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PRIVATIZATION AND MANAGEMENT OFFICE

QUALITY MANUAL

Code: PMO-QM-001 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 26

THIS DOCUMENT WHEN PRINTED IS AN UNCONTROLLED COPY. IT IS THE RESPONSIBILITY OF THE USER TO CHECK IF THE DOCUMENT BEING USED IS THE CURRENT VERSION WHICH COULD BE VERIFIED IN THE PMO QUALITY MANAGEMENT SYSTEM (QMS) SITE.

Contents Page

1.0 Overview 3

1.1 Introduction 3

1.2 Profile 3

1.3 Mandate 4

1.4 Vision 4

1.5 Mission 4

1.6 Customers 4

1.7 Facilities 4

1.8 Organizational Structure 4

1.8.1 Office of the Chief Privatization Officer (CPO) 6

1.8.2 Office of the Deputy Privatization Officer (DPO) - Marketing 6

1.8.3 Office of the Deputy Privatization Officer (DPO) – Asset Management 6

1.8.4 Office of the Deputy Privatization Officer (DPO) – Legal Services 7

1.8.5 Office of the Deputy Privatization Officer (DPO) – Administration, Financial and Management Services 7

1.8.6 Other Support Services/Task Force 7

1.8.7 Outsourced Processes 9

1.8.8 Interested Parties 9

2.0 Quality Management System (QMS) 12

2.1 General Requirements of QMS 12

2.2 Scope 13

2.3 Normative Reference 14

2.4 Exclusions 14

2.5 Documentation Requirements 14

2.6 Control of Documents 15

2.7 Control of Records 15

2.8 Internal Audit 15

2.9 Control of Non-conforming Outputs 15

2.10 Corrective Action 15

2.11 Distribution 16

2.12 Control of Changes 16

3.0 Leadership 16

3.1 Leadership and Commitment 16


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3.2 Customer Focus 16

3.3 Customer Satisfaction 16

3.4 Quality Policy 17

3.5 Quality Objectives 17

3.6 Quality Management Planning 17

3.7 Quality Management System Structure 18

3.8 Responsibility, Authority and Communication 18

3.9 Management Review 20

4.0 Support 21

4.1 General 21

4.2 People 21

4.3 Infrastructure 21

4.4 Environment for the Operation of the Processes 22

4.5 Financial Management 22

5.0 Performance Evaluation 22

5.1 Monitoring, Measurement, Analysis and Evaluation 22

5.2 Analysis and Evaluation 23

5.3 Improvement 23

5.3.1 Continual Improvement 23

5.3.2 Corrective and Preventive Action 23

6.0 Terms and Definitions 23

7.0 Appendices 26

Flowcharts

Sample Forms

Executive Orders 323 and 471


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1.0 Overview

1.1 Introduction

The Quality Manual contains the overview of the Privatization and Management Office, the procedures and policies followed by its employees, and the approaches and strategies implemented by management to ensure the continuous improvement of PMO’s Quality Management System (QMS).

The Quality Manual aims to:

a. Describe the QMS of PMO and serve as reference in its implementation and continuous improvement;

b. Inform PMO’s customers and stakeholders of the quality system being maintained by

PMO; and,

c. Serve as reference and guide for all PMO employees in order to familiarize themselves and appreciate the importance of the implementation of PMO QMS.

1.2 Profile

The Privatization and Management Office (PMO) is an attached agency under the Department of Finance. The PMO serves as the marketing arm of the government with respect to transferred-assets, government corporations and other properties assigned to it by the Privatization Council (PrC) for disposition pursuant to Executive Order No. 323 (2000), as well as (b) the disposition entity of properties transferred to the Republic under the Philippine Property Act of 1946, Republic Act No. 8, and Executive Order No. 99 (1947), pursuant to Executive Order No. 471 (2005).

The PrC is the policy making body, also created under Executive Order No. 323, mandated to oversee the Philippine Government’s privatization program. It approves all proposed privatization plans prepared by PMO, and provides final approval for the proposed price and buyer for the assets. The PrC is a cabinet-level body composed of the Secretary of Finance as Chairman, with the Secretaries of Budget and Management, Trade and Industry, National Economic and Development Authority and Justice as Members. The National Treasurer and the Chairman of the Philippine Commission on Good Government sit in the PrC as non-voting members.

The PMO is the successor agency of the defunct Asset Privatization Trust (Trust) whose term ended on December 31, 2000 pursuant to Republic Act No. (RA) 7181, as amended by RA 7661 and RA 7886, and RA 8758, as amended. RA 7181, as amended, mandated that upon the expiration of the Trust’s corporate life, all powers, functions, duties and responsibilities, all properties, real or personal assets, equipment and records, as well as obligations and liabilities shall devolve upon the National Government. Thus, Executive Order No. 323 organized the Privatization Council and the PMO to take over the functions of the Privatization Committee and APT, respectively. Subsequently, Executive Order No. 471 (2005) also transferred the functions of the defunct Board of Liquidators to PMO.


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1.3 Mandate

Implement the marketing/disposition program for government corporations, assets and other properties (Executive Order No. 323-2000).

Dispose assets and/or rights, mandated under Executive Order No. 372 transferred to the National Government and held in trust by the PMO (Executive No. 471-2005).

Dispose assets and/or rights, as may be mandated by other authorized entity or via other authorized means.

1.4 Vision

Promote an orderly, coordinated and efficient privatization of identified government assets.

Broaden economic base by turning state-owned enterprises and under-utilized assets over to the private sector.

Provide more investment and employment opportunities to help attain economic growth and development through successful privatization of previously identified non-performing assets/agencies.

1.5 Mission

Take title to and possession of, conserve, provisionally manage, and dispose of assets, previously identified for privatization; and, in the process, reduce the Government’s maintenance expense on non-performing assets while generating maximum cash recovery for the National Government.

1.6 Customers

PMO’s customers include National Government Agencies (NGAs), Local Government Units

(LGUs), constitutional bodies, legislature, judiciary, government corporations, investors,

prospective bidders and private individuals.

1.7 Facilities

The PMO’s office is located at 104 Gamboa Street, Legaspi Village, Makati, Metro Manila. It

is in an eight-storey building, where PMO occupies the Ground floor, 2nd floor, 3rd floor, 4th

floor, 5th floor, 6th floor, parking area and Basement, with office, records and conference

facilities.

1.8 Organizational Roles, Responsibilities and Authorities

The organizational structure was designed following PMO’s major processes. The process

approach enables PMO to be outcome-focused. PMO’s major processes are: (a) Market and

dispose assets; (b) Preserve, maintain and enhance the assets; (c) Collect, provide financial


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management as well as administrative support services; and (d) Institute suits/legal

proceedings for recovery and protection of assets.

The PMO structure consists of five (5) major groups following PMO’s major processes, namely:

1) Office of the Chief Privatization Officer

2) Office of the Deputy Privatization Officer for Marketing

3) Office of the Deputy Privatization Officer for Asset Management

4) Office of the Deputy Privatization Officer for Administrative, Financial and

Management Services

5) Office of the Deputy Privatization Officer for Legal Services.

The operating process of the organization involve close coordination among the various

groups of the organization with the Marketing Group leading the disposition process and the

other groups providing needed support to the Marketing Group in making the privatization

of assets successful.

Presented in Exhibit 1 is the organizational structure.

Exhibit 1

Organizational Structure

Office of the CPO

Office of the DPO Marketing

Office of the DPO Asset Management

Office of the DPO Administration,

Financial & Management Services

Office of the DPO Legal Services

Marketing Division I

Marketing Division II

Marketing Division III

Custodianship Services Division

Disposition

Support Services Division

Administrative Division

Financial Management

Division


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1.8.1 Office of the Chief Privatization Officer (OCPO)

The Office of the Chief Privatization Officer is responsible for leading the organization

in the performance of its mandate. The OCPO exercises planning, monitoring, and

controlling the operations of PMO. Corollary support functions such as information

technology is provided by the office as part of its overall management function.

1.8.2 Office of the Deputy Privatization Officer (ODPO) for Marketing

The Marketing Group handles the frontline group which initiates, plan and implement the disposition of the assets. The operational strategy is the adoption of an account management concept in managing the disposition process. The Marketing Group is manned by Account Officers who are assigned a group of assets to dispose. The Account Officer is responsible for coordinating and orchestrating the activities leading to the disposal of the assets to the best interest and terms of conditions advantageous to the government. The Account Officer should be on top of all stages of the disposal process. The Marketing Group consists of three (3) divisions, namely: (1) Marketing Division I- Institutional, (2) Marketing Division II-Mining, Equity and Special Assets, and (3) Marketing Division III–Retail. The Marketing Divisions are differentiated by the nature of the market for asset disposal. All assets that would cater to institutional and high value individuals are handled by Marketing Division I. Marketing Division II handles financial form assets or financial claims and equity or shares of stock as well as special assets. Assets catering to individuals involving small lots and value are handled by Marketing Division III.

1.8.3 Office of the Deputy Privatization Officer (ODPO) for Asset Management

The Asset Management Group is tasked with supporting the Marketing Group by providing complete and accurate information and custodianship services of all assets to preserve and/or enhance the value of the assets until the assets are finally disposed. The Asset Management Group consists of two (2) divisions, namely: (1) Custodianship Division, and (2) Disposition Support Services Division. The Custodianship Division is responsible for asset inventory, security, maintenance and enhancement of the assets. The custodianship functions start with the proper and orderly receipt of an asset assigned by PrC to the PMO, on to a detailed inventory of the assets contained therein and locating and evaluating its status by way of regular and continuing property inspections. Also within its scope of responsibility is making provisions to secure assets to avoid losses and/or damage while in PMO custody and maintaining the central records of asset folders and database and safekeeping of original documents.

The Disposition Support Division is responsible for ensuring property appraisals are current to ascertain viability for disposition.


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1.8.4 Office of the Deputy Privatization Officer (ODPO) for Legal Services

Legal Services has a major function in the disposal process considering that many assets have legal issues. It is tasked to pursue resolution of legal issues brought by contending parties to the PMO or to the courts and other quasi-judicial agencies by monitoring the handling of cases by the Office of the Solicitor General (OSG), or direct handling/management of issues. ODPO also provides internal legal services to the rest of the organization which may involve due diligence on legal issues of asset/s, legal opinions on matters referred, administrative investigations, and review or advise on other legal matters.

1.8.5 Office of the Deputy Privatization Officer (ODPO) for Administrative, Financial

and Management Services

The Financial Management Division (FMD) takes care of preparation of financial reports, preparation of the budget and monitoring of expenses against budget, maintaining as well as updating collections and remittances of sales and other proceeds of disposition to the National Treasury. FMD also provides extensive support for the submission of required reports and documentation to the various government agencies, primarily the Department of Finance, the Senate, and the House of Representatives, requiring information from PMO. Administrative Division under AFMS is responsible for ensuring the implementation of human resource processes including timely payroll disbursements, administration of other employee benefits and personnel policies and development of employees through performance evaluation and training. The General Office Services under AFMS takes care of the availability of office supplies, office equipment and the like, as well as coordination and supervision of other support services that are engaged through outsourcing (i.e. janitors, messengers, drivers, skilled workers, etc.) to ensure smooth operations of the different divisions and units of the organization.

1.8.6 Other Support Services/Task Force Information Technology Services The Information Technology (IT) Services handles and manages all the IT equipment (computer, network server, peripheral devices and other computer paraphernalia) of the PMO. In addition, IT is also in-charge of the repair and maintenance of local area network, software database, website, and security of the system. The IT Services reports to the Office of the Chief Privatization Officer and is manned by two (2) personnel on a concurrent capacity in addition to their official duties and responsibilities.


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Inventory Teams The Inventory Teams on Assets and Other Properties consist of representatives from each division, headed by the Custodianship Services Division personnel, take charge of property inspection and physical inventory of assets/properties nationwide that were transferred/assigned to PMO for disposition. The Inventory Team on Property, Plant and Equipment consists of representatives from different divisions, is the one in charge of monitoring the physical existence of properties, materials, and equipment inside the PMO office premises. The team provides an inventory list of items that are still functional and items that are ready for disposal.

Performance Management Team The Performance Management Team is pursuant to Administrative Order No. 25-2011 on the harmonization of National Government performance monitoring, information and reporting system consistent with the Results Based Performance Management System, which the Civil Service Commission (CSC) implemented through the issuance of CSC memorandum Circular No. 06-2012 and 08-2013. Personnel Selection Board The Personnel Selection Board (PSB) is responsible for the screening of all candidates for appointments to the first and second level positions in PMO. The PSB ensures that appointments are based on standard qualifications, which include education, work experience, training, performance, accomplishments, psychosocial attributes, personality traits and potential. Procurement Service (Bids and Awards Committee) The Procurement Service, as represented by the Bids and Awards Committee (BAC), ensures that the procurement process is fair, transparent and practices equitable competition among prospective bidders. The BAC shall guarantee that there is a system of accountability for both procurement practitioners and the prospective bidders in accordance with the provisions of the Republic Act No. 9184, otherwise known as Government Procurement Reform Act, and its revised Implementing Rules and Regulations and other procurement-related issuances. The goal of the procurement is to choose the price of goods and services that is most advantageous to the government.


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1.8.7 Outsourced Processes

Item Control Documents Accountable Office/Officer

Professional/ Consultancy Services

Contract of Services Monthly Accomplishment Report

Office of the Chief Privatization Officer, Deputy Privatization Officer (DPO) for Legal Services

General Services (Security, Manpower and Photocopying)

Contract of Services Daily Time Records Regular Reports Requested by the PMO

DPO for Administration, Financial, and Management Services, Chief Administrative Officer (CAO)- Administrative Division, CAO-Custodianship Services Division

Third Party Appraisal/ Surveyor

Contract of Services Appraisal Report Survey Report

DPO for Asset Management, Property Appraiser V

1.8.8 Interested Parties

Division Interested Party (Internal)

Requirements Interested Party (External)

Requirements

Marketing Division I

In House Appraisers

Legal Services

FMD

TCTs, Tax Declaration and Maps

DAS and Asset Information

Asset Information

Vendees

Customers

Third Party Appraisers

COA, BIR

Deed of Absolute Sale

Letter Responses to Queries

TCTs, Tax Declaration, Maps

Sale Documents

Marketing Division II

In House Appraisers

Legal Services

FMD

TCTs, Tax Declaration and Maps


Asset Information

Vendees

Customers


DAR, Register of Deeds, DENR


Letter Responses to Queries


Endorsement of DAS, Authentication of Documents


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Requirements

Marketing Division III

In House Appraisers

Legal Services

FMD



Asset Information

Vendees

Customers


Register of Deeds, DENR


Letter Responses to Queries, Survey Authority


Endorsement of DAS, Authentication of Documents

Legal Services

Marketing Group


Financial and Management Division

CSD DSSD

Legal Opinion and Review

Contracts Review

Case Status

OSG

Government agencies such as LRA, RD, and BIR

LGUs including the Assessor’s Office and the Treasurer’s Office

Request for documents related to cases

Other relevant documents such as titles, tax declarations, etc.

Custodianship Services Division

Marketing Group

Legal Services


Inventory and Inspection Report, Research Output

Inspection Report and Research

Inventory Report

NAP

Third Party

Documents, Records, Witness

Certification/ Approval for disposal of documents

Gate Pass

Disposition Support Services Division

Marketing Group and Administrative Division

Legal Services

Appraisal Report, Due Diligence Report, Cost Estimate Report, Insurance Coverage

Appraisal Report and Due Diligence Report

DOF and NDC

GSIS

Appraisal Report

List of Insurable Assets and List of Personnel


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Requirements


All Divisions

DSSD

IT

Certifications

Office Supplies

Work Environment

List of Personnel for Insurance

Information on Newly Hired and Separated Employees

GSIS, PhilHealth, HDMF

CSC

Former Employees

External Providers/ Suppliers

Remittances

Appointments

Certifications

Payment

Financial and Management Division

All Divisions

Legal Services and Marketing Divisions

Marketing Divisions

Approved DVs/ Liquidation Report

Statement of Accounts and Other Schedules

Report on Collection and Remittances

COA, DBM, DOF

BIR

BTR

Financial Reports and Budgetary Requirements

Tax Returns

Report on Collection and Remittance

Information Technology Services

All Divisions


Repair and Maintenance Slip

IT Equipment Inventory/ Technical Specifications Report for IT Procurement

COA, DBM, DOF

DICT

Asset Register Information System Data

Information Systems Strategic Plan (ISSP)


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2.0 Quality Management System (QMS)

2.1 General Requirements of QMS

Quality Management System Model

QUALITY MANAGEMENT SYSTEM

Leadership

Support and

Operation

Performance Evaluation

Planning

Improvement

Plan Do

Act Check

Quality Management System

• Remittance of

Proceeds of Sale

to Bureau of the

Treasury

• Award/Transfer of

Asset to Winning

Bidder

• Reports to

Government

Agencies

• SPMS

• A.O. 25 Inter-

Agency Task

Force

• Commission

on Audit

• Planning

Conference

• Management

Committee

Meetings

• Human

Resources

• Facilities

• Work

Environment

• Financial

Management

• Infrastructure

• Management

Reviews

• Internal Quality

Audit


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2.2 Scope

The scope of the Quality Management System includes the quality objectives and processes of each division in relation to the privatization/disposition of government properties and other properties assigned to the PMO in accordance with statutory and regulatory requirements set by the public sector. In addition, it also contains the commitment of the management to provide adequate resources, trainings, good work environment and other tools necessary to continuously improve the provision of quality services and exceed customers’ expectations. The PMO-QMS is also designed to prevent the occurrence of non-conformities or any impediments in the privatization program of the National Government.

