Onwards to Lasting Transformation in the Philippine Bureaucracy: THE CSC STRATEGIC REFORM AGENDA

SETTING THE CONTEXT
‡Public Act No. 5 ‡Republic Act No. 2260 ‡Presidential Decree No. 1 ‡1973 Constitution ‡1987 Constitution ‡ Executive Order No. 181 ‡ Executive Order No. 292 (Administrative Code of 1987)
The Commission is constitutionally mandated to promote morale, efficiency, integrity, responsiveness, progressiveness, and courtesy in the Civil Service.
Core Functions:

Merit Protection and Promotion CapabilityCapabilitybuilding or Human Resource Development QuasiQuasi-judicial Functions Organizational Development

1 2

3 4

OUR REFORM AGENDA

‡ From organizational perspectives to citizens¶ needs ‡ From operational to strategic policies ‡From concerns on process and procedure to resultsresults-orientation ‡From direct service interventions to a steering or enabling role ‡From traditional management to an entrepreneurial management culture

Preparatory Meetings May 12, 2010 May 26, 2010 October 7 & 8, 2010 October 18, 2010 (1st TWG) TWG) Initiation Working Sessions

OUR CHANGE PROCESS

November 1515-18, 2010
Handholding/TWG Handholding/TWG Sessions November 22, 2010 TWG) TWG) November 30, 2010 (3rd TWG) TWG) December 6, 2010 (4th TWG) TWG) December 16, 2010 (5th TWG) TWG) December 20, 2010 (6th TWG) TWG) th TWG) March 2, 2011 (7 TWG) March 9, 2011 (8th TWG) TWG) th TWG) March 16, 2011 (9 TWG) (2nd

Internal Meetings
January 19-24, 2011 19(PGS Bootcamp) Bootcamp) February 7, 2011 (Director s Conference)

Initiation Revalida
March 30, 2011

HEDGEHOG CIRCLES

Best in Asia as the center for strategic HR and OD

Passionate at Developing high performing, competent and credible civil servants to improve the lives of the Filipino people

Known as Policy formulation, implementation and standardstandardsetting institution for public service excellence and integrity

CORE IDEOLOGY

Love of God and Country Integrity Excellence

CORE IDEOLOGY

VISION BASECAMPS

2030 2022 2015 2010

CSC shall be Asia¶s leading center of excellence for strategic HR and OD CSC shall be Southeast Asia¶s leading center of excellence for strategic HR & OD The strategic HR center for the Philippine bureaucracy.

Laid the foundations for 2015

CSC 2030 AGENCY VISION

CSC shall be Asia¶s leading center of excellence for strategic HR and OD
STAKEHOLDERS

Recognized as a Center for Excellence

CORE PURPOSE

High performing, competent and credible civil servants

Provide excellent HR processes

Ensure effective and efficient performance of QuasiJudicial functions

PEOPLE

PROCESSES

Enhance the competency of our workforce

CORE VALUES
FINANCE

PARTNERS

‡ Love of God and Country Excellence Integrity

Ensure efficient management of financial resources

Cultivate partnerships with local and international institutions

Perspective

Objectives

Measures
1

L E A D

L A G

Owner

Base
0

2011
.70% (14) N/A S 18 S 3
Exam System Appointments Processing Legal Processes

2013
40% (843) 20% (422) VS 36 VS

2015
80% (1686) 40% (843) E 72 O

Percentage of agencies* with functional Strategic Performance Management System (SPMS)

STAKEHOLDERS

A

Commission

Recognized as a Center for Excellence

2 3

Percentage of CSC Accredited Agencies CSC Client Satisfaction Rating Number of agencies with Excellent rating under the Anti Red Tape Act Report Card Survey (ARTA-RCS) Average rating of agencies under the Strategic Performance Management System (SPMS) (of those agencies with SPMS) Number of ISO certified processes

