Control
(5) Water Maintenance Performance Stability – able to consistently meet the day-to-day demands of Water Maintenance Course (Plumbing Techniques)
Man A (SG-08) the job.
Organizational Understanding of the Firm– able to define and discuss the Water Meter Repair and Maintenance Course
(2) Driver (SG-04) firm’s history, vision, mission, strategic goals, functions organizational structure,
key players, leadership, major policies and guidelines to be able to operate Water Quality Management
Utility Worker A (SG-03) Water Treatment Technologies
BEHAVIORAL EXPERT PROFICIENT
(3) Utility Worker B others, being aware of how one’s own behavior affects others, regardless of Well Drilling, Rehabilitation and Maintenance
(SG-01) gender, position and social status.
Attention to details – accomplishes a task thoroughly with concern for all the • Participation in projects
areas involved no matter how small. implementation
Self confidence– ability to demonstrate belief in one’s own ideas and capacity • Advanced Civil Service training
to be successful, willingness to take an independent position in the face of courses
opposition. • Software/Computer-based
NEW POSITION: training
Ability to learn – ability to assimilate and apply new job-related information and • Working with a mentor
Driver (SG-04) skills to work reality, to create and to solve problems, to try out new behavior to • Self-study or reading
get desired results. assignments
responsibilities.
TECHNICAL/PROFESSIONAL COMPETENT COMPETENT

access

266
implementation
Results Orientation – able to define realistic set of goals by taking • Participation on teams, task
(2) Water Maintenance responsibility in order to deliver outputs on a specified time. forces, or committees
Head (SG-16) Customer Orientation – able to take effort to discover and meet needs of • Advanced Civil Service training
courses
Water Maintenance
Foreman (SG-14) the job. • Advanced Course work from
Organizational Understanding of the Firm– able to define and discuss the external providers:
key players, leadership, major policies and guidelines to be able to operate Reduction of Non-Revenue Water
BEHAVIORAL PROFICIENT PROFICIENT Water Supply System Operation and Maintenance
NEW POSITION: others, being aware of how one’s own behavior affects others, regardless of Pumps and Electrical Control
Project Manager Attention to details – accomplishes a task thoroughly with concern for all the
Water Quality Management
(SG-20) areas involved no matter how small.
Self confidence– ability to demonstrate belief in one’s own ideas and capacity Water Treatment Technologies
opposition. Water Resources Facilities Operators' Course
responsible, reliable and trustworthy. Water Treatment Technologies
skills to work reality, to create and to solve problems, to try out new behavior to Well Drilling, Rehabilitation and Maintenance
Cost Consciousness – able to show awareness of financial impact of choices Understanding Water Quality and Complying with
and decisions and selects a course of action that ensures meeting the same Philippine National Standards for Drinking Water

267
Initiative – able to actively attempt to influence events to achieve goals; self- • Attending work-related
conference
Adaptability – ability to being effective while dealing with different people or in • Membership and participation in
various situations, tasks and responsibilities. professional organizations
Networking skills – the ability to build and maintain friendly and cordial • Coaching/mentoring or consulting
others
Teamwork – able to adhere and practice team building processes and • Leadership development
principles, working togetherness norms in the daily disposal or work duties and programs
assignments
secondary sources.
results
decision makers
access
accomplishing its intended purpose..


268
state.
achieve results.
EXECUTIVE / ORGANIZATIONAL/CORE EXPERT EXPERT • Advanced Civil Service training

courses
FROM C TO B Customer Orientation – able to take effort to discover and meet needs of • Attending work-related
conference:
Division Manager B
(SG-23) the job.
Organizational Understanding of the Firm– able to define and discuss the
firm’s history, vision, mission, strategic goals, functions organizational structure, Reduction of Non-Revenue Water
effectively within the organization Water Supply System Operation and Maintenance

269
others, being aware of how one’s own behavior affects others, regardless of Water Quality Management
Attention to details – accomplishes a task thoroughly with concern for all the Water Treatment Technologies
Decisiveness – able to make difficult decisions in a timely manner. Water Resources Facilities Operators' Course
to be successful, willingness to take an independent position in the face of Water Treatment Technologies
opposition.
Personal credibility – able to demonstrate concern that one be perceived as Well Drilling, Rehabilitation and Maintenance
Understanding Water Quality and Complying with
Philippine National Standards for Drinking Water
result at less cost. • Membership and participation in
Stress Management – able to function effectively when under pressure and professional organizations
• Coaching or consulting others
starting rather than passive acceptance, takes action beyond what is necessarily • Leadership development
called for in order to achieve goals; originating action.. programs
responsibilities.
secondary sources.