The diagram below is the summary of the privatization process:

Marketing Division

(MD) evaluates

asset for disposition:

- Inspection/

Inventory/

appraisal w/ AMG

coordination

(Physical status)

- Procurement of

3rd

Party Appraisal

(Valuation)

- Legal review/due

diligence (Legal

status)

a. MD evaluates assets &

prepares priva plan:

b. As endorsed by MD, CPO

reviews & approves priva plan

c. CPO endorses to PrC for

decision/approval

d. PrC approves the priva plan for

implementation

a. CSD& DSSD

conducts ocular

inspection &

prepares

inspection

and/or

appraisal report

b. Inspections &

Inventory

concurrently

done by MD,

AMG, FMD for

verification

A. MD prepares bidding or

conveyance docs for

DPO/CPO approval

B. Notice to COA

C. BAC – Bidding Process

1. Publication of Invitation

to Bid/Offer for Sale

2. Issuance of Bidding

Documents

3. Due Diligence

4. Pre-Bidding Conference

5. Request for Clarification

/Supplemental Bid

Bulletin

6. Public Bidding

7. Post-Qualification

D. Endorse winning bid to PrC

E. Acceptance of offer

F. Issuance of Notice of

Award

G. Acceptance of Payment

1. Pre-disposition Activities

2. Privatization Plan

3. Disposition

a. Execution/

Signing of

transaction

documents

b. MD

coordinates

with CSD for

schedule of

turn-over to

buyer

c. CSD

undertakes

the actual

turn-over of

asset to buyer

& submits

report

4. Closing of Transaction

a. Budget Officer prepares Schedule of

Unremitted Collections & submits to Legal and

MD for clearance

b. Chief Accountant prepares memo for CPO’s

approval– 90% to BTr & 10% for retention

c. BO prepares DV & Remittance Report for

check prep

d. Transmit check & Remittance Report to BTr

5. Remittance to Bureau of the Treasury

• 740 M

• Clean

Inventory

a.MD

prepares

transaction

documents

b.Legal

draft/

review of

transaction

documents


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2.3 Normative References The ISO 9000:2015, Quality management systems – Fundamentals and vocabulary 2.4 Exclusions

Conformity to Clauses 7.1.5.2 – Measurement Traceability and 8.3 – Design and Development of Products and Services are excluded in the PMO Quality Manual since these are not applicable to the mandate/function of the agency.

2.5 Documentation Requirements

The PMO QMS is developed to ensure consistency in meeting the customer’s needs and expectations through the actual execution of the documented procedures, support policies, and standard operating instructions. The PMO’s Quality Management System is structured as follows:

Level 1: Quality Manual – The Quality Manual is the highest of the Quality Management System. It consists of the background, organizational structure, human resources management, process descriptions, and quality control and enhancement.

Level 2: Quality Core Procedures Manual – The Quality Core Procedures Manual is the operational guide of PMO, which provides the information and detailed steps on how to consistently execute the activities and processes within the agency.

Quality Manual

Quality Core Procedures Manual

Policies and Guidelines

Quality Records

Level 1

Level 2

Level 3

Level 4


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Level 3: Policies and Guidelines – The Policies and Guidelines include the records of the agency such as the issuance of Memorandum Circulars and Office Orders. It also includes the Executive Orders issued by the Office of the President as well as the Memorandum Circulars issued by the oversight agencies, which are relevant to the operations of the PMO.

Level 4: Quality Records – The Quality Records are documents that provide evidence to the activities executed and results achieved by the PMO. It also contains the necessary requirements to ensure the accomplishment of the mandate, vision, and mission of the agency.

2.6 Control of Documents The PMO implements a procedure for the control of documents such as creation, identification, revision, approval, maintenance, and distribution. The procedure applies to all kinds of documents, regardless of its characteristics (electronic or hardcopy) to ensure that all documents are monitored, updated, secured, and properly distributed.

2.8 Control of Records The PMO implements a procedure for the control of records such as identification, collection, encoding, labeling, filing, maintenance, and disposition of records. It ensures that records are kept in a suitable environment to prevent damage or loss of any files and readily retrievable when needed. An inventory list of records is maintained to track the records that are still in PMO’s possession as well as those records that are not already with PMO.

2.9 Internal Audit In relation to the implementation of QMS, the Internal Quality Audit Team (IQAT) of PMO verifies if the established quality policy and procedures are implemented according to the planned schedule and arrangements. The findings/observations of IQAT are relayed to the division chiefs involved in order for them to respond accordingly. The IQAT verifies if the findings/observations are addressed properly and shall report the results to the top management.

2.10 Control of Non-conforming Outputs

In order to accomplish the agency’s mandate, the services that do not conform to the specific requirements set by the National Government are properly identified, evaluated and controlled in order to avoid the possibility of further complication which may affect the ability of the agency to fulfill its function.

2.11 Corrective Action

In connection with the control of non-conformity, corrective actions are applied to effectively solve the existing non-conformities. The procedure also intends to eliminate the causes of non-conformities as well as anticipate and prevent the emergence of new problems or issues that may impede the privatization process of the government.


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2.12 Distribution

The Quality Manual and its related documents are considered qualified and shall not be brought or distributed outside the agency without prior authorization from the top management. All QMS documents shall be made available to all employees through the PMO Quality Management System site.

2.13 Control of Changes

The PMO Management shall review and amend portion(s) of the Quality Manual if there are changes in the core processes, scope of the certification and management and/or organizational structure. Only designated person(s) shall be authorized to document changes in the PMO-QMS.

3.0 Leadership

3.1 Leadership and Commitment

The PMO’s top management recognizes the need to meet the quality standards established in order to enhance the delivery of services to its customers in accordance with its policy and objectives. The top management is committed to the application of process approach and risk-based thinking, which is necessary for the determination of the resources needed in order to properly execute the tasks. Management reviews are conducted to ensure the continuous implementation as well as improvement of the QMS.

3.2 Customer Focus

The PMO prioritizes the satisfaction of its customers through attending their needs and concerns. The persons assigned to provide assistance are well-trained and supervised in order for them to handle the concerns and situation properly. Furthermore, PMO gives importance to the feedback of its customers in order to come up with quality plans and programs for the continuous improvement of the services provided.

3.3 Customer Satisfaction

In accordance with Article III, Section 2 of Executive Order 323, the PMO, on behalf of the national government, is tasked to implement the actual disposition/marketing program of government assets, corporations and other properties after securing prior approval from the Privatization Council. Therefore, the agency shall execute any appropriate instruments to take title to and possession and conserve assets assigned to it, to convey title to such assets, to engage external expertise as necessary to fulfill the tasks and to submit periodic reports about the status of the disposition program to the Council. Therefore, the agency considers the Privatization Council and/or National Government as its primary customer.

In relation to determining customer satisfaction, the targets set by the National Government and/or Privatization Council as well as the targets committed by the agency are well defined in the criteria of Performance Based Bonus (PBB) as indicated in the Administrative Order No. 25, wherein PMO is being assessed yearly by the Department of Finance, its mother agency, with a rating of Good, Better and Best based on PMO’s performance in achieving the said targets.


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On the other hand, PMO recognizes the fact that there are also secondary customers such as fellow PMO employees, who usually request for the submission of various reports, certificates, and/or reviews from other divisions (identified as internal customers), and the private individuals, prospective bidders and buyers (identified as external customers) who are deemed necessary for the fulfillment of the tasks of the agency. Therefore, the agency ensures that all necessary information regarding the bidding process and other related processes are relayed to them accordingly as well as attend and address their queries and/or concerns properly. The satisfaction of secondary customers can be measured through the submission of duly accomplished customer feedback form which will be carefully analyzed in order to determine how to further improve the PMO-QMS based on the results/recommendations of customers.

3.4 Quality Policy

The PMO established a quality policy, based from the results of the internal quality audits, staff meetings, and management reviews, to inform everyone about its commitment to provide quality services to its customers. The policy is disseminated within the vicinity of the office and is also available in electronic medium.

“The PMO strives to conduct its function to dispose government assets and other properties with a total commitment to efficiency, quality and timeliness in the performance of its mandate. Our personnel provides responsive, proactive and dedicated service to its clients and colleagues in the pursuit of nation building. We commit to continually improve the quality management system by ensuring that all processes are constantly evaluated to increase the efficiency of the agency to fulfill its objectives in accordance with applicable laws.”

3.5 Quality Objectives

In relation to the quality policy of PMO, the quality objectives, which are carefully planned and analyzed, are established to serve as measurable targets for the agency. The accomplishment of the targets is monitored and assessed regularly to ensure that tasks are done properly and within the prescribed period of time. Likewise, quality objectives are reviewed and revised, if needed, to suit the agency’s operational requirements.

3.6 Quality Management Planning

Quality Management Planning is the venue for the formulation of agency’s operational plans, where objectives are identified, commitments are obtained, and resource requirements are determined. The top management thoroughly deliberates and analyzes the factors such as budget availability, performance evaluation, and work output. Prior to the conduct of quality management planning, all division chiefs are asked to conduct a pre-planning activity within their division to gather information regarding execution of the activities as well as to satisfy customer’s needs and expectations. All gathered data are used as basis for future directions and implementation of the formulated operational plan.


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3.7 Quality Management Structure

The Quality Management Structure or referred as the ISO Team, as shown below, is tasked to oversee the implementation of the PMO’s Quality Management System.

3.8 Responsibility, Authority and Communication

Management Committee

1) Ensures that the quality objectives are relevant to the mandate and core processes of the agency.

DEPUTY QMR Carla S. Del Prado

MANAGEMENT COMMITEE CPO Gerard L. Chan

DPO Ellen H. Rondael DPO Toni Angeli V. Coo DPO Krischelle B. Matas

QUALITY MANAGEMENT REPRESENTATIVE (QMR) DPO Ellen H. Rondael

SECRETARIAT Mei Lin Monteroso

DEPUTY QMR Melinda B. Cortez

PMO ISO CORE TEAM

DOCUMENTS & RECORDS CONTROL

Aaron C. Sanchez Eva B. Pascual

INTERNAL QUALITY AUDIT

Bles O. Sarip-Macmod Marites M. Natividad

Ernst F. Mapi-ot Jr. Kharen R. Derit

Dianne G. Madeja Kim F. Broncate

QUALITY PLANNING

COMMITTEE Conchita Q. Sagun

Cesar M. Pargas Dante M. Pante

Rhodora B. Torralba Arnel D. Palomaria

Sandro R. Dela Cruz Joana C. Balarag


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2) Provides sufficient resources to support the implementation of PMO Quality Management System.

3) Reviews and evaluates the effectiveness of the PMO QMS, Quality Policy and

Quality Objectives.

4) Introduces mechanisms to improve the PMO QMS and monitors the implementation of performance improvement plan.

Quality Management Representative (QMR)

1) Communicates the instructions and/or decisions of the Management Committee to the whole staff of the agency and liaises with external parties on matters relating to the implementation of the PMO QMS.

2) Ensures that the established PMO QMS is properly implemented and maintained.

3) Reports to the Management Committee about the status and effectiveness of the QMS as well as the areas for further improvement.

Deputy QMR

1) Assists the QMR in the effective implementation and maintenance of the PMO QMS.

2) Performs the duties and responsibilities of the QMR during his/her absence. ISO Core Team

The ISO Core Team is the group tasked to help the management committee to supervise and sustain the implementation of the PMO QMS to various divisions. It is divided into three sub- groups and includes the Secretariat. Their functions include the following:

1) Documents and Records Control

a) Handles and maintains all QMS-related documents and ensures the availability

of the said documents during the time of use.

b) Ensures traceability of all documents and maintains a master list of all available records within the agency.

c) Institutes, implements and maintains a document procedure for the control of

documents and records.

d) Coordinates with division heads and/or other employees regarding records management.


QUALITY MANUAL



e) Prevents unauthorized access and use of relevant documents and records.

2) Internal Quality Audit Team

a) Prepares audit plan and coordinates with various divisions on the conduct of internal audit.

b) Submits the audit report to the management committee.

c) Ensures/verifies the implementation of corrective and preventive actions for the potential non-conformities/non-conformities found during audit/s.

d) Other related tasks as may be requested by the management committee.

3) Quality Planning Committee

a) Prepares/formulates agency’s strategic plan to improve the quality of its operations.

b) Monitors the implementation of the strategic plan and evaluate if goals and targets of the agency are achieved.

c) Ensures the establishment of the performance improvement plan to continuously improve the provision of quality services to its customers.

d) Reports the results of the implementation of strategic and performance improvement plan to the QMR and Management Committee.

4) ISO Secretariat

a) Takes minutes of the ISO Team meetings, management review, and other meetings called by either QMR or Management Committee.

b) Provides support to the QMR in administering the implementation and maintenance of PMO-QMS.

c) Coordinates with the Management Committee, QMR, Deputy QMR, and other ISO Committees with regard to the dissemination of information on the implementation of PMO-QMS.

d) Revises the Quality Manual and other ISO-related documents.

3.9 Management Review

The review of the established QMS is conducted at least once a year or whenever the management finds it necessary to determine the stability and effectiveness of QMS. Moreover,


QUALITY MANUAL



the customer feedback, audit results, and overall performance of the agency are used to

formulate policies and programs that will help to improve the efficiency of the processes, utilization of resources, and delivery of services, which are vital to satisfy the requirements of the QMS.

4 Support

4.1 General

The PMO ensures the provision of the appropriate resources needed to perform the daily operations of the agency. The resources include the following:

a. Human Resources b. Infrastructure/Facilities c. Work Environment d. Financial Management

4.2 People

The PMO believes that its human resource is the most vital component of the agency. All employees are selected based on the qualifications and standards set by the Personnel Selection Board taking into consideration the exigencies of service, relevant civil service regulations, and other relevant regulations. To ensure that all employees are performing their functions competently, the Administrative Division, which handles the Human Resource Management, coordinates with all Division Chiefs and Deputy Privatization Officers to be responsible for the following functions:

Determining the training needs of its employees through assessment of their performance and competency. Division Chiefs/Deputy Privatization Officers must provide recommendation to the Human Resource Management of the appropriate training programs for its personnel.

The effectiveness of training and supervision are measured through the conduct of regular performance evaluation. In case that the employee does not meet the standards set by the agency, suggestions could be provided on how the employee can further improve its performance.

Inform the employees/personnel about the relevance and importance of their daily tasks and how they can contribute to the fulfillment of the mandate of the agency.

Maintain the appropriate records of education, work experience, training profile, eligibility, and other credentials of the employees through the individual 201 files. All files must be stored and maintained properly to easily serve as references when needed.


QUALITY MANUAL



4.3 Infrastructure

The PMO determines, provides, and maintains the infrastructure and facilities needed by its employees in order to produce products and deliver quality services to the customers. The infrastructure/facilities include buildings, workstations, equipment, transportation service, IT equipment, storage facilities for supplies, utilities, and customer receiving areas. The Administrative Division, through its General Office Services, handles and manages the maintenance of the building, supplies, and equipment of the PMO. On the other hand, the Information Technology Services handles the maintenance of the IT equipment needed in the daily operations of the PMO.

4.4 Environment for the Operation of Processes The PMO is committed to promote the well-being, motivation, and satisfaction of its officers and staff by establishing a quality work-life balance that would help the employees to become more effective and efficient. This can be done through the following:

Provide a work environment that is conducive for working and learning as well as formulating and observing quality standards.

Fostering teamwork by sharing the knowledge and inputs of the employees with one another.

Strengthening the relationship, through dialog, between the management and the rank and file employees.