N/A N/A 9 N/A

B

High performing, competent , and credible civil servants

Commission

4

5

6

O

6

9

C
PROCESS

Provide excellent HR processes

Commission

7

Percentage of agencies/units under Anti Red Tape Act Report Card

0.01%
(50/4200)

10%
(420/4200)

30%
(1260/4200)

50%
(2100/4200)

D

Ensure fairness and efficiency in performing Quasi-Judicial functions Enhance the competency of our workforce

Commission

8 9

Percentage of decisions implemented Percentage of cases decided within 40 days from the time the case is ripe for resolution

70% N/A

85% 30%

90% 50%

95% 70%

PEOPLE

E

Commission

10

Percentage of CSC employees meeting their job competency standards

N/A

80%

90%

100%

FINANCE

F

Ensure efficient management of financial resources

11
Commission

Percentage increase of net income from 2010 figures Percentage increase in MOOE from 2010 figures Amount of funds from partners Number of priority programs implemented through partners

N/A N/A 5M 4

10% 0% 10M 6

50% 25% 15M 9

100% 50% 25M 12

12 13 14

PARTNERS

G

Cultivate partnerships with local and international institutions

Commission

1 5

Number of technical cooperation with local and international partners

4

5

6

7

Perspective

Objectives

Measures

L E A D

L A G

Owner

Base

2011

2013

2015

1

Percentage of agencies with functional Strategic Performance Management System (SPMS)

0

.70% (14)

40% (843)

80% (1686)

A

STAKEHOLDERS

Recognized as a Center for Excellence

Commission

2

Percentage of CSC Accredited Agencies

N/A

N/A

20% (422)

40% (843)

3

CSC Client Satisfaction Rating

N/A

S

VS

E

High Performing, B competent, and credible civil servants

Commission

Number of agencies with Excellent rating 4 under the Anti Red Tape Act Report Card Survey (ARTA-RCS) Average rating of agencies under the Strategic Performance Management System (SPMS) (of those agencies with SPMS)

9

18

36

72

5

N/A

S

VS

O

Perspective

Objectives

Measures

L E A D

L A G

Owner

Base

2011

2013

2015

6 Provide excellent HR processes
Commission

Number of ISO certified processes

0

C

3 Exam System Appoint ments Processi ng Legal Process es

6

9

PROCESS

7

Percentage of agencies/units under Anti Red tape Act Report Card

0.01% 10% 30% 50% (50/4 (420/42 (1260/4 (2100/4 200) 00) 200) 200)

Ensure fairness and efficiency in D performing Quasi-Judicial Functions

8
Commission

Percentage of decisions implemented

70%

85%

90%

95%

9

Percentage of cases decided within 40 days from the time the case is ripe for resolution

N/A

30%

50%

70%

Perspective

Objectives

Measures

L E A D

L A G

Owner

Base

2011

2013

2015

E

Enhance the competency of our workforce

Commission

10

Percentage of CSC employees meeting their job competency standards

PEOPLE

N/A

80%

90%

100%

Perspective

Objectives

Measures

L E A D

L A G

Owner

Base

2011

2013

2015

11
Ensure efficient management F of financial resources

Percentage increase of net income from 2010 figures

N/A

10%

50%

100 %

Commission

FINANCE

12

Percentage increase in MOOE from 2010 figures

N/A

0%

25%

50%

13

Amount of funds from partners

5M

10M

15M

25M

Perspective

Objectives

Measures

L E A D

L A G

Owner

Base

2011

2013

2015

14

Number of priority programs implemented through partners

4

6

9

12

Cultivate partnerships G with local and international institutions

PARTNERS

Commission

15

Number of technical cooperation with local and international partners

4

5

6

7

Perspective

Objectives

Measures
1

L E A D

L A G

Owner

Base
0

2011
.70% (14) N/A S 18 S 3
Exam System Appointments Processing Legal Processes

2013
40% (843) 20% (422) VS 36 VS

2015
80% (1686) 40% (843) E 72 O

Percentage of agencies* with functional Strategic Performance Management System (SPMS)