270
results
decision makers
access
SUPERVISORIAL/MANAGERIAL EXPERT EXPERT

state.
achieve results.

271

272
ANNEX F
CAREER PATHING AND COMPETENCY
DEVELOPMENT PROGRAM
INTRODUCTION
Workforce planning is a systematic process of identifying the workforce competencies
required to meet the company’s strategic goals and for developing the strategies to meet
these requirements. It is a methodical process that provides managers with a framework
for making human resource decisions based on the organization’s mission, strategic plan,
budgetary resources and a set of desired competencies. Workforce planning is a
systematic process that is integrated, methodical and ongoing. It identifies the human
capital required to meet organizational goals, which consists of determining the number
and skills of the workers required and where and when they will be needed.
LEGAL BASES
E.O. 292, Rule VIII – Career and Personnel Development
Section 1. Every official and employee of the government is an asset of resource to be

valued, developed and utilized in the delivery of basic services to the public. Hence, the
development and retention of a highly competent and professional workforce in the
public service shall be the main concern of every department or agency. Every
department or agency shall therefore establish a continuing program for career and
personnel development for all agency personnel at all levels, and shall create an
environment or work climate conducive to the development of personnel skills, talents
and values for better public service.
Section 2. Each department or agency shall prepare a career and personnel development
plan which shall be integrated into a national plan by the Commission which shall serve
as the basis for all career and personnel development activities in the government. The
Career and Personnel Development Plan shall include provisions on merit promotion,
performance evaluation, in-service training; overseas and local scholarships and training
grants; suggestions, incentive award systems, provisions for welfare, counseling,
recreation and similar services; and other human resource development interventions
such as on-the-job training, counseling, coaching, job rotation, secondment, job
swapping and others.
Section 7. In establishing a continuing program for the development of personnel, each

department or agency or local government unit shall:
a. Prepare a comprehensive annual training and development plan based on periodic

assessment of organizational needs and skills/knowledge inventory of the workforce
taking into consideration the various levels and categories of jobs in the agency and the
ANNEX F: CAREER PATHING 223

urgency of such skills, knowledge and work attitudes required to deliver effective basic
services to the public.
COMPETENCIES DEVELOPMENT
Competencies are the measurable or observable knowledge, skills, abilities, and
behaviors (KSABs) critical to successful job performance. Choosing the right
competencies allows employers to:
• Plan how they will organize and develop their workforce.
• Determine which job classes best fit their business needs.
• Recruit and select the best employees.
• Manage and train employees effectively.
• Develop staff to fill future vacancies.
Competencies provide a common framework and language to integrate HR

processes. They improve the way an organization selects and develops employees by
providing a consistent measure against which everyone can be assessed. Individuals can
take more ownership for their career development. They promote a more open and
transparent culture because everyone knows the behaviors that are of prime importance
to the organization. Competencies identify and encourage corporate behaviors—they
focus behaviors on an organization’s vision and values. They help to ensure more effective
use of resources--for example, helping to identify how training and development
resources will be allocated. They support organizational change by supporting
development and broadening skill sets; thereby making an organization more flexible and
responsive to internal and external demands.
As such, the IRMO had conducted a survey of competencies of each department to

determine levels of proficiency to be able to outline trainings required to enhance or
address gaps in organizational, behavioral, supervisorial/managerial and technical
competencies.
Based on the results of the competencies survey, the IRMO has crafted a
competency development program to be implemented during the duration of the HRMD
Plan to address gaps in competencies that are all geared towards improving
organizational and personnel effectiveness.
The succeeding tables present the competencies and proficiency requirements of

different offices of the Metro Kidapawan Water District that shall be catered to within the
timeframe of the HR Plan.
ANNEX F: CAREER PATHING 224

