STRATEGIC PLAN FOR THE DEPARTMENT OF

BUDGET AND MANAGEMENT

BUDGET INFORMATION AND TRAINING SERVICE
CAPACITY DEVELOPMENT DIVISION

Group 2 – Management Planning and Control

ANTIOJO, Ivy D.
COLLADO, Evelyn D.
MANUBAY, Arlene S.
REYES, Jeffrey E.
SARTIN, Angelique
Professorial Lecturer: Rennie Mae SG. De Lemon, MPM
Part 1
INTRODUCTION 
 
As a safety measure for the uprising of the Covid19 pandemic, areas in
our country applied community quarantine or lockdown to avoid the
spread of the virus. A lot of establishments are temporarily closed and
this includes some government offices. Because of this, they can’t
continue on-site work arrangements in compliance with the safety
protocols. Nonetheless, this did not stop them from providing
outstanding public service. With the use of modern technology, the
workflow continues through online transactions and communicating with
the use of online teleconferencing apps.
The Department of Budget and Management is one of the most essential
government agencies in our country. They are mandated to promote
sound, efficient, and effective management and utilization of government
resources. This contributes to the achievement of our national
socioeconomic and political development goals. Under the DBM, is one of
its branches namely the Budget and Information and Training Service
(BITS). They are responsible for managing the timely, orderly, and accurate
documentation, storage, categorization, and deployment of DBM’s
information/knowledge assets, as well as disseminating information from
the department especially publications and DBM annual reports which are
essential in the budget management system of the government. They also
handle the development and implementation of DBM’s Public Financial
Management (PFM) training programs, and the crafting of its assessment
and certification process, as well as studies, to improve its best practices.
 Currently, the following comprises the BITS structure, to wit:
A. Information Management Division (*Per D.O.
No. 2, s. 2016) that has the following functions:
•Manage the timely, orderly, and accurate
documentation, storage, categorization, and
deployment of DBM's information/knowledge
assets
•Leverage external knowledge resources and
foster greater knowledge retention and exchange,
in collaboration with DBM offices concerned*
•Produce knowledge materials for internal
consumption (e.g., DBM Bulletin, updates, etc.)
•Other tasks: Manage the DBM Library
• Prepare the DBM’s Annual Report
• Manage the DBM Community FB Page
• Prepare messages/speeches
• Monitor the DBM website
• Prepare daily news summary
• Prepare Quarterly Reports
• social media assets of the DBM
Prepare inputs to the SONA and
accomplishment reports as required by OP,
PMS
B. Publications Division (*Per D.O. No. 2, s. 2016)
that has the following functions:
•Prepare and ensure the timely publication of budget
documents required by the Open Budget Survey,
particularly the President’s Budget Message, People’s
Budget series (including Quick Glance brochures published
in various languages/dialects), and Technical Notes on the
Proposed National Budget (in tandem with the IM Division)
•Provide editorial design and other services needed for
publications
•Develop information design, audio-visual, and other
multimedia products that promote DBM policies and
reforms
•Develop information, education, and communication (IEC)
materials and other knowledge products that promote the
National Budget and DBM policies and reforms
• Support the development of multimedia and digital
products, including graphics/sliders for the website and
•Provide design-related advice or support to other DBM
units as needed
C. Capacity Development (*Per D.O. No. 2, s.
2016) that has the following functions:
•Develop curricula, courses, and modules, and continually
develop and implement a PFM Competency Program*
•Manage the conduct of budget-related briefings including
those for local and foreign study visits, fora, seminars, and
learning sessions for National Government Agencies and the
DBM Speakers' Bureau*
•Other tasks
•Develop a three-level capacity building program (basic,
intermediate, and advance)
•Conduct Training of Trainers for the Revised Philippine
Government Internal Audit manual
•Digitize the PFMCP modules
•Conduct various learning sessions on PFM
D. Research and Learning Assessment
(INACTIVE) that has to fulfill the following
functions:
•Conduct researches/studies and information/advocacy
campaigns on new and best practices on PFM*
•Design and implement the assessment and
certification process for the PFM Competency
Program*
 Assistant Secretary for Budget Policy and
Strategy

Director for Budget Information Executive

and Training Service (BITS) Assistant

Information Management Publications Division Capacity Development Research and Learning Administration
Division Chief Chief Division Chief Assessment Division Chief Division AO V