STAKEHOLDERS

A

Commission

Recognized as a Center for Excellence

2 3

Percentage of CSC Accredited Agencies CSC Client Satisfaction Rating Number of agencies with Excellent rating under the Anti Red Tape Act Report Card Survey (ARTA-RCS) Average rating of agencies under the Strategic Performance Management System (SPMS) (of those agencies with SPMS) Number of ISO certified processes

N/A N/A 9 N/A

B

High performing, competent , and credible civil servants

Commission

4

5

6

O

6

9

C
PROCESS

Provide excellent HR processes

Commission

7

Percentage of agencies/units under Anti Red Tape Act Report Card

0.01%
(50/4200)

10%
(420/4200)

30%
(1260/4200)

50%
(2100/4200)

D

Ensure fairness and efficiency in performing Quasi-Judicial functions Enhance the competency of our workforce

Commission

8 9

Percentage of decisions implemented Percentage of cases decided within 40 days from the time the case is ripe for resolution

70% N/A

85% 30%

90% 50%

95% 70%

PEOPLE

E

Commission

10

Percentage of CSC employees meeting their job competency standards

N/A

80%

90%

100%

FINANCE

F

Ensure efficient management of financial resources

11
Commission

Percentage increase of net income from 2010 figures Percentage increase in MOOE from 2010 figures Amount of funds from partners Number of priority programs implemented through partners

N/A N/A 5M 4

10% 0% 10M 6

50% 25% 15M 9

100% 50% 25M 12

12 13 14

PARTNERS

G

Cultivate partnerships with local and international institutions

Commission

1 5

Number of technical cooperation with local and international partners

4

5

6

7

Strategic Initiatives
MEASURE MEASURE

STRATEGY-DRIVEN CSC

MEASURE

MEASURE

MEASURE

MEASURE

MEASURE

SPMS
HR mechanism that measures office performance and serves in setting standards for alignment of individual and organizational objectives

ANTIANTI-RED TAPE

ISO CERTIFICATION

RESTRUCTURING

Massive conduct of the Report Card Survey and Conferment of the Seal of Excellence

Certification of CSC Exams, Adjudication of cases, and Training Programs

Functional CompetenciesCompetencies-based reengineering

MEASURE

Resource Generation and Management

MEASURE

Four initiatives alone hit more than ten of the total 15 measures. 14 out of 15 measures have an average of four initiatives.

ICT

MARKETING

HR ACCREDITATION

MEASURE

MEASURE

MEASURE

MEASURE

MEASURE

MEASURE

MEASURE

Generate financial resources through nonnon-traditional means

Strengthen ICT: ICT: Computerized Exam Program, Digitization of SALN, IT-based SALN, ITreporting system, Call Center ng Bayan, Bayan, Website enhancement

Branding for CSC through marketing its programs: Honor Awards Program, Civil Service Academy, Computerized Exams, and the ARTA

HR Plan, CompetencyCompetencybased Standards, Regional Training Enhancements, and a Comprehensive Wellness Program

PGS EARLY GAINS

Reviewed our roadmap, vision, and mission from another perspective

Fresh insights and inspiration to propel CSC beyond its traditional mandates and relationships

Define and refine our strategies so that the Commission will be more relevant

Opportunity to revisit and reaffirm our personal and organizational values

PGS NEXT STEPS
Institutionalization (Jan. 2013 Dec. 2013)
Documentation and validation of Breakthrough Results

Proficiency (Dec. 2011 Dec. 2012)
Presence of a fully-functional OSM & fullyMSGC and Results from 2nd Level Scorecards alignment Operations and Strategy Review by OSM and Presence of emerging breakthrough results

Compliance (May Oct. 2011 )
Formulation and Alignment through Second Level Scorecards Alignment through Key Messages Alignment through Initiatives and Budget

Initiation
(September 2010 March 2011)

Charter Statement

Strategic Roadmap

Governance Scorecard and Measures Profile

Key Initiatives and Initiatives Profile

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