4.5 Financial Management The Financial and Management Services of PMO provides financial support to all divisions by performing the following activities in compliance with the government accounting and auditing rules and regulations: a. Management of Funds such as monitoring of fund utilization b. Processing of payment to suppliers/contractors c. Production of financial reports d. Formulation and dissemination of financial policies e. Provision of updates regarding changes in processes of the financial management

5.0 Performance Evaluation

5.1 Monitoring, Measurement, Analysis and Evaluation

Monitoring and evaluation is a very crucial part of the office management, which includes implementation of policies, programs, systems, procedures, and development of PMO as a whole. The results of the monitoring and evaluation provides information achievement of the goals and objectives as well as how to improve the execution of the processes and delivery of


QUALITY MANUAL

Code: PMO-QM-001 Revision No.: 6 Effectivity : August 20, 2018 Page: 23 of 26


services to its customers. The results generated provide direction to the top management to decide for the appropriate actions needed to be implemented.

Processes and services are evaluated according to the following attributes, but not limited to the following: timeliness, compliance with the policies, efficiency, effectiveness, quality of work, responsiveness, accuracy, and completeness of data.

5.2 Analysis and Evaluation

PMO periodically analyzes the data collected from the monitoring, measurement, and evaluation of the effectiveness of PMO QMS. This includes the comparison of the previous and current performance of the agency, through the results and output achieved during the implementation of the quality procedures. The results of the analysis are used for the planning of programs to be implemented, formulation of policies and objectives, and continual improvement of the performance of the agency.

5.3 Improvement

5.3.1 Continual Improvement

Continual Improvement is the perpetual objective of the PMO. All analyzed data, such as results of performance review, monitoring, and evaluation, are utilized in order to formulate policies and programs that will foster growth and development of its employees as well as enhancement of the production of outputs and delivery of services to its customers. The PMO continuously improve the established quality standards to ensure that the agency can cope with the changes in the environment as well with the increasing demands of the customers.

5.3.2 Nonconformity and Corrective Action

In relation to the control of non-conformity, corrective actions are applied to efficiently solve the existing non-conformities. By properly identification and evaluation of the causes of non-conformities, the PMO, through the implementation of QMS, can anticipate and prevent the emergence of the new problems or issues that may arise in the future.

6.0 Terms and Definitions

“APR” Agency Procurement Request.

“ASBF” Asset Specific Bidding Form.

“ASBR” Asset Specific Bidding Rules.

“BAC” Bids and Awards Committee constituted by PMO for purposes of the Bidding.

“Bidding” Public bidding where qualified bidders submit their most competitive bid for the sale of asset.

“BIR” Philippine Bureau of Internal Revenue.


QUALITY MANUAL



“BTR” Philippine Bureau of Treasury.

“BURS” Budget Utilization Request and Status.

“CAPEX” Capital Expenditure.

“CDJ” Cash Disbursements Journal.

“CPO” Chief Privatization Officer

“CSD” Custodianship Services Division.

“CSJ” Cash Receipts Journal.

“DBM” Department of Budget and Management.

“DBM-PS” Department of Budget and Management’s Procurement Service.

“DOF” Department of Finance.

“DPO AFMS” Deputy Privatization Officer for Administration, Financial and Management Services.

“DPO AM” Deputy Privatization Officer for Asset Management.

“DSSD” Disposition Support Services Division.

“DTR” Daily Time Record.

“DV” Disbursement Voucher.

“End-User” The individual who will use the product.

“EV” Expense Voucher.

“FMD” Financial and Management Division.

“GJ” General Journal.

“GSIS” Government Service Insurance System.

“HRMO” Human Resource Management Officer.

“IAR” Inspection and Acceptance Report.

“IIRUP” Inspection Report of Unserviceable Property.

“JEV” Journal Entry Voucher.

“LS” Legal Services.

“MD I” Marketing Division 1, in-charge of disposing institutional assets.

“MD II” Marketing Division 2, in-charge of disposing equity, mining, and special assets.

“MD III” Marketing Division 3, in-charge of disposing retail assets.

“MOOE” Maintenance and Other Operating Expenses.

“ObR” Obligation Request.

“Official Receipt” Document issued to payor as an acknowledgment of receipt of payment.

“OSG” Office of Solicitor General.

“Pag-IBIG” Pagtutulungan sa Kaunlaran, Ikaw, Bangko, Industriya at Gobyerno.

“Payor” The person paying.

“PCF” Petty Cash Fund.

“PCV” Petty Cash Voucher.

“PhilHealth” Philippine Health Insurance System.


QUALITY MANUAL

Code: PMO-QM-001 Revision No.: 6 Effectivity : August 20, 2018 Page: 25 of 26


“Plantilla” The list of positions available for personnel services approved by DBM.

“PMO Inventory Team” A team of PMO personnel assigned to conduct inventory.

“PMO” Privatization and Management Office.

“PMO-COA” Auditors assigned by Commission on Audit to PMO to perform audit.

“PO” Purchase Order.

“PR” Purchase Request.

“PrC” Privatization Council, the central agency of the government responsible for oversight of the government’s privatization program

Privatization Plan/ “PrivaPlan”

A document that contains asset study, steps, terms and conditions to be followed on how assets will be disposed.

“PS” Budget for Personnel Services.

“PSB” Personnel Selection Board, in-charge of selecting qualified applicants to be hired by PMO.

“RCD” Report on Collections and Deposits.

“RCI” Report on Checks Issued.

“RPCI” Report on Physical Count of Inventory.

“Remittance Report” Report of PMO’s proceeds remitted to the Bureau of Treasury.

“Republic Act 9184” Government Procurement Law of the Philippines, the reference for all procurement activities of PMO.

“RPCPPE” Report on Physical Count of Property, Plant and Equipment.

“SA” Statement of Account.

“SAI” Supplies Availability Inquiry.

“Sale/Transaction Documents”

Contract signed by PMO and the winning bidder to officially close the transaction and collect proceeds from the sale.

“Serviceable Properties” Properties that are still functioning and ready to use by PMO personnel.

“SL” Subsidiary Ledger.

“Supporting Documents” Any documents used to support the amount requested such as official receipt, proof of billing, and other applicable evidences.

“TCF” Transmittal Control Form.

“TO” Travel Order.

“Unserviceable Properties” Properties that are not functioning and ready for disposal.

“WMR” Waste Material Report.

“WTR” Weekly Time Record, only used by Division Chiefs and Deputy Privatization Officers.

“MDS” Modified Disbursement System, subsidies coming from the National Government.

“RF” Revolving Fund, funds retained by PMO from proceeds from sale of assets and other applicable source of income.

“CAO” Chief Administrative Officer.

“TCT” Transfer Certificate of Title.


QUALITY MANUAL



7.0 Appendices

Flowcharts

The respective tasks of each division are presented through process flows with corresponding step by step narratives.

Inputs Each process has corresponding overview of the task, the specific inputs needed to fulfill the task, and the output of the process. The Quality Requirements, Supplier and the customer were also identified. The process flows are arranged in the following manner:

(1) Marketing Group (2) Custodianship Services Division (3) Disposition Support Services Division (4) Legal Services (5) Administrative Division (6) Financial and Management Division

(7) Information Technology Services

Approved by:

Gerard L. Chan Chief Privatization Officer Privatization and Management Office


QUALITY MANUAL

Code: QMS-MD Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1


MARKETING GROUP

Quality Objective

“Conduct an orderly, transparent and efficient disposition of government assets and other properties assigned to PMO

in accordance with the privatization plan duly approved by the Privatization Council.”


WORK INSTRUCTION

Marketing Group – Determination of Viable Assets

Code: QMS-MD-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 2


OVERVIEW

PMO’s performance is not only measured through the disposition of assets but also through the

efficient management of assets prior to disposition.

Coordination with other divisions is one way to determine the viability of assets to secure reports

on due diligence and is expected to achieve at least ninety (90) days for complex asset while sixty-

five (65) days for non-complex asset.

PROCEDURES

1. Guidelines and Procedures

1.1 The Market Specialist reviews and studies the asset/s to determine its viability.

1.2 The Market Specialist coordinates with the Legal Services (LS), Custodianship

Services Division (CSD) and Financial and Management Division (FMD) and

requests the conduct of Due Diligence on the asset/s. A report of its due diligence will

be submitted to the appropriate Marketing Division (MD).

1.3 Based on the report on due diligence conducted by the concerned divisions, MD

reviews, studies and prepares privatization plan for assets which are deemed ready for

disposition in accordance with the rules and regulations.

2. Process Outputs, Customers & Quality Requirements

No. Output Customer Quality Requirements

1. Determination of

viable asset/s

Buyer/Prospective

Bidder

To dispose asset/s thru public

bidding once its viability is

identified.


WORK INSTRUCTION

Marketing Group – Determination of Viable Assets



3. Process Flow

MARKETING

DIVISION

LEGAL

SERVICES,

CSD, and FMD

4. Process Inputs and Suppliers & Quality Requirements

No. Input Supplier Quality Requirements

1. Status of legal

cases/impending, if any. Legal Services

To update status of asset on

legal issues and impediment, if

any.

2. Inventory and actual

location of assets CSD

Actual status and current list

indicating the condition of

properties/assets.

3.

Outstanding Obligation/

Statement of Account,

Custodianship

Expenses and other

related expenses

FMD

Actual amount/figures of

obligation or exposure, and

expenses of asset/s based on

PrC policy.

START

Review the Status as

well as the History of

the Asset/s Identified for Disposition

Due Diligence

Request Due

Diligence with Legal Services, FMD, and

CSD

Preparation of

Privatization Plan END

Submit Report of

Due Diligence


WORK INSTRUCTION

Marketing Group – Privatization Plan


THIS DOCUMENT WHEN PRINTED IS AN UNCONTROLLED COPY. IT IS THE RESPONSIBILITY OF THE USER TO CHECK IF THE DOCUMENT

BEING USED IS THE CURRENT VERSION WHICH COULD BE VERIFIED IN THE PMO QUALITY MANAGEMENT SYSTEM (QMS) SITE.

OVERVIEW

In accordance with Executive Order (EO) 323 Series of 2000, PMO’s mission is to promote

an orderly, coordinated and efficient privatization of remaining government corporations,

assets, activities, and idle properties which have been identified as unnecessary and

inappropriate for the government sector to maintain.

Implementation of this process is expected to be completed for one hundred twenty (120)

days for complex asset while seventy-five (75) days for non-complex asset.

PROCEDURES

1. Guidelines and Process

1.1 Market Specialist prepares draft of Privatization Plan, Asset Specific Bidding

Rules (ASBR) and Asset Specific Bidding Form (ASBF) for the asset/s

identified for disposition.

1.2 Market Specialist submits the ASBR and ASBF to the Legal Services for review

and comment.

1.3 Legal Services returns the reviewed ASBR and ASBF to the Market Specialist.

1.4 Market Specialist submits draft of ASBR, ASBF, and Privatization Plan to the

Deputy Privatization Officer (DPO) for Marketing for review and endorses to

Chief Privatization Officer (CPO) for approval.

1.5 CPO approves the documents endorsed by DPO for Marketing and endorses the

same to the Privatization Council (PrC) for approval. Otherwise, the DPO/CPO

may return the same to the appropriate Marketing Division (MD) for further

study or for revision.

1.6 CPO advises MD of the Privatization Council’s (PrC) decision and gives

instructions/directions to implement in accordance with the PrC’s

decision/approval.



1. Privatization

Plan

Buyer/prospective

investor

Asset history and status,

appraisal value, applicable price

of asset subject or privatization

and recommendation for

disposition.


WORK INSTRUCTION





3. Process Flow

MARKETING

DIVISION

LEGAL

SERVICES

DPO FOR

MARKETING

CPO

PrC

Yes

Yes

No

No

Yes

No

START

Privatization Plan, ASBR,

and ASBF

Implement

Are PrivaPlan,

ASBR and ASBF

Approved?

Prepare Privatization Plan, Asset

Specific Bidding Rules (ASBR), and Asset Specific Bidding Form

(ASBF)

Revision/

Further Study

Review ASBR and ASBF

Endorsement of PrivaPlan

to PrC

Submit ASBR and ASBF with the Privatization Plan

to DPO Marketing

Are PrivaPlan,

ASBR and ASBF

Approved?

Endorsement of PrivaPlan, ASBR, and

ASBF to CPO

Are PrivaPlan,

ASBR and ASBF

Approved?

END ASBR and ASBF


WORK INSTRUCTION







1. Draft ASBR/ASBF Legal Services

Review of bid documents and

other sales transaction/documents

in accordance with privatization

rules and regulations.

2.

Approval of

documents

necessary for the

disposition plan of

assets

CPO/DPO

To seek approval from PrC for

the implementation of the

disposition plan of asset.

3.

Approval on the

PrivaPlan endorsed

by the PMO

PrC To implement disposition once

approved.


WORK INSTRUCTION

Marketing Group – Public Bidding




OVERVIEW

The purpose of Public Bidding is to ensure that all qualified prospective bidders have an equal

opportunity to participate, and for PMO to generate maximum revenue for the National

Government.

By the way of public bidding, transparent disposition of government assets can be achieved at least

one hundred sixty (160) days for complex asset while seventy (70) days for non-complex asset.

PROCEDURES


1.1 With approved Privatization Plan, Market Specialist prepares Bid Documents,

Invitation to Bid and Notice to Commission on Audit (COA) and submits to

DPO for Marketing for approval.

1.2 DPO for Marketing approves Bid Documents, Invitation to Bid as well as

Notice to COA and endorses to CPO for approval.

1.3 CPO approves the documents endorsed by DPO for Marketing.

1.4 Marketing Division conducts the bidding process and submits report of the

result of bidding to DPO for Marketing and CPO.

1.5 If the bidding is successful, the CPO recommends approval to PrC, otherwise,

the same will be referred by Marketing Division to DPO for Marketing and

CPO for other possible modes of disposition.

1.6 The PrC approves the recommendation and sends a Letter of Approval to the

CPO.

* Bids and Awards Committee (BAC) may be created in case of disposition of big ticket accounts.



1. Public Bidding Buyer/Prospective

Investor

Timely and orderly

conduct of public bidding.

2. Letter of Approval Winning Bidder Duly approved by the

Privatization Council.


WORK INSTRUCTION





3. Process Flow

MARKETING

DIVISION

DPO FOR

MARKETING

CPO

PrC

No

Yes

Approval of Bid

Documents Is Bidding

Successful?

Implement/

Conduct Bidding

Submit to DPO for

approval

Report Result of

Bidding

Recommend

Approval to PrC

START

Bid Documents/

Notice to COA/ Invitation to Bid

Approval and

Endorsement to

CPO

A

A Review the

Documents

Approval of Recommendation

Letter of Approval

Send Letter of

Approval to CPO

END

Preparation of Bid

Documents

Report Result of

Bidding


WORK INSTRUCTION





4. Process Inputs, Suppliers & Quality Requirements


1. Draft Bid Documents, Invitation

to Bid and Notice to COA

Marketing

Division

Documents are complete.

2. Approval of documents

necessary for the disposition

plan of assets

DPO and CPO

Data are complete and

approved by DPO for

Marketing and CPO.

3. Implementation of Bidding Marketing

Division



WORK INSTRUCTION

Marketing Group – Negotiated Sale




OVERVIEW

A negotiated sale may be conducted as another way of disposing government assets and generate

maximum cash recovery for the National Government. In accordance to COA Circular No. 89-

296 dated January 27, 1989, a negotiation may be conducted even if there is only one interested

buyer, unlike the public bidding that requires at least two interested buyers. Negotiated sale is

deemed successful if the interested buyer met all the requirements set by the Privatization Council

(PrC).

This mode gives flexibility to interested buyers to acquire government assets and could be

implemented for about seventy-two (72) days for complex asset while fifty-three (53) days for

non-complex asset.

PROCEDURES


A) Negotiated Sale: Third Party

1.1 After a failed bidding, the Market Specialist evaluates the asset by determining its

physical/legal issues and floor price.

1.2 Market Specialist prepares the Negotiated Sale Documents, Invitation to Submit Offers

and Notice to Commission on Audit (COA) and submits to DPO for Marketing for

approval.

1.3 DPO for Marketing approves the Negotiated Sale Documents, Invitation to Submit Offers

as well as Notice to COA and endorse them to the Chief Privatization Officer (CPO) for

approval.

1.4 CPO approves the documents endorsed by DPO for Marketing. Once approved, the

Market Specialist publishes the Invitation to Submit Offers for three (3) days.

1.5 If a proposal to purchase the asset is received, the Market Specialist evaluates the said

document if it is acceptable or not. If deemed acceptable, the Market Specialist will

prepare endorsement to the DPO for Marketing for consideration. If unacceptable, the

Market Specialist will inform the buyer to further improve the proposal and resubmit the

said document. The new proposal will be subject to further evaluation by the Market

Specialist.

1.6 DPO for Marketing approves the proposal and endorses to the CPO for approval.

1.7 CPO approves the proposal and refers it to the Marketing Division for implementation.

1.8 Marketing Division conducts the Negotiated Sale process and submits report of the result

of the Negotiated Sale to DPO for Marketing and CPO.