Information Creative Arts Information Training Research and Administrative

Librarian III Specialist IV
Officer IV Officer IV Specialist IV Learning Officer IV Officer III

Information Librarian II Creative Arts Senior Training Research and Learning Administrative
Officer III (Vacant) Specialist III Writer/Editor Specialist III Officer III Assistant III

Information Creative Arts Information Training Research and Administrative

Officer II Specialist II Officer III Specialist III Learning Officer II Assistant III

Information Creative Arts Information Training Research and Administrative

Officer I Specialist I Officer II Specialist II Learning Officer II Assistant II

Graphic Graphic Information Training Research and Administrative

Designer Designer Officer I Specialist I Learning Officer I Assistant I

Proposed Organizational Structure for the Budget Training Administrative

Information and Training Service (BITS) Specialist I Aide IV
Part 2
Gaps – Problems – Issues
CURRENT STATE
Digitization of Public Financial Management
Certification Process (PFMCP) course and modules Course and modules
PFMCP Courses Digital Migration Proposal;
Plans on requesting the operationalization
Research and Learning Assessment Division
(RLAD) for the Capacity Development Division's
(CDD) enhanced research capacity.
Adjustment of work setting from physical
reporting to work from home setting.
Constant reminder on the observance of working
hours during work from home setting.
Competent Personnel
Appreciation of personnel outputs;
Suggested appropriate coding and
revision on forms created by BITS
Missing equipment at the field office and the
inventory.
DESIRED STATE
Enhanced Online System Storage of PFMCP
Conducting PFMCP Courses Online;
Enhanced research capacity of CDD in
collaboration of RLAD; TWG from both divisions
Responsiveness of divisions in a non-office work
setting.
Responsive personnel, especially during office
hours.
Maximized Competencies of personnel
Motivated and appreciated personnel with
positive well-being, physically and mentally,
resulting in outstanding outputs.
Enhanced System on Encoding Documents;
Fixed system for managing external documents;
Uniform Management of documents
Fixed system for inventory manned by a
supply accountability officer/personnel
GAPS ACTION PLAN
User, implementor, and stakeholder adjustments Info-drive on the usage, info kits, and infographics;
Continuous system maintenance and
enhancements
Limited ICT Resources, Workshops and Info drive,
Internet connection disturbances. ICT skills enhancement training/mentoring
User, implementor, and stakeholder adjustments ICT equipment for instructors,
Internet connection aid for guest speakers
Turn-over of tasks/workload; TWG from each division for added
Assigning of tasks. research/projects;
Workforce Personnel Fill-up,
Info-drive for each division's functions.
Limited ICT Resources, Develop a system for online tuning in for the
Internet connection disturbances. employees
Trust issues, individual differences, diversity of work habits Seminars on managing work attitudes and
and attitudes behaviors
individual differences, diversity of work habits and Incentivization (within the office) such as
attitudes recognition for personal success and achievements
at work and their well-being. E.g., Most
Outstanding Employee, Weight loss/gain program
Exclusion of external documents Assistance from other offices such as the Corporate
from encoding Planning and Management Service for proper
coding and management of documents
Unauthorized handling of Supply Accountability Seminars,
equipment
System for inventory
 Risk Identification, Assessment, and Calibration
Risk Assessment
Risk Identification Risk-Rating Calibration

Previous
Likelihoo Level of Existing Control Risk Risk Calibrated Risk
Cause Risk Effect Consequence Performanc  
d Control Measures Factor Level Level
e
CAPACITY DEVELOPMENT DIVISION    
1) Fortuitous 1) 1) Difficulty of the 2 2 4 1) R.A. 9184 1 Low Out Low
events/disasters Delay/suspension/cancellatio identifying competent and Implementing Rules stan
(COVID-19) n of the conduct of the ready SME and Resource and Regulations ding
2) Limited budget due planned and scheduled Speakers for the conduct of 2) Conduct of Annual
to technicalities in the capacity-building activities the PFMCP classes through Planning,
 