ANNEX G
SUCCESSION PLANNING
Succession planning is a process whereby organizations ensure that employees are

recruited and/or developed to fill each key role within the organization. The objective of
succession planning is to ensure that the organization (or a unit of the organization)
continues to operate effectively when individuals occupying critical positions depart. A
succession plan may not include all existing managerial positions and may include
positions that are not supervisory or managerial but instead utilize unique, hard-to-
replace competencies.
Succession planning is an on-going responsibility of any organization. Ultimate

accountability for implementation and evaluation of the plan resides with departmental
heads. The plan provides a systematic process that identifies internal capabilities, gaps in
organizational core competencies, and strategies for meeting future staffing needs.
The succession planning process will indicate vulnerability projections for critical
positions and for positions that require a highly specialized level of technical knowledge
and skill. The goal of the plan is to develop individuals in the organization in
competencies and skills necessary to meet the future needs of the organization.
LEGAL BASES
Section I, Chapter 1, Book V, E.O. 292 – “xxx the Civil Service Commission, as the central
personnel agency of the Government shall establish a career service, adopt measures to
promote morale, efficiency, integrity, responsiveness, and courtesy in the civil service,
strengthen the merit and rewards system, xxx”.
Advancement to higher position, particularly to a supervisorial, managerial and executive

is done either through designation or promotion.
Section I, Rule VI, Rules Implementing Book V of E.O. 292 - “Promotion is the
advancement of an employee from one position to another with an increase in duties and
responsibilities as authorized by law, and usually accompanied by an increase in salary.”
(underscoring supplied) A comparative degree of competence and qualification shall be
determined in matters of promotion. Other than performance, education and training,
experience and outstanding accomplishments, physical characteristics and personality
traits, potential is an indispensable requisite for advancement to a higher position.
Section V, Rule VI, Rules Implementing Book V of E.O. 292 – “(e) Potential – this
takes into account the employee’s capability not only to perform the duties and assume the
responsibilities of the position to be filled but also those of higher and more responsible
positions.” (underscoring supplied)
ANNEX G: SUCCESSION PLANNING 273

CSC MC No. 15, s. 1999 – “Designation – is merely an imposition of additional duties to be
performed by a public official which is temporary and can be terminated anytime at the
pleasure of the appointing authority.” (underscoring supplied).
EMPLOYMENT SITUATIONER
There are 16plantilla positions in the 2009 plantilla that are still unfilled, some of which
are considered key critical positions. On the other hand, 61 new positions have been
created as part of the recategorization process of the MKWD from a Category C LWD to
that of a Category B LWD. As such, vertical movements are expected within the
timeframe of the Plan. Moreover, about 12 individuals will be eligible for retirement
within the timeframe of the plan, allowing those next-in-line to move upward.
CANDIDATES FOR MANDATORY RETIREMENT ELIGIBILITY AT AGE 60
CANDIDATES FOR MANDATORY RETIREMENT ELIGIBILITY AT AGE 60 (2015-2019)

Department/ Job Class Title Position Supervisor Retirement Reason why this is
Division Description Eligibility considered a key/
Date critical position
DIVISION Foreman Maintenance Maintenance leadership;
Foreman (SG- Division Performs key task;
14) geographic
CUSTOMER Division Manager B Division Head, 2016 Specialized
ACCOUNTS Manager (SG- Commercial leadership;
DIVISION 22) Services performs key task;
Department may affect
organizational
structure
DIVISION Head Maintenance Maintenance leadership;
Head (SG-16) Division Performs key task;
geographic
Man A (SG-12) Division Performs key task;
geographic
CUSTOMER Utility Service Utility Service Head, 2017 Performs key task
SERVICING Assistant C Assistant C Customer
DIVISION (SG-08) Servicing
Division
ADMINISTRATION Division Manager B Division Head, 2018 Specialized
& GENERAL Manager (SG- Administration leadership;
SERVICES 22) & Finance performs key task;
DIVISION Services may affect
Department organizational
structure
OFFICE OF THE Senior Internal Senior Internal General 2018 Specialized
GENERAL Control Officer Control Officer Manager leadership;
MANAGER (SG-16) performs key task;
may affect
organizational
structure
ACCOUNTING & Corporate Budget Corporate Head, 2018 Specialized
BUDGET Specialist Budget Accounting leadership;