WORK INSTRUCTION





1.9 If the Negotiated Sale is successful, the CPO recommends approval to Privatization

Council (PrC), otherwise, the same will be referred by CPO to Marketing Specialist

for other possible modes of disposition such as lease, management contract or joint

venture.

B) Negotiated Sale: Government to Government (G to G)

1.1. PMO receives from a government agency an offer to purchase a certain property.

1.2 Marketing Division evaluates the offer and the status of the asset (e.g. legal

impediments, current physical status of the property, previous appraisals and the latest

in house and/or third party appraisal).

1.3 If the offer is not acceptable vis-à-vis to the current appraisal, PMO sends a letter to

the government agency to improve its offer.

1.4 If the government agency improves its offer and is acceptable to PMO, the Market

Specialist forwards his/her report, together with the improved offer and endorses the

documents to the DPO for Marketing (DPOM) for evaluation and approval.

1.5 If DPOM approves the proposal, the Market Specialist endorses it to the CPO. If not,

the proposal will be returned to Market Specialist for further study and evaluation.

1.6 If the endorsement of DPOM is approved by the CPO, the CPO endorses it to the

Privatization Council (PrC) for approval, otherwise, the PrC will return it to the

CPO/DPOM for further study.

1.7 If approved by the PrC, the G to G transaction is consummated.

*Since it is a government transaction, the rules on the disposition of assets by the PMO is relaxed.



1. Negotiated Sale Buyer/Prospective

Investor

Timely and orderly conduct

of Negotiated Sale


WORK INSTRUCTION





3. Process Flow

MARKETING

DIVISION

DPO FOR

MARKETING

CPO

PrC

No

Yes

No

Yes

Approve

Negotiated Sale

Documents

Is Negotiated

Sale

Successful?

Prepare Negotiated

Sale Document,

Invitation to

Submit Offers and

Notice to COA

Implement/ Conduct of

Negotiated Sale

Submit to DPO for

Approval

END

Submit Report

to DPO for

Marketing

Recommend

Approval to

PrC

START

Negotiated Sale

Document/ Notice to COA/

Invitation to

Submit Offers

Approval and

Endorsement to

CPO

Inform the

Interested

Buyer

A

Approve

Negotiated Sale

Approved

Negotiated Sale

Documents

Publish Invitation

to Submit Offers

Accept Proposal/s

Review and

Evaluate Proposal/s

Is Proposal

Acceptable?

Endorse to DPO for Marketing for

Approval

Approval and

Endorsement to

CPO

Approve Proposal

Report of

Negotiated Sale

Formulate

Other Possible Modes of

Disposition

A

Evaluate Asset for Disposition and

Determine Floor

Price

Endorsement of

DPO for

Marketing to CPO


WORK INSTRUCTION






No.

Input

Supplier

Quality Requirements

1. Draft Negotiated Sale Documents,

Invitation to Submit Offers and

Notice to COA

Marketing

Division


2.

Approval of documents necessary

for the disposition plan of assets

DPO and CPO Data are complete and

approved by DPO for

Marketing and CPO.

3.

Implementation of Negotiated Sale

Marketing

Division

Completeness of data, with

Marketing Division’s

endorsement


WORK INSTRUCTION

Marketing Group – Closing of Transaction




OVERVIEW

Closing of Transaction is the finalization of disposal process of government assets that were privatized

by PMO by way of acceptance of proceeds, execution of sale documents and turn-over of assets to the

buyer. Finality of the sale transaction for complex asset is approximately one hundred twenty (120)

days while sixty (60) for non-complex asset.

PROCEDURES


1.1 Market Specialist receives the Letter of Approval from PrC addressed to Chief

Privatization Officer (CPO).

1.2 Market Specialist prepares the Notice of Award (NOA) and endorses it to CPO

for approval.

1.3 CPO approves the NOA and returns it to the Market Specialist. The Market

Specialist transmits the approved NOA to the buyer.

1.4 Once the buyer received the NOA, the buyer, with a duly approved Order of

Payment, pays the remaining balance to the Cashier. The Cashier will issue an

Official Receipt.

1.5 Market Specialist prepares the Sale/Transaction Documents in preparation for the

closing of sale with the buyer.

1.6 Market Specialist submits the Sale/Transaction Documents to the Legal Services

for review.

1.7 Legal Services finalizes the Sale/Transaction Documents, and returns them to the

appropriate Marketing Division (MD) for submission to the CPO for approval.

1.8 Upon approval by the CPO of the Sale/Transaction Documents, MD coordinates

with the buyer for the schedule of the signing of the Sale/ Transaction Documents.

1.9 Once the Sale/Transaction Documents have been executed, MD coordinates with

the Custodianship Services Division (CSD) for the schedule of turn-over of sold

assets to the buyer.

1.10 CSD undertakes the actual turn-over of sold asset/s to the buyer and provides MD

a turn-over report.


No. Output Customer Quality Requirements 1. Closing of

Transaction

Buyer Execution and delivery of

Sales/Transaction Documents

to buyer


WORK INSTRUCTION





3. Process Flow

CPO

MARKETING

DIVISION

BUYER

CASHIER

LEGAL

SERVICES

CSD

Review and

Finalize Sale/

Transaction

Documents

Signing of Sale/

Transaction

Documents

Approval/Signing

of Sale/ Transaction

Documents

START

END Schedule Sale/

Transaction

Documents for

Signing/Execution

with Buyer

Submit Sale/

Transaction

Documents

Submit Report of

Turnover of Asset

to MD

Sale/Transaction Documents

Report on

Turnover of Asset

Provide copy for turnover of asset

to Buyer

Forward PrC’s

Letter of Approval

to Market Specialist

Letter of Approval

Prepare Notice to

Award (NOA)

Endorsement to

CPO for Approval

Approval of

NOA

Approved NOA

Forward NOA

to Market

Specialist

Transmit NOA

to the Buyer

Pay the Remaining

Balance

Issue Official

Receipt to the

Buyer A

A

Prepare Sale/ Transaction

Documents


WORK INSTRUCTION







1.

Review and

finalization of

Sale/Transaction

Documents

Legal

Services

To ensure Sale/Transaction

Documents are in accordance with

the privatization rules and

regulations for proper turn-over of

sold asset/s to the buyer.

2.

Approval on the

Sale/Transaction

Documents

CPO

Approval on the Sale/Transaction

Documents and collect

payment/proceeds from sale, which

are necessary for the execution and

delivery of sales.

3.

Signing of Sale/

Transaction

Documents

Buyer

Execution of Sale/Transaction

Documents necessary to close the

sales.

4. Turnover of the

asset CSD

Actual turn-over of the asset/s sold

by the buyer.


WORK INSTRUCTION

Marketing Group – Collection of Proceeds of Agricultural Land Transfer to DAR




OVERVIEW

This section of the manual describes the process of collecting the proceeds of agricultural land transferred

to the Department of Agrarian Reform (DAR) through the issuance of Credit Memorandum Advice (CMA).

The CMA system as payment scheme for the transfer of lands suitable for agriculture by the PMO to the

DAR is pursuant to Executive Order No. 407; Department of Finance (DOF) and Department of Budget

and Management (DBM) Joint Circular No. 2-99 series of 1998 and COA Circular No. 2000-001 dated 4

April 2000.

Marketing Division II is the division in charge in relation to the implementation and compliance with the

Executive Order No. 407 (1990).

Completion of the process is about sixty-eight (68) days for complex asset while fifty-five (55) days for

non-complex asset.

PROCEDURES

1. Guidelines and Process:

1.1 The Department of Agrarian Reform (DAR) receives the approved Deed of Transfer (DOT)

together with the Transfer Certificate of Title/s (TCT) for execution.

1.2 The DAR registers with the Registry of Deeds the executed DOT between DAR and PMO,

issues Notice to LandBank of the Philippines (LBP) for receipt, registers TCT with the Land

Registration Authority (LRA), and distributes to Farmers.

1.3 DAR through Presidential Agrarian Reform Council (PARC) submits to the Bureau of the

Treasury (BTr) all necessary documents for the preparation and issuance of CMA.

1.4 LBP conducts and issues valuation of the land, processes claim for Landowner (LO)

compensation, remits to the BTr cash payment to LO and deposits the balance in trust account.

1.5 The BTr issues CMA/JEV to PMO and credits to PMO the value of the land as part of its

remittances to Agrarian Reform Fund (ARF).

1.6 Upon receipt of CMA/JEV with endorsement of DPO Marketing/CPO (through DTSI), MD II

transmits the documents to FMD for recording of CMA/JEV as part of PMO’s remittance to

the BTr.



1. Credit Memo

Advice

Bureau of the

Treasury (BTr)

Complete documentation such as Deed of

Transfer, TCT, Memorandum of

valuation and other

documents/requirements by the LBP.


WORK INSTRUCTION





3. Process Flow

DEPARTMENT OF

AGRARIAN

REFORM

LANDBANK OF THE

PHILIPPINES

BUREAU OF THE

TREASURY

MARKETING

DIVISION II

FMD

Receive Deed of Transfer

(DOT) and Transfer of Certificate Titles (TCTs) from

PMO for Execution.

Issue CMA/JEV to PMO to Credit the Value of the Land as

Part of Its Remittances to

Agrarian Reform Fund (ARF).

Receive the CMA/JEV from BTr

Register Executed DOT with

the Registry of Deeds, Issue Notice to LBP for Receipt,

Register TCT with the Land

Registration Authority and

Distribute Lands to Farmers

Conduct and Issue Land Valuation, Process Claim for

Land Owner Compensation,

and Remit to the BTr Cash

Payment and Deposit the

Balance in Trust Account.

Transmit CMA/JEV to FMD

Records the CMA/JEV as Part of PMO’s Remittance to the

BTr.

START

Submit Documents through

Presidential Agrarian Reform

Council (PARC) to Bureau of Treasury (BTr) for Issuance of

Credit Memo Advice (CMA)

Inform DPO for Marketing and CPO

END


WORK INSTRUCTION







1. Execution/Registration of

the DOT at the Registry of

Deeds

DAR Total valuation and exact

area of land covered under

the Comprehensive

Agrarian Reform Program

(CARP). 2. Memorandum of valuation

of the CARPable land.

LBP

3. Credit Memo Advice

(CMA) or Journal Entry

Voucher

BTr


WORK INSTRUCTION

Code: QMS-CSD Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1



CUSTODIANSHIP SERVICES DIVISION

Quality Objectives

“Provide updated and accurate reports of: (a) Inspection of properties on requested date; (b) Inventory of properties on approve

deadline; and (c) Safeguard of properties assigned to security agencies engaged in accordance with Republic Act 9184

(Government Procurement Law).”

“Provide documents requested by other division within three (3)

working days from the receipt of request as approved by DPO-AM

and DC-CSD, or the appropriate Officer as may be set out in a

valid office memorandum/order of the CPO/OIC.”


WORK INSTRUCTION

Custodianship Services Division – Annual Security Turnover and Inventory of PMO Assets

Code: QMS-CSD-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 3



OVERVIEW

The conduct of Annual Security Turnover guarantees that the most capable security agency is the one

handling the security of PMO assets. On the other hand, the inventory allows PMO to identify and monitor

the quantity of the existing properties, which include lands, buildings, machineries, equipment, and other

properties. During the Annual Security Turnover, the inventory list of PMO assets is handed to the incoming

security agency that should be safeguarded and preserved.

PROCEDURES


1.1 Chief Administrative Officer – Custodianship Services Division (CAO-CSD) prepares

memorandum for schedule of annual security turnover/inventory and submits to Deputy

Privatization Officer for Asset Management (DPO AM) for review and approval.

1.2 DPO AM approves the memorandum and endorses to Chief Privatization Officer (CPO) for

approval.

1.3 CPO approves memorandum and returns to CAO-CSD for implementation.

1.4 CAO-CSD informs the incoming security provider to submit the personal data files of their

security guards for screening and evaluation of guards to be posted in the asset. CAO-CSD

likewise informs outgoing security provider and Commission on Audit (COA) to send

authorize representative/s for the inventory/turnover undertaking.

1.5 Once security guards are chosen, CAO-CSD sends representatives to the annual security

turnover and inventory of PMO asset.

1.6 Authorized representatives of CSD/PMO conduct inventory and prepare the inventory report

in the form of Report on Physical Count of Property, Plant and Equipment (RPCPPE).

1.7 CSD/PMO authorized representative/s and the incoming/outgoing security provider sign

documents such as Acknowledgement Receipt, Posting/Pullout Forms as an acceptance that all

properties and equipment of PMO in that particular asset must be maintained and taken care

of. All shall items lost and damaged under the custody of the outgoing security provider shall

be replaced or equivalent value will be charged to the provider.

1.8 For inspection of assets, CSD/PMO representatives submit the report within seven (7) working

days after return to the office while for the inventory of assets, a report is submitted within

twelve (12) working days after return to the office to CPO through CAO-CSD and DPO AM.

1.9 CPO acts on the memorandum for security turnover report and returns to the CSD for

appropriate action/filing.



1. Memorandum for Security

Turnover Report

PMO Inventory list of PMO properties are

accurate and security turnover is

properly documented.


WORK INSTRUCTION





3. Process Flow

CSD

DPO

AM

CPO

INCOMING

SECURITY

AGENCY

Submit Inventory Report

with Acknowledgment

Receipt Form to Incoming Security Agency

START

Prepare Memorandum

for Schedule of

Security Turnover

Approval and

Endorsement of

Memorandum to CPO

Approval of

Memorandum

Approved

Memorandum for

Security Turnover

Return Approved

Memorandum to CSD

Inform Incoming

Security Agency to

Submit Personal Data

Files of Security

Guards

Submit Personal Data Files of Security

Agency’s Guards

Personal Data Files of

Security Guards

Screening of Security

Guards for Posting

Travel and Inspect

Asset for Security

Turnover

Conduct Inventory

Prepare Inventory

Report (RPCPPE)

Signing of Inventory

Report by Authorized

Representatives of PMO

Receive Inventory

Report and Sign the

Acknowledgment

Receipt Form

Sign the Posting/Pullout

Form and Other

Security Forms

Together with the

Outgoing Security

Agency

Accomplished

Acknowledgment

Receipt Form, Posting/

Pull-Out Form, Security

Forms and Copy of

Inventory Report

Prepare Memorandum for

Security Turnover Report

Submit to Division Chief

for Endorsement to DPO

Asset Management

Approved Memorandum for

Security Turnover Report

Approval and Endorsement

of Memorandum to CPO

END

Return Approved

Memorandum to CSD for

Filing


WORK INSTRUCTION





4. Process Inputs and Supplies & Quality Requirements


1. Memorandum for

Schedule of Security

Turnover Report

CSD

Report is complete and

memorandum is duly approved.

2.

Acknowledgment Receipt

Form, Posting/Pull-Out

Form, Security Forms

Incoming and

Outgoing Security

Agency

Documents are accomplished

and duly signed.

3.

Inventory List of PMO

Assets

Authorized

Representatives of

PMO

Accurate listing of properties

and equipment.


WORK INSTRUCTION

Custodianship Services Division – Inspection/Inventory of PMO Assets Without Security Personnel




OVERVIEW The conduct of asset inspection/inventory emanates from other Division’s request specifically from

Marketing Divisions I, II, and III and Legal Division or instructions from DPO/OIC/CPO. This

activity allows PMO to identify and monitor the quantity of the existing properties, which include

lands, buildings, machineries, equipment, and other properties.

PROCEDURES


1.1 CSD receives request from other Division for the inspection/inventory of assets.

1.2 CAO-CSD endorses the request to DPO for Asset Management (DPO AM) for approval.

1.3 DPO AM approves the request and endorses the request to Chief Privatization Officer

(CPO).

1.4 CPO approves the request and returns to CSD for implementation.

1.5 CAO-CSD will assign personnel to conduct the inspection/inventory. Assigned personnel

will prepare travel documents for approval.

1.6 As soon as the travel documents are approved, the assigned CSD personnel will conduct

inspection/inventory.

1.7 Assigned personnel submit the inspection/inventory report to the CPO through CAO-CSD

and DPO AM (copy furnished the requesting Division).

1.8 For inspection of assets, the assigned personnel submit report within seven (7) working

days after return to the office while for the inventory of assets, a report, in the form of

Report on Physical Count of Property, Plant and Equipment (RPCPPE) is submitted within

twelve (12) working days after return to the office to CPO through CAO-CSD and DPO

AM (copy furnished the requesting Division).

1.9 CPO acts on the memorandum and returns to the CSD for appropriate action/filing.



1. Memorandum for

Inventory/Inspection Report

PMO Inventory list of PMO properties

are accurate and asset inspection is

properly documented.