submission of the the twinning arrangement Performance and
Annual Procurement with select SUCs and other Management Review
Plan training programs
2) Delay in the conduct of
the PFMCP classes
1) Lack of knowledge 1) Intermediate and 1) Failure to address the 2 3 4 1) Approval of the 1.5 Low N/A N/A
and experience in Advanced modules technical developmental competency final output by the
identifying the content content might be over/under needs of the DBM SB Functional Group
of the Intermediate designed to fit the profile of members and PFMCP Head
and Advanced target participants resource speakers 2) Pilot run of the
modules 2) Delay/difficulty in the 2) Suitability of the modules developed modules  
2) Limited budget due hiring of consultants/experts with the profile and needs 3) R.A. 9184
to technicalities in the that can assist in the content of the target participants Implementing Rules
submission of the design and finalization of the and Regulations
Annual Procurement Intermediate and Advanced
Plan modules
 Risk Identification, Assessment, and Calibration
Risk Assessment
Risk Identification Risk-Rating Calibration

Level of Existing Control Risk Risk Previous Calibrated Risk

Cause Risk Effect Consequence Likelihood  
Control Measures Factor Level Performance Level

CAPACITY DEVELOPMENT DIVISION    

1) Fortuitous events/disasters 1) 1) No classes to be monitored 2 2 1 1) Memorandum of 4 Low Outs Low
(COVID-19) Delay/suspension/cancella and observed and no PFMCP Agreement between the tandi
tion of the scheduled accomplishments to be DBM, BTR, and the ng
PFMCP classes reported partner SUCs on the
2) Short notice from the SUC 2) Failure to conduct actual 2 1 4 Twinning Arrangement .75 Low
 
on the confirmation of their class monitoring and evaluation 2) BITS Process Flow on
PFMCP classes schedule 2) Difficulty in securing the conduct of M&E of
Office Order authorizing the PFMCP Classes under
the conduct of PFMCP class the Twinning
observation Arrangement
1) Request for study visit 1-2) Failure to identify the 1-4) Study visit request 2 2 4 1) Existing 1 Low Very Low
received on short notice proper resource speaker declined/canceled or guidelines/business Satis
for the requested topic of rescheduled process in the conduct of facto
2) Busy schedule of the proper the study visit study visits ry
resource speakers for the 2) List of DBM Speakers
requested topics to be Bureau members
discussed  

3) Huge number of students

visiting per batch 3-4) Difficulty in the
logistical arrangement to
4) Fortuitous events/disasters accommodate the request
(COVID-19)
Part 4
Pestle Analysis
POLITICAL
Presence of OIC-Director that is
co-terminus (can have processes
approved by the appointed
department secretary)
TECHNOLOGICAL
A subscription to the Zoom
Premium account has been
approved and is now being used
by the BITS to capitalized their
training or PFM roll-out on a
larger audience
ECONOMIC
If program and projects by the
BITS-CDD will be implemented on
time, they will achieve their
commitment to the Philippine
Development Plan
LEGAL
All training conducted by the BITS-
CDD is being mandated by Budget
Circular, Executive Orders, and
Republic Acts.
SOCIAL
The BITS-CDD is in coordination with
their own Administrative Division and
the Budget and Management Bureaus
in terms of capacitating and gathering
speakers or subject matter experts in
all their training
ENVIRONMENTAL
Due to the global health condition,
BITS-CDD staff are all in a "work from
home" arrangement and shall only
report to the central office if the need
arises.
Part 5 - Identified Priority Areas / Detailed Priority Areas Discussion
(Organizational Assessment)
B/S/O Processes   Interested   Internal Environment External Environment
and/ or Objective/s Parties Requirements/        
Commitments Expectation Strengths Weaknesses Opportunities Threats