DIVISION Specialist (SG- &Budget performs key task;
16) Division may affect
organizational
structure
ACCOUNTS Assistant B Service Customer
DIVISION Assistant (SG- Accounts
10) Division
Man (SG-12) Division Performs key task;
geographic
WATER Water Resource Water Head, Water 2019 Specialized
RESOURCES Facilities Technician Resource Resources leadership;
DIVISION Facilities Division Performs key task;
Technician (SG- geographic
11)
SERVICE DIVISION Assistant E Service Customer
Assistant (SG- Service
11) Division

INVENTORY OFUNFILLED PLANTILLA AND NEW POSITIONS, AS OF JANUARY 1, 2015
INVENTORY OF VACANT PLANTILLA AND NEW POSITIONS,

AS OF JANUARY 1, 2015

Grade Salary
2015-001 Supervising Internal Control Officer* SG-20 1 438,804.00
2015-002 Senior Corporate Planning Specialist* SG-19 1 406,308.00
2015-003 Senior Information Officer* SG-18 1 376,212.00
2015-004 Supervising Data Encoder-Controller* SG-13 1 257,232.00
OFFICE OF THE ASSISTANT GENERAL MANAGER FOR HUMAN
RESOURCE
AND FINANCE
ADMINISTRATIVE AND HUMAN RESOURCE DEPARTMENT
ADMINISTRATIVE AND HR DIVISION
2015-007 Supervising Industrial Relations SG-20 1 438,804.00
Management Officer A*
2015-008 Administrative Services Chief B* SG-19 1 406,308.00
GENERAL SERVICES DIVISION
2015-010 General Services Chief B* SG-19 1 406,308.00
2015-011 Driver Mechanic B* SG-07 1 166,680.00
2015-012 Storekeeper D* SG-04 1 134,172.00
2009-043 Clerk Processor D** SG-03 1 124,812.00
FINANCE SERVICES DEPARTMENT
ACCOUNTING AND BUDGET
DIVISION
2009-034 Corporate Accountant** SG-15 1 298,644.00
2009-036 Accounting Processor A** SG-08 1 179,172.00
2009-039 Corporate Budget Assistant** SG-08 1 179,172.00
CASH MANAGEMENT DIVISION
2015-016 Supervising Cashier* SG-19 1 406,308.00
2015-017 Cashier D* SG-10 1 207,060.00
COMMERCIAL SERVICES DEPARTMENT
2009-064 Driver** SG-04 1 134,172.00
CUSTOMER ACCOUNTS DIVISION
2015-022 Supervising Customer Services Officer SG-20 1 438,804.00
A*
2015-023 Utilities Service Assistant E* SG-04 1 134,172.00
CUSTOMER SERVICES DIVISION
A*
A*
2015-026 Customer Service Assistant E* SG-04 1 134,172.00

Grade Salary
OFFICE OF THE ASSISTANT GENERAL MANAGER FOR OPERATION
WATER RESOURCES DIVISION
2015-028 Supervising Water Utilities Management SG-20 1 438,804.00
Officer*
2015-029 Supervising Water Utilities Management SG-20 1 438,804.00
Officer*
2015-030 Medical Technologist III* SG-18 1 376,212.00
2015-031 Watershed Management Specialist* SG-17 1 348,336.00
2015-032 Senior Water Maintenance Man A* SG-12 1 239,280.00
2015-033 Supervising Instrument Technician* SG-12 1 239,280.00
2015-034 Water Maintenance Man A* SG-08 1 179,172.00
2015-035 Instrument Technician A* SG-08 1 179,172.00
2015-036 Driver* SG-04 1 134,172.00
PLANNING AND DESIGN DIVISION
2009-074 Senior Engineer A** SG-16 1 322,536.00
2015-058 Driver* SG-04 1 134,172.00
CONSTRUCTION DIVISION
MAINTENANCE DIVISION
2015-061 Driver* SG-04 1 134,172.00
* NEW POSITIONS (2015)