WORK INSTRUCTION

Custodianship Services Division – Inspection/Inventory of PMO Assets Without Security Personnel




3. Process Flow

REQUESTING

DIVISION

CSD

DPO AM

CPO



1.

Duly Approved Request

for Inspection/Inventory

Requesting Division Request is complete and duly

approved.

START

Submit Request for

Inspection/Inventory

to CSD

Review and Endorse to CAO-CSD and

DPO AM

Approved Request

Approval and

Endorsement to CPO

Approval of Request

Return to CSD

CAO-CSD Assigns

Personnel

Travel Going to the

Inspection/Inventory Site

Conduct

Inspection/Inventory

Prepare Memorandum for Inspection/

Inventory Report

CAO-CSD Approves the Request and

Endorses to DPO AM

Review and Endorse

to CPO

Review and Feedback

on the Memorandum

Return to CSD

Approved

Memorandum on

Inventory/Inspection

Report

Approved

Memorandum on

Inventory/Inspection Report (Copy

Furnished)

END


WORK INSTRUCTION

Custodianship Services Division – Management of Records




OVERVIEW

Management of records plays a crucial role in the continuity of operations of the PMO especially in the

disposition of assets. Hence, original documents received as well as turned over files pertaining to assets of

PMO are well maintained by the Records Officer of the Custodianship Services Division.

PROCEDURES


1.1 Processing of Incoming Documents

A. Central Receiving Unit processes the incoming documents as follows:

i. Receives incoming documents sent to PMO by various agencies/other entities.

ii. Assigns barcode sticker with control/identification number, scans documents and

uploads scanned files to the Document Tracking System. Person-in-charge classifies

document and provides the description and sender of the document and shares the

scanned file to the authorized receiver of the documents through e-mail. The

authorized receiver shall forward the scanned file to Division Chiefs and DPO/CPO.

iii. Forwards original documents to Records Officer of Custodianship Services

Division (CSD).

B. Records Officer processes the filing of documents received as follows:

i. Segregates and adds proper labeling to documents.

ii. Files documents accordingly.

1.2 Processing of Records Request

A. Requesting Division submits duly approved Request Form to CSD.

B. CSD reviews the inventory list and checks if requested documents are available.

C. If the documents requested are available, get the documents or photocopy the original

documents, if borrowing of requested documents are not allowed, and certify those as true

copies. On the other hand, if documents are not available, the records officer issues

certificate of no records. Records Officer shall issue Certificate of No Records or the

requested documents within three (3) working days upon receipt of request.

D. Log the requested documents/certificate of no issuance and transmits to the requesting

division.


WORK INSTRUCTION







1. Filed Documents PMO Proper Labeling and Segregation of Files

2. Original Documents/

Certified True Copy of

Documents

Requesting

Division

Readable and Complete/ Valid and

Similar to the Requested Document

3. Process Flows

3.1 Processing of Incoming Documents

CENTRAL

RECEIVING UNIT

CSD

START

Original Documents

Segregate Documents by Division

Forward Original Documents to

Records Officer of CSD

Proper Labeling of Documents

END

File Documents

Receives Incoming Documents

Assigns Identification Number, Scans Documents, Shares to Authorized

Receiver


WORK INSTRUCTION





3.2 Processing of Records Request


REQUESTING

DIVISION

CSD


1. Incoming Documents Central Receiving

Unit

Correctness of details

2.

Request Form

Requesting Division Accurate listing of

documents needed and duly

approved form.

START

Request Form

Are documents included in the

Inventory List?

Issue Certificate of

No Records

Get the Original Documents/

Photocopy and Certify the Documents

Log the Borrowed Documents/

Certificate of No Records

A Transmit Requested Documents to the Requesting Division

END

No

O

Yes

A

Submit Duly Approved Request

Form to CSD

Review Inventory List

Requested Documents


WORK INSTRUCTION

Code: QMS-DSSD Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1



DISPOSITION SUPPORT SERVICES DIVISION

Quality Objectives

“Submit the final appraisal report in a timely manner using

relevant appraisal valuation techniques as assessed by the

professional opinion of the appraiser.

“Submit the due diligence report of the gathered data within the

target number of days”

“Provide estimate on third party appraisal and other PMO

operation support matters within the target number of days from

the receipt of the request.”

“To oversee and monitor the insurance coverage of PMO assets

and its personnel.”


WORK INSTRUCTION

Disposition Support Services Division – In House Appraisal

Code: QMS-DSSD-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 4



OVERVIEW

In House Appraisal reports are the major output of the Disposition Support Services Division

(DSSD). Its mandate is to render opinion on the value of assets in aid of the privatization efforts

of the PMO. A team of qualified government appraisers provide in-house appraisal reports to its

primary end-users, the Marketing Groups. On the other hand, secondary end-users are those from

the other divisions of the PMO.

PROCEDURES


1.1 DSSD receives duly accomplished request form with attached photocopy of TCT, Tax

Declaration and Lot or Survey Plan/Cadastral Map and other necessary documents for

In House Appraisal from the end-user.

1.2 Division Chief assigns an appraiser to conduct the ocular inspection of the asset.

1.3 The appraiser gathers data depending on the kind of property appraisal. In case of real

property appraisal, the basic data to be gathered include comparable market values, tax

map, copies of the tax declaration and/or Transfer Certificate of Title, pictures of the

property/asset, and other documents that, in the opinion of the appraiser, may aid in

best value of the asset/property. On the other hand, in case of personal property

appraisal, the basic data to be gathered include the pictures of the asset/property,

records of the value of the property (purchase price, depreciation rate, salvage value,

and market value, if any).

1.4 Appraiser analyzes the data gathered.

1.5 Appraiser prepares Appraisal report and submits to Division Chief.

Target for submission of Appraisal Report varies as follows:

A. One (1) to two (2) real estate properties – within six (6) working days after

inspection

B. Three (3) to thirty (30) properties with building, multi-storey building and

condominium units – within sixteen (16) working days after inspection

C. More than thirty (30) properties (chattels, subdivision projects, special assets and

condominium buildings) – within twenty six (26) working days after inspection


WORK INSTRUCTION





* In case of urgent appraisal requests, the counting of number of days on present

assignment will continue after submission of final report of the prioritized request.

1.6 Division Chief finalizes the appraisal report and transmits to DPO for Asset

Management for approval.

1.7 DPO for Asset Management approves the Appraisal Report and returns to DSSD.

Review of appraisal report is within two (2) working days.

1.8 DSSD submits approved Appraisal Report to the end-user.


No.

Output

Customer


1. Appraisal

Report Marketing I, II, and III as

primary end-user

Finance Division – for

serviceable and unserviceable

PMO assets (ex. Office furniture

and fixtures, vehicles, etc.) as

support for general office

services for documentation and

compliance with government

reporting requirements.

Others – special requests by

DPO/CPO

Complete, Timely,

All items accounted

for.


WORK INSTRUCTION





3. Process Flow

REQUESTING

DIVISION

DSSD

DPO AM

Submit to DPO AM

Submit Request for In-

House Appraisal to DSSD

Conduct Ocular Inspection

of the Properties

START

Gather Data

Appraisal Report

Division Chief Finalizes

Appraisal Report

Approved

Appraisal Report

END

Analyze the Data Gathered

Prepare Appraisal Report and Submit to Division

Chief

Approval of DPO AM

Return Approved

Appraisal Report to DSSD

Transmittal of Approved

Appraisal Report


WORK INSTRUCTION





4. Process Inputs and Suppliers& Quality Requirements

No.

Input

Supplier


1. In House Appraisal

Data gathered:

a. Market Values of

Comparable

properties in the area.

b. Tax Map.

c. CTC of TCT/Tax

Declaration.

d. Pictures of property

or properties for

appraisal.

e. Usage intention of

customer of appraisal

report.

In House Appraisal

1. Market Values of

property from

advertisements or

from real estate

brokers or real

estate appraisers

or from other

verifiable sources

of market values.

2. Assessor’s Office

3. Register of Deeds

4. Customers

Clear, Accurate,

Updated, and

Approved


WORK INSTRUCTION

Disposition Support Services Division – Third Party Appraisal




OVERVIEW

The conduct of Third Party Appraisal is a requirement set by the Privatization Council in

order to obtain an objective opinion regarding the current market value of the asset, which

will be used to compare with In-House Appraisal. To comply with the requirement, DSSD

prepares a cost estimate for the acquisition of third party appraisal services.

PROCEDURES


1.1 DSSD receives a duly accomplished request form from the requesting party to

make a cost estimate required in the engagement of third party appraisal

services.

1.2 DSSD prepares cost estimate for third party appraisal services within seven (7)

working days.

1.3 DSSD submits memorandum on budget estimate for cost of appraisal services

to DPO Asset Management for approval.

1.3 DPO Asset Management approves the memorandum on budget estimate.

1.5 The Office of DPO Asset Management returns the approved memorandum to

DSSD.

1.6 DSSD transmits the approved memorandum to the requesting division.



1. Approved

Memorandum on

Budget Estimate

Marketing I, II, and III as

primary end-user

Others – special requests

by DPO/CPO

Complete, Timely, All

Items Accounted For


WORK INSTRUCTION

Disposition Support Services Division – Third Party Appraisal



3. Process Flow

REQUESTING

DIVISION

DSSD

DPO AM

4. Process Inputs and Suppliers& Quality Requirements

No.

Input

Supplier


1. Cost of Appraisal Services DSSD Clear, Accurate, Updated,

Approved

START

Prepare Budget Estimate for

Cost of Appraisal Services

Request for Budget Estimate

of Appraisal

Submit to DPO – Asset

Management for Approval

END

Memorandum on Budget

Estimate

Approved Memorandum on

Budget Estimate

Approval of Memorandum

Transmit Approved

Memorandum to Requesting

Division

Return Memorandum to

DSSD


WORK INSTRUCTION

Disposition Support Services Division – Insurance Policy



OVERVIEW DSSD is tasked to oversee the insurance coverage of PMO assets and its personnel to ensure that there is

financial protection in case of unforeseen circumstances such as natural calamities, accidents, and theft.

PROCEDURES


1.1 The Division Chief prepares memorandum requesting Marketing Division for the comments

on the list of assets to be insured within the first quarter of the year.

1.2 Marketing Division provides comments on the list of assets to be insured and returns to

DSSD for finalization.

1.3 The Division Chief prepares memorandum for insurance coverage of assets based from the

comments of Marketing Division and submits to DPO for Asset Management for approval.

1.4 DPO for Asset Management approves the memorandum for insurance coverage of assets

and endorses to CPO for approval.

1.5 CPO approves the memorandum for insurance coverage of assets and transmits to DSSD.

1.6 DSSD prepares a letter request for insurance coverage of assets with GSIS and submits to

DPO AM for approval.

Targets for various insurance policies:

Insurance coverage for new assets – within five (5) working days

For assets with previous insurance coverage (renewal or non-renewal) – at least thirty

(30) working days before the end of coverage

Increase/Decrease in Value of Properties Insured – within three (3) working days

Personal Accident Coverage – within two (2) weeks after receipt of endorsement from

Administrative Division of the newly hired and recently separated personnel

1.7 DPO AM approves the letter request and returns to DSSD.

1.8 DSSD transmits the letter request to GSIS.


WORK INSTRUCTION




1.9 GSIS sends billing statement of insurance cover to DSSD.

1.10 DSSD prepares the Disbursement Voucher with supporting documents and submits to

DPO AM for approval.

1.11 DPO AM approves the Disbursement voucher and submits to the Cashier for preparation

of check.

1.12 The Cashier releases duly signed check to DSSD for transmittal and filing with the

GSIS.

1.13 DSSD files the check for renewal of asset insurance with supporting documents to GSIS.



1. Insurance Coverage of PMO

Assets

PMO All assets in the list are

insured.


WORK INSTRUCTION




3. Process Flow

DSSD

MARKETING

DIVISION

DPO AM

CPO

GSIS

ADMINISTRATIVE

DIVISION

Receive DV for

Preparation of

Check

Release check

to DSSD

Approval of

Memorandum

Approval of

Letter

Request

Prepare DV and

Other Supporting

Documents

Transmit

Letter Request

to GSIS

Approval of

DV

Transmit

check with

supporting

documents to

GSIS

GSIS send bill

payment of

asset insurance

cover to DSSD

END

Letter Request

for Insurance

Coverage of

Assets

START

Prepare

Memorandum

Requesting

Comments for

Insurance coverage

of PMO asset/s

Prepare

Memorandum on

the Final List of

Assets to be

Insured

Signed Check

with Supporting

Documents

Bill Payment of

Asset Insurance

Cover

Provide

Comments on

List of Assets to

be Insured

Return to DSSD

for Finalization

Endorsement to

DPO AM

Approval and

Endorsement of

Memorandum

to CPO

Return to DSSD

Prepare Letter

Request for

Insurance

Coverage with

GSIS

Approved

Memorandum


WORK INSTRUCTION






1. Data for Asset

Insurance

(Real Property):

1. Insurance Policy

2. Letter Request for

Asset Insurance to

GSIS

Data for Asset Insurance

(Real Property):

1. Marketing Divisions

provide the list of PMO

assets to be insured.

2. Computation of insurance

cost by DSSD

Ensure that the

documents needed for

renewal of asset

insurance/ insurance

coverage is complete.


WORK INSTRUCTION

Disposition Support Services Division – Due Diligence



OVERVIEW

Due Diligence is conducted by DSSD to review/verify documents such as financial records, TCTs, and

other supporting documents before entering into an agreement or a financial transaction with another

party.

PROCEDURES


1.1 DSSD receives duly accomplished request form with attached available documents

from the requesting party.

1.2 Division Chief assigns staff to conduct the due diligence of the asset.

1.3 The staff gathers data of the subject property.

1.4 The staff prepares due diligence report and submits to Division Chief within three (3)

working days upon return from travel.

1.5 Division Chief reviews the due diligence report within one (1) working day.

1.6 The staff submits the final due diligence report and transmits to DPO for Asset

Management for approval.

1.7 DPO for Asset Management approves the due diligence report within one (1) working

day and returns to DSSD.

1.8 DSSD transmits approved Due Diligence Report to the end-user.



1. Due Diligence

Report

Marketing I, II, and III as

primary end-user

Other Divisions or special

requests by DPO/CPO

Complete, Timely,

all items accounted for.


WORK INSTRUCTION

Disposition Support Services Division – Due Diligence



3. Process Flow

REQUESTING

DIVISION

DSSD

DPO AM



1. Due Diligence Marketing I, II, and III as

primary end-user

Other Divisions or special

requests by DPO/CPO

Ensure that the documents

needed for due diligence is

complete.

START

Submit Request for Due

Diligence to DSSD

Conduct Ocular Inspection

Approved Due Diligence Report

END

Transmit Due

Diligence Report

Request Form with Supporting Documents

Gather Data

Prepare Due Diligence

Report and Submit to Division Chief

Division Chief

Reviews the Due

Diligence Report

Prepare and Finalize

Due Diligence Report

Submit to DPO AM

Approval of DPO AM

Return to DSSD


WORK INSTRUCTION

Code: QMS-LS Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1


LEGAL SERVICES

Quality Objective

“To render prompt and effective legal services in support of the agency’s

disposition efforts by addressing legal issues, whether in drafting or reviewing contracts, or in giving a legal opinion, or in monitoring,

managing or handling cases, in a manner that is consistent with law and that protects the National Government’s interest in the PMO-held

assets.”


WORK INSTRUCTION

Legal Services – Litigation Process

Code: QMS-LS-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 3


OVERVIEW

The Legal Services monitors the handling by the Office of Solicitor General of cases filed

involving assets managed by PMO as well as cases filed in behalf of PMO.

PROCEDURES


1.1 Legal Services processes litigation as follows:

A. Receives summons and complaint/petition from the court is referred to the Legal

Services (Legal).

B. Refers the complaint/petition to the Office of the Solicitor General (OSG).

C. Reviews PMO records and gathers information from concerned divisions and/or

government agencies to find out the facts relevant to the case.

D. Provides a factual background and transmits relevant documents and information to

the OSG.

E. Assesses the case to determine PMO’s course of action, including its arguments or

defenses.

F. Meets with the OSG lawyers for a case conference to discuss and determine legal

approach, arguments or defenses.

G. Gives its comments and inputs to OSG’s pleading to be filed with the court. Legal

may itself prepare the pleading for OSG’s review.

H. OSG Solicitor/s attends the hearings for PMO. PMO lawyers, deputized by OSG,

may attend the hearings. If the case is set for mediation conference, a PMO lawyer,

authorized by the Chief Privatization Officer, appears for PMO.

I. Coordinates with OSG in the preparation of evidence, including judicial affidavits, to

be presented in court. Legal may itself prepare the judicial affidavits.