CAPACITY DEVELOPMENT DIVISION

1.1 Conduct capacity Capacity-building Internal: At least one (1) capacity 1) Complete and ready 1) Lack of BITS internal 1) Existing pool of DBM SB 1) Busy and
building activities for the activities conducted DBM Officials and staff building activity conducted PFMCP modules subject matter experts members and PFMCP RPs conflicting schedule
members of the DBM to improve the before the end of every 2) Internal knowledge and (SMEs) on the technical who are ever-willing to join of the target
Speaker's Bureau (S.B.) technical and/or External: semester expertise in conducting content PFMCP modules the capacity building participants
and/or the Public Financial essential SUC Twinning Training Needs Analysis and 2) Limited and unutilized activities 2) Cost of
Management Competency competencies of the Arrangement Partners, training facilitation budget 2) Wide linkage of professional
Program (PFMCP) speakers DBM SB/PFMCP NGAs, PFMCP consultants and SMEs ready fee/honoraria of
speakers participants, to be tapped for the conduct the consultants or
student/foreign visitors of the capacity building SMEs
activities
1.2 Development of a Develop a 3-Level Internal: Three (3) Levels Capacity 1) Internal knowledge and 1) Lack of BITS internal 1) Large pool of DBM SB 1) Busy schedule
Capacity Building Program Capacity Building DBM Officials and staff Building Program for the expertise in conducting experts to develop the members and PFMCP and the target
for the PFMCP Speakers Program (Basic, PFMCP Speakers and/or Training Needs Analysis technical content of the resource speakers as respondents for the
and/or DBM SB Intermediate and External: DBM SB developed by (TNA) intermediate and advanced respondents of the TNA resulting in
Advanced modules) SUC Twinning September 30, 2020, and 2) Availability of PFMCP modules survey/data gathering for the limited data for
for the DBM SB Arrangement Partners, approved by the Functional technical modules, which TNA analysis of the
members and NGAs, PFMCP Group Head (FGH) after five can be inserted as parts of 2) Wide linkage of content of the
PFMCP resource participants, (5) Presentations the content of the 3-Level consultants and SMEs that modules
speakers student/foreign visitors Capacity Building Program can assist in the content 2) Limited
development of the resources (budget)
Intermediate and Advanced for the hiring of
modules content experts in
the development of
the intermediate
and advanced
modules
 B/S/O Processes   Interested   Internal Environment External Environment
and/ or Objective/s Parties Requirements/        
Commitments Expectation Strengths Weaknesses Opportunities Threats

CAPACITY DEVELOPMENT DIVISION

1.3 Monitoring and Submission of M&E Internal: Monitoring Reports of the 1) Management support on 1) Frequency of actual 1) Established 1) Low frequency of
Evaluation (M&E) of the report on the BITS Management and Conduct of the State the conduct of the M&E observation of the conduct professional linkage and PFMCP classes
PFMCP classes conducted by conduct of the CDD University and College (SUC) activity of PFMCP classes by the relationship with partner conducted by some
the partner SUCs under the PFMCP classes by assigned submitted to the 2) Competent BITS staff partner SUCs SUCs SUCs due to low turnout
twinning arrangement the partner SUCs External; Division Head at the end of knowledgeable on the 2) Budgetary requirements 2) Availability of resource of participants from the
program under the Twinning DBM Officials and ROs, each semester and approved technical and logistic for the conduct of on-site speakers from the DBM regional centers/offices
Arrangement BTr, Partner SUCs, NEDA after four presentations aspects of the PFMCP observations of PFMCP ROs and partner SUCs in of the NGAs attending
classes classes the delivery of the the PFMCP in the
3) Approved Customer PFMCP modules regional SUCs
Service Satisfaction form to 2) Some SUCs still
measure the efficiency of haven't scheduled their
services/assistance of the PFMCP regular classes
BITS to the DBM ROs and due to proximity and
SUCs security issues