** VACANT PLANTILLA (2009)

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METRO KIDAPAWAN WATER DISTRICT

ANNEX A: ORGANIZATIONAL PROFILE 1 – 10

TEMPLATE A: Organizational Strategies and HR Requirements 11 – 59

TEMPLATE B1: HR Inventory 60 – 74

TEMPLATE B2: HR Profile 75 – 77

TEMPLATE C1: HR Competencies Requirements 78 – 118

TEMPLATE C2: HR Competency Mapping 119 – 166

TEMPLATE D: Competency Gap Analysis 167 – 170

TEMPLATE E: People Issues 171

TEMPLATE F: HR Systems Check 172 – 174

TEMPLATE G: Employee Health and Wellness Assessment 175 – 176

TEMPLATE H: Prioritized Gaps and Interventions 177 – 196

TEMPLATE I: Monitoring and Evaluation 197 - 203

COMMUNICATION PLAN 204

ANNEX B: ORGANIZATIONAL STRATEGIC ROAD MAP 205 – 210

ANNEX C: JOB ANALYSIS 211 – 213

ANNEX D: SUPERVISOR’S OBSERVATION CHECKLIST 214 – 216

ANNEX E: COMPETENCIES INVENTORY 217 – 222

ANNEX F: CAREER PATHING 223 – 272

ANNEX G: SUCCESSION PLANNING 273 – 365

ANNEX H: PRE-RETIREMENT PLANNING 366 – 368

METRO KIDAPAWAN WATER DISTRICT (MKWD) is a government-owned and

CORPORATE STRATEGIC OBJECTIVES

ANNEX A: ORGANIZATIONAL PROFILE 1

ANNEX A: ORGANIZATIONAL PROFILE 2

2. The General Manager (GM) as the head of the organization

3.1. The Engineering and Operations Department has four divisions:

a. Water Resources Division

b. Planning and Design Division

a.Administrative and Human Resource Division

b.General Services Division

4.2 The Finance Services Department has two divisions:

a. Accounting and Budget Division

b. Cash Management Division

4.3 The Commercial Services Department has two divisions:

a. Customer Accounts Division

b. Customer Services Division

ANNEX A: ORGANIZATIONAL PROFILE 3

ADMINISTRATIVE & CUSTOMER ENGINEERING &

ADMINISTRATIVE & CUSTOMER

ANNEX A: ORGANIZATIONAL PROFILE 4

OFFICE OF THE BOARD OF DIRECTORS

OFFICE OF THE GENERAL MANAGER

OFFICE OF THE AGM FOR OFFICE OF THE AGM FOR

ANNEX A: ORGANIZATIONAL PROFILE 5

OFFICE OF THE ASSISTANT GENERAL MANAGER FOR

ADMINISTRATIVE AND COMMERCIAL

ANNEX A: ORGANIZATIONAL PROFILE 6

OFFICE OF THE ASSISTANT GENERAL MANAGER

ENGINEERING AND OPERATIONS DEPARTMENT

PLANNING AND WATER RESOURCES

ANNEX A: ORGANIZATIONAL PROFILE 7

ANNEX A: ORGANIZATIONAL PROFILE 8

INVENTORY OF VACANT PLANTILLA AND NEW POSITIONS,

Item Code Position Title Salary Step Authorized

ANNEX A: ORGANIZATIONAL PROFILE 9

* NEW POSITIONS (2015)

ANNEX A: ORGANIZATIONAL PROFILE 10

“SECTION 1. Every official and employee of the government is an asset or resource to be

“SECTION 7. In establishing a continuing program for the development of personnel,

(b)Design, implement and evaluate-in-service training and development programs solely

Pre-retirement Program – refers to courses which are intended to familiarize would-be

ANNEX H: PRE-RETIREMENT PLANNING 366