J. Monitors the case, obtains case updates, including reports on what transpired during

the hearings, and discusses the next course of action with OSG, including appeals or

petitions to the higher courts.

K. Gives inputs on subsequent pleadings submitted for comment by OSG. Legal may

itself prepare subsequent pleadings for OSG’s review.

L. The process ends when a decision rendered by the court becomes final and executory

and is fully implemented.

*Please take note that when the case is filed by PMO, the process starts with the preparation and transmittal

of factual background to OSG, followed by case conference, data gathering, case assessment and filing of

pleading and subsequent pleadings with the court. On the other hand, when the case is handled by deputized

PMO lawyers, the foregoing process is undertaken by Legal Services without OSG’s assistance.


WORK INSTRUCTION




**The period for litigation process – receipt of summons or filing of cases to entry of judgment – is distinct

in each case and depends on external circumstances such as the nature of the case, the court’s calendar, the

number and nature of evidence, availability of witnesses, the adverse party’s actions, the court’s disposition

of the case, and the appeals process.


3. Process Flow

LEGAL

SERVICES

OFFICE OF

SOLICITOR

GENERAL

COURT

No. Output Customer Quality Requirements 1 Final and

Executory

Decision

PMO

Decision is based according to the

presentation of pleadings, factual

evidences, arguments, defenses, and

other important documents

START

Receipt of Summons and

Complaint/Petition

Refers Summons and Complaint/Petition to OSG

Summons and Complaint/Petition

Data Gathering and Review

of PMO Records

Prepare Factual Background

Transmit Factual

Background to OSG

Factual Background

Assessment of Case

(Arguments/Defenses)

Meet with OSG Lawyers

for Case Conference

Provide Inputs/Prepare

Pleading for OSG’s Review

A

A

B

B

Review /Finalization of

Pleadings

Pleading

File Pleading to Court

Attend Hearing/s for PMO

Coordinate with OSG in

Preparation of Evidence

Including Judicial Affidavits

Monitor the Case, Obtain

Case Updates and Discuss

the Next Course of Action

with OSG

Provide Inputs/Prepare

Subsequent Pleadings for OSG’s Review

Review/Finalization of

OSG

Subsequent Pleadings

Release Final and Executory Decision for

Implementation

END


WORK INSTRUCTION




4. Process Inputs, Supplies & Quality Requirements

No.

Input

Supplier


1. Summons and

Complaint/Petition

Plaintiff/PMO/

OSG

Clearness of Arguments/

Claims, Defenses and

Justification

2. Pleading Legal Services,

OSG



Justification

3. Subsequent Pleadings

Legal Services,

OSG



Justification


WORK INSTRUCTION

Legal Services – Drafting of Contract/Review of Draft-Contract




OVERVIEW

A Contract holds the involved parties accountable to perform the duties and responsibilities as well

as achieve the outputs expected. It also includes the recourse in case one of the parties involved

did not follow the provisions indicated in the signed agreement. To ensure that all stipulations in

the contract are in accordance with relevant law, Legal Services may draft or review the contract

before the execution of documents.

PROCEDURES


1.1 Legal Services processes drafting of contract or review of draft-contract as

follows:

A. Receives a request for either the drafting of a contract or a review of a draft-

contract from other divisions of the PMO.

B. Gathers relevant information from the requesting division and from PMO

records.

C. Drafts the contract or reviews and makes appropriate revisions to the draft-

contract, taking into consideration the information so gathered and applicable

laws and issuances.

D. Transmits the Contract, as drafted or reviewed/revised, to the requesting

Division within fifteen (15) working days from submission of all information

and/or documents pertinent to the request.



1. Contract/Revised

Contract

Requesting

Division

Well-constructed and researched

based from the case records, case

updates, and relevant PMO files.


WORK INSTRUCTION

Legal Services – Drafting of Contract/Review of Draft-Contract



3. Process Flow



1. Draft-Contract Requesting

Division

Written based from the

agreement of the parties

involved.

2. Case Updates, Case

Records and Relevant

PMO Files

Legal Services,

Records Officer

Records are updated and

verified.

REQUESTING

DIVISION

LEGAL

SERVICES

START

Request for Drafting of a Contract

or a Review of a Draft-Contract

Gather Information from the

Requesting Division and PMO Records

Drafting of Contract or Revision

of Draft-Contract

Drafted Contract/Revised Contract

Transmit Contract to the

Requesting Division

END

Submit Request for Drafting of a Contract or a Review of a Draft-

Contract


WORK INSTRUCTION

Legal Services – Preparation of Legal Opinion



OVERVIEW

Legal Services provides legal opinion in order to identify whether an intended course of action is

lawful or will result to any legal consequences.

PROCEDURES


1.1 Legal Services prepares legal opinion as follows:

A. Receives a request for legal opinion from other divisions of the PMO.

B. Gathers relevant information from the requesting Division and from PMO records,

including case files, if the account is involved in litigation.

C. Prepares legal opinion, taking into consideration the information gathered and

applicable laws, issuances and rulings.

D. Transmits legal opinion to the requesting Division within fifteen (15) working days

from submission of all information and/or documents pertinent to the request.



1. Legal Opinion Requesting

Division

Well-researched based from the case

records, case updates, and relevant PMO

files


WORK INSTRUCTION

Legal Services – Preparation of Legal Opinion



3. Process Flow

REQUESTING

DIVISION

LEGAL

SERVICES



1. Case Updates, Case

Records and Relevant

PMO Files

Legal Services,

Records Officer

Updated and Verified

Records and

Information

Gathering of Information from

Requesting Division and PMO

Records

Prepare Legal Opinion

Transmit Legal Opinion to the Referring Division

Receive Request for Legal

Opinion

START

Legal Opinion

END


WORK INSTRUCTION

Code: QMS-AD Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1


ADMINISTRATIVE DIVISION

Quality Objectives

“Human Resource: Provide PMO with competent human resource and ensure their continual improvement by providing training and development programs to

make sure that employees perform their required duties, as well as compensate them with accurate and timely release of pay and benefits.”

“Cash: Ascertain acceptance of all payments coming from sale of assets, dividends, lease of properties and other sources of income, which should have a duly approved

acceptance order as well as the issuance of corresponding official receipt as acknowledgment of payment made, and immediate deposit of such collections to

appropriate bank accounts.”

“General Services: (a) Ensure adequate availability of office supplies, materials, equipment, furniture and fixtures. The procurement of which shall be done in

accordance with RA 9184;

(b) Ensure the regular conduct of repairs and maintenance of properties, plants and equipment for continuity and efficiency of PMO’s daily operations as well as avoid

deterioration of properties, and guarantee the safety of PMO employees; and

(c) Provide reliable manpower services (messenger, driver, janitor, clerks and

others) through outsourcing.”


WORK INSTRUCTION

Administrative Division – Human Resource and Development

Code: QMS-AD-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 3


OVERVIEW

The PMO’s Personnel Selection Board ensures that all applicants employed are competent and capable of providing

quality services. In relation to this, PMO ensures to further enhance the knowledge and skills of its employees by

providing competent trainings, which are essential to their professional development, and would lead to the betterment

of the organization.

PROCEDURES


1.1 Human Resource Management Officer (HRMO) processes Human Resource and Development

as follows:

A. Posts vacant positions at PMO website and PhilJob.net.

B. Conducts initial screening and evaluation of applications.

C. Contacts qualified applicants for interview.

1.2 Personnel Selection Board interviews and screens all applicants and submits recommendation

for hiring of successful applicants to CPO for approval.

1.3 CPO approves the recommendation and returns to the HRMO to contact the successful applicants

and inform them the requirements they need to submit as well as the day that they can start working

at PMO.

1.4 HRMO orients new employees during their first day of work and refers them to their respective

Division Chief.

1.5 Division Chief/Deputy Privatization Officer (DPO) coaches the new employee/s and assesses their

training needs to promote improvement of their abilities.

1.6 Division Chief/DPO submits recommendation of employees’ training needs by accomplishing the

Training Needs Analysis (TNA) Form to HRMO. The HRMO may also submit a recommendation

of training needs of the personnel to the Division Chief/DPO for their consideration and approval.

The approved recommendation shall be included in the preparation of proposed Training Plan.

1.7 Chief Administrative Officer, with the help of HRMO, (CAO) prepares proposed Training Plan and

endorses to DPO AFMS for approval.

1.8 DPO AFMS approves and endorses recommendation to CPO for final approval.

1.9 CPO approves the Training Plan and returns to HRMO for implementation.

1.10 HRMO advises employees of the seminar/training.

1.11 Once seminar/training is done, employees return to their regular work and apply the training they

acquired to their daily duties and responsibilities.

1.12 Division Chief/DPO evaluates the overall improvement of the personnel who attended the training

course using Post Training Evaluation Form.



1. Competent and Well-Trained

Employees

PMO Employees are highly efficient and

effective.


WORK INSTRUCTION




3. Process Flow

ADMINISTRATIVE

DIVISION

PERSONNEL

SELECTION

BOARD

TRAINING

INSTITUTION

DPO AFMS

CPO

CONCERNED

DIVISION

Posting of Available

Positions at PMO

Website and PhilJob.net

Initial Screening and

Evaluation of

Applications

Contact Applicants for

Interview

Inform Hired Applicants

Orient New Employees

Prepares the Proposed

Training Plan

START

Panel Interview and

Evaluation of Applicants

Implement Training Plan

and Advise Concerned

Employees

Submit Recommendation for

Hiring of Successful Applicants

to CPO for Approval

Approval of

Recommendation

Application of Acquired Knowledge and Skills to

Duties and

Responsibilities

END

Approved Training Plan

Approved

Recommendation

Approval of Proposed

Training Plan and

Endorsement to CPO

Conduct Coaching, and

Assessment of Employee’s

Training Needs

Train Employees

Submit TNA Form to

HRMO

Training Needs Analysis

Form

Final Approval of

Proposed Training Plan

Evaluation of Overall

Improvement in

Behavior and

Performance


WORK INSTRUCTION






1. Application Letter, Curriculum

Vitae, Personal Data Sheet,

Certificate of Employment,

NBI Clearance, Certificate of

Trainings (if applicable)

Applicant Documents are complete and

valid.

2. Training Needs Analysis

Form

Division

Chief

Recommendation is properly

assessed based on records and

performance.


WORK INSTRUCTION

Administrative Division – Processing of Payroll




OVERVIEW

The primary objective of processing of payroll is to ensure that all employees are paid timely and

accurately, with correct deductions and withholdings, for the services they provided to PMO. In

addition, it also ensures that all withholdings and deductions are remitted accordingly to the

appropriate government agencies.

PROCEDURES


1.1 Human Resource Management Officer (HRMO) prepares Payroll Schedule and remittances

to various government agencies as follows:

A. Prints and collates Daily Time Records of employees.

B. Verifies Daily Time Records and subtracts necessary deductions on leave credits due to

tardiness or other inappropriate instances, if applicable.

C. Prepares Payroll Schedule and remittances to GSIS, PhilHealth, and Pag-IBIG and

submits to Division Chief for approval.

1.2 Division Chief approves and endorses Payroll Schedule and remittances to GSIS, PhilHealth,

and Pag-IBIG to Chief Accountant for approval.

1.3 Chief Accountant approves the Payroll Schedule and remittances to GSIS, PhilHealth, Pag-

IBIG and returns to HRMO.

1.4 HRMO prepares Disbursement Vouchers (DVs) for payroll and remittances to GSIS,

PhilHealth, and Pag-IBIG with supporting documents and submits to Financial and

Management Division (FMD) for processing.

1.5 FMD processes DVs with supporting documents and forwards to Deputy Privatization

Officer for Administration, Financial and Management Services (DPO AFMS) for approval.

1.6 DPO AFMS approves DVs and forwards to the Cashier for preparation of check.

1.7 Once checks are prepared and duly signed by authorized signatories, the Cashier deposits the

check for payroll to the Land Bank of the Philippines and transmits checks of corresponding

remittances to GSIS, PhilHealth, and Pag-IBIG offices respectively.

1.8 HRMO distributes employee’s payslip, which indicates take home pay and deductions.



1. Payroll Schedule PMO personnel Accurate computation of deductions

and timeliness of issuance of salary.

2. Remittance Report GSIS, PhilHealth,

Pag-IBIG

Accurate computation of contribution

and timeliness of remittances.


WORK INSTRUCTION

Administrative Division – Processing of Payroll



3. Process Flow

ADMINISTRATIVE

DIVISION

FMD

DPO AFMS



1. Daily Time Records (DTRs), Summary

of Premium Contribution and Loan

Payments (GSIS, HDMF, PhilHealth),

Payroll Schedule, Bank Statement

HRMO

Accurate Information

and Computation;

Timeliness

2. Mission Pass, Travel Order (TO),

and Weekly Time Records (WTRs)

– for officers

PMO

Personnel

Duly Approved

3. Processing of Disbursement

Voucher

FMD Duly Approved

4. Signed Checks Cashier Duly Approved

START

Print and Collate Time

Records

Process DVs with

Supporting Documents

Prepare Disbursement Vouchers (DVs) with


END

Receive DVs for

Preparation of Checks

Distribute Payslips to

Employees

Deposit Signed Check

for Payroll to the Bank and Deliver Remittances

to GSIS, PhilHealth, and

Pag-IBIG Offices

Approval of DVs

Verify Daily Time Record

Prepare Payroll Schedule

Including Deductions of

GSIS, PhilHealth and Pag-IBIG


of Division Chief to Chief Accountant

Approval of Chief

Accountant

Return Approved Payroll Schedule and Remittances to

GSIS, PhilHealth and Pag-

IBIG to Administrative

Division

Forward Processed DVs to

DPO AFMS for Approval

Signed Checks

Payroll Schedule,

Remittances to GSIS, PhilHealth and Pag-IBIG


WORK INSTRUCTION

Administrative Division – Procurement of Supplies and Equipment




OVERVIEW

In accordance with the Republic Act No. 9184, otherwise known as the Government Procurement

Law, the procurement of government supplies, materials, and equipment shall be done in the most

transparent and competitive manner. The Bids and Awards Committee chooses the price quotation

that is most advantageous to the agency/government.


1.1 Purchase through DBM Procurement Service

A. Administrative Officer receives approved purchase request and processes Agency

Procurement Request thru Department of Budget and Management’s Procurement

Service Website.

B. Administrative Officer prepares Purchase Order and submits to the Division Chief

for approval.

C. Division Chief approves the Purchase Order and endorses to Chief Accountant for

approval.

D. The Chief Accountant approves the Purchase Order and returns to the

Administrative Officer.

E. Administrative Officer prepares Disbursement Voucher and other supporting

documents and submits to Financial and Management Division (FMD) for

processing.

F. FMD processes DV with supporting documents and submits to DPO AFMS for

approval.

G. DPO AFMS approves the Disbursement Voucher and forwards to the Cashier for

Check Preparation.

H. Cashier releases duly signed check to Administrative Officer for transmittal to

DBM.

I. DBM accepts payment and delivers/authorizes pick up of purchased items to

PMO.

J. Agency Inspector and PMO-COA Auditor inspect delivered/picked up items and

submits Inspection and Acceptance Report to the Administrative Officer.

K. Administrative Officer encodes the delivered supplies in the Supplies Monitoring

Program.

1.2 Purchase through Other Suppliers

A. Administrative Officer receives approved purchase request and processes

pursuant to Republic Act 9184, otherwise known as the Procurement Law.


WORK INSTRUCTION




B. Administrative Officer prepares Purchase Order and submits to the Division

Chief for approval.

C. Division Chief approves the Purchase Order and endorses to Chief Accountant

for approval.

D. Chief Accountant approves the Purchase Order and returns to the


E. Administrative Officer forwards the Purchase Order to the supplier.

F. Supplier delivers the purchased items to PMO.

G. Agency Inspector and PMO-COA Auditor inspect delivered items and submit

Inspection and Acceptance Report to the Administrative Officer.

H. Administrative Officer encodes delivered supplies in the Supplies Monitoring

Program.

I. Administrative Officer prepares Disbursement Voucher and supporting

documents and submits to Financial and Management Division (FMD) for

processing.

J. FMD processes DV with supporting documents and submits to DPO AFMS

for approval.

K. DPO AFMS approves Disbursement Voucher and forwards to the Cashier for

Check Preparation.

L. Cashier releases duly signed check to the Supplier.

M. Supplier accepts the payment of items purchased by PMO.


No.

Output

Customer


1. Physical Existence of

Supplies, Materials, and

Equipment

PMO Personnel

Items purchased are functional

and serviceable.

2.

Delivery Receipt (DR), Sales

Invoice (SI)

Supplier

Complete listing of items with

corresponding amount based

on the items indicated in the

Purchase Order.