1.4 Conduct of study visit for Conduct local and Internal: Request for the conduct of 1) Availability of 1) Limited available venue 1) Exposure of DBM 1) Overlapping of the
local and foreign visitors foreign study visits DBM Officials, BITS study visit for local and knowledgeable and to accommodate a large processes study visit schedule with
as per request Management foreign visitors responded to competent speakers and group of visitors 2) Knowledge sharing other DBM activities
within three (3) working days facilitators 2) Scarcity of resources for 3) Linkage/network 2) Courses of the visiting
External: after receipt of the request, 2) Existing materials on the the conduct of foreign building students are not
The public and at least 75% of the frequent subject/topic study visits relevant to PFM
participants rated the study requested for a discussion 3) Heavy workload of
visit as very satisfactory the DBM officials and
other resource speakers
 Part 5 - Opportunity Identification and Assessment
Action Plans / Monitoring and Evaluation
Opportunity Identification and Assessment Action Plans
Opportunity Assessment Action Plan for Risk/s and Opportunity/-ies
Status
Attributed Previous Responsible (Verify the
Targets Action Steps and Description Start Date End Date
Opportunities Performance Unit/ Person effectiveness of
Action Plan)
1. CAPACITY DEVELOPMENT DIVISION
Sustain capacity building N/A 50% of the capacity 1) Conversion and conduct of Capacity June 2020 December 2021 1-2) Ongoing
activities for the building activity capacity building activities through Development
competency development modules are online- the use of online and digital Division (CDD)
of DBM officials and staff, delivery-ready by the platforms
as well as partner SUC end of 2021 2) Continuous consultation with the
personnel, through the use Bids and Awards Committee on the
of online platforms preparation of the requirements
that can help in the approval and
utilization of the allocated budget
1) Readiness of a capacity N/A All three modules of the 1) Competency development of Capacity January 2020 December 2020 1) Delayed due to the
building program that will 3-Level Capacity BITS staff in the conduct of TNA and Development disruption of training-
ensure the progress in the Building Program pilot other facets of technical content Division (CDD) related activities and
competencies of the DBM tested by the end of writing through continuous non-permission to
speakers 2021 attendance in training and other attend paid online
capacity-building activities training because of the
2) Ensure the COVID-19
developmental program for 2) Continuous consultation with the 2) Ongoing
the DBM SB members, as Bids and Awards Committee on the
well as the PFMCP resource preparation of the requirements
speakers, are competency- that can help in the approval and
based utilization of the allocated budget
 Opportunity Identification and Assessment
Opportunity Assessment
Attributed
Opportunities
1. CAPACITY DEVELOPMENT DIVISION
1) Use of available digital or
online platforms for the
conduct of the PFMCP classes
2) Evaluation of the PFMCP
modules for enhancement to
better address the
competency gaps of the PFM
practitioners
1) Education of the public
with the public financial
management process
2) Avenue of sharing and
gathering of best PFM
practices
Action Plans
Action Plan for Risk/s and Opportunity/-ies
Status
Previous Responsible Unit/ (Verify the
Targets Action Steps and Description Start Date End Date
Performance Person effectiveness of
Action Plan)
N/A 1) 50% of the PFMCP 1) Conversion and conduct of the Capacity Development June 2020 December 2021 Ongoing
courses developed into PFMCP courses and modules through Division (CDD)
digital learning modules the online and digital learning December 2020
and pilot tested by the platforms for its continuous delivery January 2020 Completed
end of 2021 even amidst fortuitous events like the
2) M&E report on the COVID-19
initial classes summarized
quarterly reports 2) Strengthen M&E efforts through
submitted by the SUCs the submission of a Pro-forma
quarterly PFMCP class report by the
SUCs
N/A 1) As many requests for 1) Posting of the study visit guidelines Capacity Development January 2020 July 2020 1) Completed. As of July 2020,
study visit responded and and process flow on the DBM website Division (CDD) the updated DBM Citizen's
accommodated as as part of its inclusion in the DBM Charter has been posted on the
possible Citizen's Charter January 2020 DBM website
December 2020
2) Ongoing. Conversion of the
2) Digitization of some study visit April 2020 Budgeting 101 presentation
presentation materials to lessen the December 2020 materials into an audio-visual
load/presentation of the resource presentation
speakers
3. Ongoing. Due to the
emergence of the COVID-19,
3) Study visit/learning session request some request by other NGAs for
conducted with the use of online learning sessions on various
and/or digital platforms PFM topics has been conducted
online
Part 6 - Gantt Chart/Program Milestones
Pilot Run
Transition Run 2021
2020 PFMCP Twinning
with partner SUC
Arrangement with SUC
located in BARMM
Implementation

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
 Proposed Development of BARMM PFM Competency Framework, Curriculum, and
Content/ Modules
 Pilot Run
 Implementation

Coordination Meeting
with DBM Region XII 2nd batch of the Executive
and BARMM Committee Session Rescheduled due to COVID-
19
on Finance
 CAPACITY DEVELOPMENT INITIATIVES FOR THE PFM
Pilot Run
Transition Run
with partner SUC
PFMCP Twinning
Arrangement with SUC
located in BARMM
Implementation

PFMCP classes implemented by the partner SUCs

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

Self- Assessment
Survey

2020 2021
Part 7
Conclusion and Recommendation

Pursuant to Proclamation Nos. 922 and 929 and Republic Act 11332, brought about by the
emergence of the Coronavirus Disease 2019 (COVID19), the Conduct of Local and Foreign Study
Visits will be temporarily suspended in 2020 as the conduct of mass gatherings (such as seminars,
training, fora, etc.) is prohibited. 2 Per DBM in the Philippine Development Plan (PDP) commitment
indicator, "engaged" means a participant's attendance to the Foundation Track and one (1) specialty
course. 3 At least 25% of the total number of Public Financial Management Practitioners, or
approximately 4,250 PFM practitioners of the 17,000+ practitioners per the Government
Management Information System (GMIS), should be engaged by 2022.
 
Following the definition of the PFMCP PDP commitments, an estimate of at least 2704 PFM
practitioners could have been engaged based on the number of scheduled PFMCP classes in the
1st semester of 2020. Moreover, with the seven (7) Foundation Track classes, at least 210 PFMCP
more practitioners have started their journey of developing their competencies that will eventually
result in better job performance and work outputs. 
Alternative Delivery Mode for the PFMCP 
 
As a result of the COVID-19, traditional face-to-face and classroom delivery of training have been temporarily
suspended. It led to the review and evaluation of the conventional capacity-building methods and adaption
approaches defined and demanded by the realities of the times. To avoid the dangers that the COVID-19
pandemic is causing, training delivery is rapidly shifting towards the use of online digital platforms. 
 
It is for this reason that the Capacity Development Division is working for the digitalization of the PFMCP
courses. The CDD is working on a proposal on the conversion of all the PFMCP courses into digital learning.
This was derived by the number of scheduled specialty courses (BPT 1,23 and 6, BPT 4, BPT 5, I.A. for
Internal Auditors, IA for PFM Practitioners, and Cash Management) multiplied by the minimum number of
participants per class (30 participants). 
 
The digitalization of the PFMCP will help the program adapt to the requirements of the new normal and
address the difficulties it is facing brought about by the pandemic. Furthermore, this new model in the delivery
of the PFMCP will help expand its coverage and reach more PFM practitioners. This will also boost the
accomplishment of the target commitment of the DBM for the PFMCP in the PDP by 2021.
Part 8 - Strategic Roadmap/ Framework

The creation of the PFMCP can be traced way back to 2011. Through E.O. 55 series 2011, it paved
the design of the PFM Committee.
The PFMCP is an integral part of the capacity-building initiative of the PFM Committee for the PFM
practitioners of the Government of the Philippines and is included in the 2014 Philippine Reform
Roadmap and the 2017-2022 Philippine Development plan. By virtue of the Executive Order No. 55,
series of 2011, the PFM Committee, composed of the Commission on Audit (COA), the Department
of Budget and Management (DBM), and the Department of Finance (DOF) through the Bureau of the
Treasury (BTr), was created to oversee the development and implementation of the Philippine
Reform Roadmap towards establishing a sound PFM system for all government agencies.
The PFMCP is a competency-based training focused on enhancing the Behavior, Attitude, Skills,
and Knowledge of PFM workers with Salary Grade levels 22 and below in the oversight and
spending agencies of the government. It was developed as a strategy to provide the PFM workforce
quality and relevant learning intervention that will translate into better workplace practices necessary
to sustain broader PFM reforms.
 The PFM Reform

Accounting
EO No. 55 of 2011 PFM REFORM
Directing the integration and automation of Government Financial HR
Management Systems.
BUDGET
PFM Reform Procurement REFORM
A comprehensive reform agenda that seeks to clarify, simplify, Annual Cash
improve and harmonize the government’s financial management
Appropriation
processes and information systems . Legal/Regulatory TSA BUDGET
BTMS
PFM Committee MODERNIZATION BILL
Budget Planning
Executive Order No. 55 s. 2011 mandated the PFM Committee Tax Program Budgeting
composed of COA, DBM, DOF and Bureau of the Treasury
to oversee the integration and automation of government financial and Capacity Development
information systems, and implementation of the PFM Reform
Roadmap. GOCCs Regulation
The roadmap is implemented through six key initiatives:
•Budget Reporting and Performance Standards,
•Accounting and Auditing Reforms, LGU PFM, e.g. fiscal
•Improvement of Treasury Cash Management Operations transfer and other systems
•Liability management
•Government Integrated Financial Management Information Systems
•Capacity Building.