WORK INSTRUCTION





3. Process Flows

3.1 Procurement thru DBM-PS

ADMINISTRATIVE

DIVISION

FMD

DPO AFMS

DBM-PS

AGENCY

INSPECTOR and

PMO-COA

AUDITOR

Online Processing of

Agency Procurement Request (APR) thru

DBM-PS Website

Prepare Purchase Order

Approval and Endorsement of

Division Chief to Chief

Accountant

Approval of Chief

Accountant

Return Approved

Purchase Order to


Approved Purchase

Order (P.O)

Prepare

Disbursement

Voucher with Supporting

Documents

Preparation of Check

Process DV with Supporting

Documents

Forward Processed

DV to DPO AFMS

Approval of DV

Transmit Signed

Check to DBM-PS

Signed Check

Delivery of

Purchased Items

Submit Inspection

and Acceptance

Report

Encode Delivery in

Supplies

Monitoring

Program

START

END

Receive Approved

Purchase Request

Inspection and

Acceptance Report


WORK INSTRUCTION





3.2 Procurement thru Other Suppliers

ADMINISTRATIVE

DIVISION

FMD

OTHER

SUPPLIERS

AGENCY

INSPECTOR and

PMO-COA

AUDITOR

DPO AFMS

Process Procurement

Pursuant to R.A 9184

(Procurement Law)


Approval and

Endorsement of

Division Chief to Chief Account

Approval of Chief Accountant

Return Approved

Purchase Order to


Approved Purchase

Order

Prepare

Disbursement Voucher with

Supporting

Documents

Preparation of

Check

Process DV with Supporting

Documents

Approval of DV

Release Signed

Check to Supplier

Signed Check

Submit Inspection

and Acceptance

Report (IAR)

Encode Delivery

in Supplies Monitoring

Program

START

END

Receive Approved

Purchase Request

Forward Approved Purchase Order to

Suppliers

Delivery of

Purchased Items

Inspection and

Acceptance Report


WORK INSTRUCTION





No.

Input

Supplier


1.

Purchase Request (PR) Requesting

Division

Duly approved.

2. Summary of Quotation,

Purchase Oder (PO), Inspection

and Acceptance Report (IAR),

Acknowledgement Receipt

Equipment (ARE), Inventory

Custodian Slip (ICS)

Administrative

Division

Documents are complete

and duly approved.

3.

Disbursement Voucher

FMD, DPO

Documents are complete

and Duly approved.

4.

Notice of Award and Notice to

Proceed

BAC

Duly approved.

5.

Signed Check

Cashier

Duly approved.


WORK INSTRUCTION

Administrative Division – Inventory of Properties/Supplies




OVERVIEW

In accordance with the New Government Accounting System, the conduct of inventory allows personnel to

monitor and update the quantity of physically existing supplies as well as the condition of the existing

properties/equipment of PMO.

PROCEDURES


1.1 Supervising Administrative Officer leads the planning and briefing of the PMO Inventory team in

preparation of the upcoming inventory taking.

1.2 PMO team conducts inventory of existing property, plant, and equipment annually, while the

inventory of existing office supplies and materials semi-annually.

1.3 Administrative Officer prepares the Report on Physical Count of Property, Plant and Equipment

(RPCPPE) to identify the properties/equipment that are still serviceable, and Inspection Report of

Unserviceable Property (IIRUP) to identify the properties/equipment that are inoperable. On the

other hand, the Administrative Officer prepares the Report on Physical Count of Inventory (RPCI)

to identify the quantity of physically existing supplies and materials.

1.4 Administrative Officer submits RPCPPE and IIRUP/ RPCI to Supervising Administrative Officer

for finalization and endorsement to Chief Administrative Officer (CAO) for approval.

1.5 The Chief Administrative Officer approves the RPCPPE and IIRUP/ RPCI and endorses to Deputy

Privatization Officer for Administration, Financial and Management Services (DPO AFMS) for

final approval.

1.6 DPO AFMS approves the RPCPPE and IIRUP/ RPCI and returns to the PMO Inventory

Team/Administrative Officer.

1.7 The Inventory Team/Administrative Officer submits the approved copy of RPCPPE to COA not

later than January 31 of the following year while the approved RPCI, to be submitted semi-annually

to COA, not later than July 31 of the same year and January 31 of the following year for the first

and second semester, respectively. Copies of the RPCPPE and RPCI shall also be provided to

FMD.

1.8 The Inventory Team/Administrative Officer submits the IIRUP to agency Property Appraiser for

valuation.

1.9 Agency Property Appraiser gives valuation and returns the IIRUP to PMO Inventory Team




1. Updated Report on Physical Count of

Property, Plant and Equipment and Inventory

(RPCPPE) and Inspection Report of

Unserviceable Property (IIRUP) / Updated

Report on Physical Count of Inventories

PMO Accurate inventory listing of

current serviceable and

unserviceable properties/

available supplies.


WORK INSTRUCTION




3. Process Flow

ADMINISTRATIVE

DIVISION

DPO AFMS

DSSD

COA and FMD

START

Planning and Briefing of PMO Inventory team

END

Prepare Report on Physical Count of Property, Plant and Equipment

and Inventory (RPCPPE) and Inspection Report of

Unserviceable Property (IIRUP)/

Report on Physical Count of

Inventories (RPCI)

Submit Copies to Commission on Audit (COA)

and Financial and

Management Division (FMD)

Inventory Taking

RPCPPE and RPCI

Approval and Endorsement of

CAO to DPO AFMS for Final Approval

Final Approval of RPCPPE and IIRUP/ RPCI

Return RPCPPE and IIRUP/ RPCI

to Inventory Team/Administrative

Officer

Submit to the Supervising Administrative Officer for

Finalization and Endorsement to Chief Administrative Officer (CAO)

Submit IIRUP to

DSSD for Valuation

IIRUP

Copies of RPCPPE and

RPCI

Valuation of Properties

Submit Report of

Valuation of Properties

Copy of IIRUP

with Valuation

A

A


WORK INSTRUCTION






No.

Input

Supplier


1. Previous Report on Physical

Count of Property, Plant and

Equipment and Inventory

(RPCPPE) and Inspection Report

of Unserviceable Property

(IIRUP) / Previous Report on

Physical Count of Inventory

PMO

Inventory

Team

Accurate inventory

listing of previous

serviceable and

unserviceable

properties/ available

supplies.


WORK INSTRUCTION

Administrative Division – Receipt of Collection




OVERVIEW

The Cashier accepts all payments coming from sale of assets, dividends, lease of PMO

properties, and other sources of income such as purchase of bidding documents, which

should have a duly approved Order of Payment Form. The Cashier shall issue an official

receipt as an acknowledgment that payment has been made.

PROCEDURES


1.1 End-user/Requesting Division, in behalf of payor, requests for approval of Order

of Payment Form from the authorized signatories of the concerned divisions.

1.2 Authorized signatories approve Order of Payment Form and returns to the End-

user/Requesting Division.

1.3 The End-user/Requesting Division submits check payment with duly approved

Order of Payment Form to the Cashier.

1.4 Cashier issues official receipt to the payor, while duplicate is for FMD and

triplicate is for Cashier’s file.

1.5 Cashier deposits collected payment to the bank daily or not later than the next

banking day and prepares Report of Collections and Deposits (RCD) for approval

of the Division Chief.

1.6 Division Chief approves RCD and returns to the Cashier.

1.7 Cashier submits RCD to the Financial and Management Division (FMD) for

preparation of Journal Entry Vouchers (JEVs).



1. Official Receipt Payor Correctness of details

2. Updated Report of

Collections and Deposits

(RCD)

FMD Accurate listing of

collections and deposits


WORK INSTRUCTION




3. Process Flow

PAYOR

CONCERNED

DIVISIONS

ADMINISTRATIVE

DIVISION

FMD

START

Request for Approval of

Order of Payment Form

Deposit Collection to Bank

Issue Official Receipt

(Original: Payor; Duplicate: Finance;

Triplicate: Cashier)

Prepare Report of Collections and Deposits

(RCD)

Approved RCD END

Submit RCD with attachments to FMD for

Preparation of JEV

Approval of RCD by

Division Chief

Approval of Order of

Payment Form

Return Approved Order of

Payment Form

Approved Order of

Payment Form

Receive Payment with

Approved Order of

Payment Form


WORK INSTRUCTION







1. Order of Payment

Authorized

Signatories

Duly Approved

2. Cash/Manager’s

Check/Company Check

Payor Timeliness and

Correctness of Amount


WORK INSTRUCTION

Administrative Division – Repair and Maintenance




OVERVIEW

The conduct of repairs and maintenance of properties, plants and equipment ensures the continuity

and efficiency of PMO’s daily operations, avoids quick deterioration of properties, and most

importantly, guarantees the safety of PMO employees.

PROCEDURES


1.1 Administrative Officer receives request for repair/maintenance of equipment and

processes pursuant to the Republic Act 9184, otherwise known as the Government

Procurement Law.

1.2 Administrative Officer prepares Purchase Order and submits to Division Chief for

approval.

1.3 Division Chief approves Purchase Order and endorses to Chief Accountant for

approval.

1.4 Chief Accountant approves Purchase Order and returns it to the Administrative

Officer.

1.5 Administrative Officer forwards approved Purchase Order to the Service Provider.

1.6 Service Provider repairs the equipment and delivers to PMO once accomplished.

1.7 Agency Inspector and PMO-COA Auditor inspects the repaired equipment and

submits Inspection and Acceptance Report and Waste Material Report, only if there

are replaced items, to Administrative Officer.

1.8 Administrative Officer prepares the Disbursement Voucher (DV) and other

supporting documents and submits to Financial and Management Division (FMD) for

processing of DV.

1.9 FMD processes DV with supporting documents and submits to DPO for

Administration, Financial and Management Services (DPO AFMS) for approval.

1.10 DPO AFMS approves DV and submits to Cashier for preparation of check.

1.11 Cashier releases duly signed check to the Service Provider.

1.12 The Service Provider receives payment for repaired item of PMO.



1. Serviceable Plants/

Equipment/Properties

PMO Personnel Functional and Efficient


WORK INSTRUCTION




3. Process Flow

ADMINISTRATIVE

DIVISION

FMD

SERVICE

PROVIDER/REPAIR

SHOP

AGENCY

INSPECTOR and

PMO-COA

AUDITOR

DPO AFMS

START

Process Request Pursuant to R.A. 9184 (Government

Procurement Law)


Prepare Disbursement

Voucher (DV) and

Other Supporting

Documents Transmit Payment

to Service

Provider

END

Repair Equipment

Approved Purchase

Order

Inspect Repaired

Equipment

Receive Approved

Request for Repair


of Division Chief to Chief

Accountant

Approval of Chief Accountant

Return Approved Purchase

Order to Administrative

Division

Forward Approved Purchase Order to

Service Provider

Deliver Repaired

Equipment

Submit Inspection and

Acceptance Report and

Waste Material Report

(if applicable)

Inspection and

Acceptance Report

Process DV with Other


Forward DV to DPO

AFMS for Approval

Approval of DV

Preparation of

Check

Signed Check


WORK INSTRUCTION







1. Request for Repair, Summary

of Quotations and Purchase

Order

Administrative

Division

Completeness of

supporting documents and

duly approved.

2. Processing of Disbursement

Voucher

FMD Duly approved.

3. Inspection and Acceptance

Report and Waste Materials, if

applicable

PMO Properly inspected and

accurate findings


WORK INSTRUCTION

Administrative Division – Issuance of Supplies




OVERVIEW

All available supplies of PMO are recorded in the Supplies Availability Inquiry Program to monitor

the quantity of purchased items, issued, and available stock. Thus, for those supplies and materials

that are available, the requesting division submits a duly approved Requisition and Issue Slip to the

Administrative Officer before the issuance of requested supplies.

PROCEDURES


1.1 Requesting Division submits accomplished Supplies Availability Inquiry (SAI) Form to

Financial and Management Division (FMD).

1.2 FMD checks the requested supplies in the Supplies Availability Inquiry Program and

verifies the availability of supplies. If supplies are available, FMD submits printed SAI

Form to the requesting division indicating the supplies available. If not available, the

process usually ends unless the requesting division submits Purchase Request to purchase

the supplies, which are subject for procurement.

1.3 Requesting Division prepares Requisition and Issue Slip and attaches the printed SAI

Form, and shall be submitted to the Administrative Officer.

1.4 Administrative Officer issues the supplies available and the requesting division

acknowledges the receipt of supplies by signing the Requisition Issue Slip (RIS). The

release of supplies shall be every Friday covering the accomplished RIS received from

Monday to Thursday.



1. Requisition Issue Slip

(RIS)

Requesting

Division

Accurate listing of issued

supplies acknowledged

by the recipient.


WORK INSTRUCTION

Administrative Division – Issuance of Supplies



3. Process Flow


REQUESTING

DIVISION

FMD

ADMINISTRATIVE

DIVISION


1. Supplies Availability Inquiry

Form

Requesting

Division

Accurate listing of supplies

requested.

2. Printed Supplies Availability

Inquiry Form and Requisition

and Issue Slip

Requesting

Division

Accurate listing of supplies

available.

No

Check Requested Supplies in Supplies Availability Inquiry

Program

START

Supplies Availability Inquiry

Form

END

Issue Requested

Supplies

Submit Accomplished Supplies

Availability Inquiry (SAI) Form Printed SAI Form

Are Supplies

Available?

Submit Printed SAI Form

Indicating Available

Supplies

Prepare Requisition and Issue Slip and Attach

Printed SAI Form

Requisition and

Issue Slip

Acknowledge

Receipt of

Supplies

A

A

Yes


WORK INSTRUCTION

Code: QMS-FMD Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1


FINANCIAL AND MANAGEMENT

DIVISION

Quality Objectives

“Financial Information: (a) Provide accurate Financial Statements and

other Financial Reports on prescribed deadlines that reflect results of the

stewardship of management for the resources entrusted to it and are

useful in making economic decision; and

(b) Ensure that collections for the month are properly recorded, monitored

and recommended for remittance to the Bureau of Treasury on the

following month.”

“Budget Management: Ensure the submission of budget forms and

justifications for the budget year in accordance with the budget calendar

for the National Expenditure Program, and in the execution of the

budget, observe the submission of Financial Budget Accountability

Reports on prescribed deadlines.”

“Financial Operations: (a) Provide support to Operations through

preparation of timely and accurate Statement of Accounts and other

Schedules as requested based on supporting documents and appropriate

laws and rules.

(b) Fund management for timely and appropriate use of funds for

performance of functions.


WORK INSTRUCTION

Financial and Management Division – Processing of Disbursement Voucher

Code: QMS-FMD-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 2


OVERVIEW

The Financial Management Division (FMD) is responsible for processing all Disbursement Vouchers

(DV). FMD ensures that funds are properly disbursed only to the existence of a lawful and sufficient

allotment certified as available by the Budget Officer with proper authorization and approval of Chief

Accountant and Deputy Privatization Officers.

FMD also ensures that all disbursements are made with proper evidence to establish the claim and

legality of the transactions in conformity with government laws, rules and regulations.

PROCEDURES


1.1 The FMD receives the Obligation Request (ObR) or Budget Utilization Request (BUR)

and Disbursement Voucher (DV) and its supporting documents from the requesting unit,

and releases the same within one (1) to four (4) days after receipt to the DPO-In-Charge

for approval of payment.

1.2 The FMD processes the Disbursement Voucher as follows:

a. Checks the availability of the budget and earmarks the amount utilize for the purpose

indicated in ObR or BUR.

b. Validates the amount claim, computes the withholding taxes, if any, and makes the

necessary accounting entries.

c. The Chief Accountant reviews and certifies that cash is available, and claim is valid

based on the attached supporting documents.

d. The Management and Audit Analyst stamps the assigned number to the Disbursement

Voucher and all supporting documents.

1.3 DPO in charge approves the Disbursement Voucher and endorses to the cashier for check

preparation.



1 Disbursement

Voucher

COA, BIR,

CPO,DPO,

Personnel

Payments are valid and properly

supported with documents as required

by COA.


WORK INSTRUCTION

Financial and Management Division – Processing of Disbursement Voucher



3. Process Flow

REQUESTING

DIVISION

FMD

ADMINISTRATIVE

DIVISION

DPO AFMS



1 Obligation

Request (ObR)

Requesting

Division

Request for budget is necessary and claims for

payment are valid with complete supporting

documents.

2 Budget

Utilization

Request (BUR)

Requesting

Division

Request for budget is necessary and claims for

payment are valid with complete supporting

documents.

START

Prepare Obligation Request

(ObR) or Budget Utilization

Request (BUR) and

Disbursement Voucher (DV)

with Supporting Documents.

Certify and Sign ObR and BUR

by Budget Officer

Approval of

Disbursement Voucher

END

Submit for Preparation of

Check

Approval of ObR or BUR by

Division Chief

Yes

No

Process Disbursement

Voucher (DV), check

completeness of supporting

documents, and indicate

necessary accounting entries

Forward Disbursement

Voucher to the Chief

Accountant for approval

Are Supporting

Documents

Complete?

Assigns number to DV and

stamps the assigned number

in all supporting documents.

A

A

Approved Disbursement

Voucher


WORK INSTRUCTION

Financial and Management Division – Preparation of Financial Statement




OVERVIEW

The Financial Statement is a report on the financial performance and resources of the PMO. These

are: (i) Statement of Financial Position which shows the Assets, Liabilities and Equity; (ii)

Statement of Financial Performance which shows the Income and Expenses; and (iii) Cash Flow

Statement which shows the movement (in and out) of cash over a period of time; (iv) Statement of

Changes in Net Assets/Equity; and (v) Statement of Comparison of Budget and Actual Amounts.

Financial and Management Division (FMD) ensures that the Financial Statement provides financial

information that are useful in making economic decision. It also shows the results of the

stewardship of management or the accountability of management for the resources entrusted to it.

PROCEDURES


1.1 Journal Entry Voucher Preparation

A. The Financial Analyst prepares the Journal Entry Vouchers as follows:

i. Receives daily Report of Collections and Deposits (RCD) and Report of

Checks Issued (RCI), Report of Advice to Debit Account Issued (RADAI),

Report of Cash Disbursements (RCDisb) with attachments from the

Cashier, as well as Liquidation Reports (LR) from various Divisions

ii. Summarizes accounting entries of financial transactions in the

Disbursement Vouchers attached in RCI, Official Receipts attached in

RCD, and Advice to Debit Account attached in RADAI.

iii. Prepares the Journal Entry Vouchers (JEV) based on the summarized

accounting entries and other necessary adjustments during the month to be

recorded in the books of accounts maintained by FMD.

iv. Forwards JEVs to DPO AFMS for approval.

B. The DPO AFMS approves the JEVs.

C. The Management and Audit Analyst submits the JEVs and its attachments to

PMO-COA Resident Auditor.


WORK INSTRUCTION

Financial and Management Division – Preparation of Financial Statement




1.2 Financial Statement Preparation

A. The Accountant prepares the Financial Statement as follows:

i. Records to the Cash Receipts Journal (CRJ), Check Disbursement Journal

(CkDJ), Cash Disbursements Journal (CDJ), Advice to Debit Account

Disbursements Journal (ADADJ), General Journal (GJ) and Subsidiary

Ledgers (SL) the accounting entries in the approved JEV.

ii. Posts to the General Ledger the corresponding amount balances in the CRJ,

CDJ, ADADJ, and GJ.

iii. Prepares the Trial Balance based on the ending balances of individual

accounts and prepares the Financial Statements such as Statement of

Financial Position, Statement of Financial Performance, Statement of

Changes in Net Assets/Equity, Cash Flow Statement and Statement of

Comparison of Budget and Actual Accounts.

iv. Prepares the Notes to Financial Statement and schedule of individual

accounts as supporting documents to the Financial Statements.

B. The Chief Accountant and the DPO AFMS execute the Statement of Management

Responsibility for the quarterly report. For the Year End report, the CPO’s signature

is required by COA.

C. The Accountant submits to the PMO-COA Resident Auditor as follows:

i. Financial Statements for March, June, and September – submit on or before the

10th day of the following month.

ii. Trial Balance and Supporting Schedules for January, February, April, May,

July, August, October and November – submit on or before the 10th day of the

following month.

iii. Financial Statements for December (Year-end) – submit on or before the 14th

day of February of the following year.

**Please note that Financial Statements are submitted every quarter to COA.



1. Financial

Statements

COA, BIR,

CPO,DPO

Accurate Financial Statements

with supporting schedules.


WORK INSTRUCTION

Financial and Management Division – Preparation of Financial Statements




3. Process Flows

3.1 Journal Entry Voucher (JEV)

ADMINISTRATIVE

DIVISION/OTHER

DIVISIONS

FMD

DPO AFMS

COA

START

Summarize Journal Entries in RCD, RCI and RADAI during the

day.

Prepare Journal Entry Vouchers

(JEVs) for RCD, RCI, RADAI, and Other Necessary Accounting

Adjustments During the Month.

Approval of JEVs

END

Transmit to COA

Compile Approved JEVs and Attachments

Approved JEVs

Submit Report of Collections and

Deposits (RCD)/Report of Checks Issued (RCI), Report of Advice to

Debit Account Issued (RADAI),

Report of Cash Disbursements (RCDisb) and Liquidation Report

(LR) to FMD


WORK INSTRUCTION





3.2 Financial Statement (FS)

FMD

DPO AFMS and

CPO

COA

END

Return to FMD

Approved Financial Statements together with

Supporting Schedules

START

Record Approved JEVs to Cash

Receipts Journal (CRJ), Check

Disbursements Journal (CkDJ) , Advice to Debit Account

Disbursement Journal (ADADJ),

Cash Disbursement Journal (CDJ) and General Journal (GJ)

and Subsidiary Ledgers (SL).

CRJ, CDJ, GJ, & SL

Posts Balances of CRJ, CkDJ,

CDJ, ADADJ, and GJ to General Ledger (GL).

General Ledger (GL)

Prepare Trial Balance

Prepare Financial Statements (FS)

Financial Statements Together

with Supporting Schedules

Review and Approval of

Financial Statements and Statement of Management

Responsibility

Submit to COA


WORK INSTRUCTION







1. Report of

Collections and

Deposits (RCD)

Cashier

Accurate recording of financial

transactions to the books of

accounts and posting to

subsidiary and general ledgers.

2. Report of Checks

Issued (RCI).

Cashier

3. Report of Advice to

Debit Account

Issued (RADAI)

Cashier

4. Report of Cash

Disbursement

(RCDisb)

Disbursing

Officer

5. Liquidation Report

(LR)

Various Divisions

6. Journal Entry

Voucher (JEVs)

FMD

7. Cash Receipts

Journal (CRJ)

FMD

8. Check

Disbursements

Journal (CDJ)

FMD

9. Advise to Debit

Account

Disbursement

Journal (ADADJ)

FMD

10. Cash Disbursement

Journal (CDJ)

FMD

11. General Journal

(GJ)

FMD

12. Subsidiary Ledgers

(SL)

FMD


WORK INSTRUCTION

Financial and Management Division – Remittance to the Bureau of the Treasury




OVERVIEW

The process of remittance to the Bureau of the Treasury (BTr) of PMO provides assurance

that all remittances to the BTr are properly monitored and recorded.

PROCEDURES


1.1 Budget Officer prepares Schedule of Unremitted Collections and Chief

Accountant transmits to Marketing Divisions to seek clearance on which

collections may be remitted. Clearance from other Divisions may also be

needed on a case by case basis.

1.2 Chief Accountant prepares memorandum for CPO, which will be endorsed by

DPO AFMS, requesting final approval to remit to the BTr the amounts cleared

by Marketing Divisions.

1.3 Chief Accountant prepares the amount (90%) for remittance to BTr and the

amount for retention by PMO. PMO is allowed to retain not exceeding 10% of

proceeds of dispositions, subject to the approval of Privatization Council under

Executive Order Number 323 (2000).

1.4 Budget Officer prepares remittance report and Disbursement Voucher as bases

for preparation of by the Cashier.



1. Check

remittance to

the BTr and

Remittance

report

Bureau of

Treasury (BTr)

Amount of check to be remitted

to the BTr should match in the

remittance report.


WORK INSTRUCTION





3. Process Flow

FMD

MARKETING

DIVISION/OTHER

DIVISIONS

ADMINISTRATIVE

DIVISION

DPO AFMS

CPO

Prepare Schedule of

Monthly Collection

START

Schedule of Collections

Prepare

Memorandum to

Remit to BTr

Prepare Computation of Amount to be remitted to

BTr and Amount for

Retention by PMO as Authorized under E.O. 323

Prepare Remittance Report and Disbursement Voucher

(See process flow for DV)

with Memorandum as an Attachment

Cleared

to Remit?

No

A

A

Approved

Memorandum to

Remit to BTr

Check Preparation END

Approve and Endorse Memorandum to CPO

Approval of

Memorandum

Yes


WORK INSTRUCTION







1.

Official Receipts

Issued

Cashier

Actual amount appeared in the

OR issued.

2.

Clearance of

Marketing and if

needed, from other

Divisions

Marketing

Divisions/

Other

Divisions

Approved clearance from

Marketing Divisions and if

needed, from other Divisions.

3.

Schedule and

summary of

collections

FMD

Accurate schedule and

summary of collections.

4.

Signed Check

Cashier

Amount of check should

correspond to the amount in the

remittance report.


WORK INSTRUCTION

Financial and Management Division – Processing of Statement of Account




OVERVIEW

This section of the manual describes the process of preparation of statement of account

requested by Marketing I, II, III and other appropriate offices of Privatization and

Management Office (PMO). The FMD ensures to provide accurate computation of

statement of account based on the Agreement and/or Contract on file and other appropriate

rules. This process is without prejudice to FMD’s responsibility to maintain updated

Statements of Account for all accounts.

PROCEDURES


1.1 The FMD receives the duly signed request form for Statement of Account from

the requesting division.

1.2 The FMD processes the Statement of Account as follows:

A. Checks the status of the account, search documents relative to the loan

obligation, analyzes and computes interest and penalty as provided in the

Contract/Agreement.

B. Submits the Statement of Account to Chief Accountant for approval.

C. Transmits the duly signed Statement of Account to the requesting division

as follows:

i. Active Accounts – within five (5) days after receipt of request.

ii. Dormant Accounts

a. One (1) asset – within fifteen (15) days after receipt of request

b. Two (2) to three (3) assets – within thirty (30) days after receipt

of request



1. Statement of

Account

Marketing Divisions

I, II, III, and COA

Accurate computation of

outstanding obligation based

on the agreement.


WORK INSTRUCTION





3. Process Flow

REQUESTING

DIVISION

FMD

Yes

No

END

Prepare Request Form for

Statement of Account

Signed Request Form for Statement of Account

(SA)

Check Account Status, Search Documents,

Analyze and Prepare

Necessary Computations

Compute Interest/Penalty

as Provided in the

Agreement and Prepare Statement of Account.

Is

Statement

of Account

Correct?

START

Submit to the Requesting

Division

Sign the Statement of

Account

A

Statement of Account

Submit Statement of

Account for Chief Accountant’s Approval

A


WORK INSTRUCTION






No. Input Supplier Quality Requirements 1. Records:

Memorandum of

Agreement

Deed of Conditional

Sale

Lease Rental

Agreement

Board Resolutions

Other Loan

documents

Records

Readable latest agreement and

other loan documents signed by

both parties and duly notarized.

2. Finance:

Schedule of Payment

Schedule of

Advances and

expenses

Schedule of Rental

Amortization

Schedule

FMD

Updated and accurate schedule

of payment.

3. Others:

PNB Rate

(Telephone Request)

a. Prime Rate

b. Marginal Rate

Department of

Finance (Received

copy rates upon

request)

a. COP rate

b. PRC Rate

Banko Sentral ng

Pilipinas(online

Inquiry/Internet)

a. 364 T-Bills Rate

b. Foreign

Exchange Rate

PNB,

Department of

Finance, Banko

Sentral ng

Pilipinas

Updated Rates to be used for

accrual of interest/penalty as

agreed by both parties.


WORK INSTRUCTION

Financial and Management Division – Budget Process




OVERVIEW

The PMO has two types of funds, namely: (1) the Revolving Fund and the (2) Modified Disbursement

System (MDS) Fund. Revolving fund (RF) refers to the amount retained by PMO from the proceeds from

sale of transferred assets and other income allowed under Sec. 6; Article III of E.O. 323. This will be used

for payment of cost and expenses incurred relative to the PMO’s operation and conservation and disposition

of transferred assets including capital expenditures.

On the other hand, MDS Fund refers to the subsidy from the National Government that passed through

legislative action and approved by the President of the Philippines under the General Appropriation Act.

This will be used for payment of Personnel Services (PS).

PROCEDURES

1. Guidelines and Process:

1.1 Maintenance and Other Operation Expenses (MOOE) and Capital

Expenditure (CAPEX)

a. Division Chiefs submit their Division’s proposed budget for the year.

b. Budget Officer reviews and consolidates the budget submissions of all Divisions.

c. Budget Officer prepares the proposed budget for the succeeding year.

d. Chief Accountant submits the proposed budget for MOOE and CAPEX to DPO AFMS

for review and approval.

e. DPO AFMS endorses the budget proposal to CPO for approval.

f. CPO approves the budget proposal and returns to the FMD.

1.2 Personnel Services (PS)

a. Budget Officer prepares budget proposal in coordination with Administrative Division

based on the guidelines of Department of Budget and Management (DBM).

b. Chief Accountant reviews and endorses budget proposal for Personnel Services (PS) to

DPO AFMS for approval.

c. The DPO AFMS or the CPO approves budget proposal for Personnel Services.

d. Upon approval, the Budget Officer submits budget proposal online to DBM.


WORK INSTRUCTION







1. Budget for

MOOE and

CAPEX

COA

Budget estimate is based on the plans

and programs committed by all

Divisions.

2. Budget for

Personnel

Services

DBM

Budget estimate is in accordance with

the guidelines set by DBM.

3. Process Flows

3.1 Budget Process for MOOE and CAPEX

CONCERNED

DIVISIONS

FMD

DPO AFMS

CPO

START

Review and Consolidate

Prepare Proposed

Budget for (Year)

Approval and

Endorsement to CPO

Approval of the

Proposed Budget for

MOOE and CAPEX

END

Submit Proposed

Budget for their

Division

Approved Budget for

MOOE and CAPEX

Return to FMD


WORK INSTRUCTION





3.2 Budget Process for Personnel Services

FMD

DPO AFMS/CPO

DBM



1. Proposed budget

per division

(MOOE and

CAPEX)

Division Chiefs

Detailed and justified estimate

of operating expenses following

previous year’s expenses.

2. Plantilla (PS) Administrative

Division

Compliance with the DBM

guidelines.

Approval of Proposed

Budget for Personnel Services

Submit Budget for Personnel Services

END

START

Prepare Budget for

Personnel Services

PMO’s approved Budget

for Personnel Services

Return to FMD


WORK INSTRUCTION

Code: QMS-ITS-01 Revision No.: 6 Effectivity: August 20, 2018 Page: 1 of 1



INFORMATION TECHNOLOGY

SERVICES

Quality Objectives

“Provide technical support to management and operations on the acquisition, configuration, maintenance and control of all IT equipment

within three (3) working days upon delivery of unit.”

“Ensure systems efficiency and continuous network operations, immediate resolution to hardware/software problems, and

prompt response to end-users’ IT related concerns within three (3) working days from receipt of request

subject to availability of parts.”


WORK INSTRUCTION

Information Technology Services – Preventive Maintenance




OVERVIEW

The Information Technology Services (ITS) Group of the PMO implements the Preventive Maintenance

Plan of IT Equipment to ensure the provision of functional network servers and workstations, which include

desktop computers, printers, scanners, internet connection, firewall, antivirus software and other necessary

equipment to help employees to efficiently perform their tasks. In addition, a periodical checkup is

scheduled for all IT equipment to avoid any possible abstractions that may happen if any of the said

equipment is not functional.

Moreover, to ensure the availability of digitized agency documents in case of unwanted circumstances like

physical failure of personal computer, accidental error or disasters such as fire, flood, or earthquake, the

ITS Group created its own backup system to guarantee that all digitized documents can be restored in case

of loss. The Group also coordinated with the Management Information Systems Division of the Department

of Finance (DOF) to allow PMO to establish its offsite backup storage system under the DOF datacenter.

PROCEDURES


1.1 Repair and Maintenance

A. Client/end-user contacts the ITS Group and relays the hardware/software problem.

B. The IT Personnel who received the request goes personally to the client’s workstation or

connects remotely through the System Center server to verify the problem.

C. IT Personnel fills up the Repair and Maintenance Slip’s IT Equipment Information and

Problem Description portions.

D. IT Personnel troubleshoots the workstation and determines if the problem type is hardware

or software. If hardware problem, the IT Personnel checks if there are available

replacement parts and immediately replaces the defective ones, if not, fills up the Repair

and Maintenance Slip’s Summary of Repair/s and Recommendation/s portions for

purchasing of the needed part/s. Once the part/s become available, the IT Personnel

immediately replaces the defective ones. If software problem, the IT Personnel reformats,

reinstalls or reconfigures the client’s system.

E. IT Personnel tests and monitors the repaired workstation during the day.

F. If the problem is fixed, client/end-user fills up and signs the Repair and Maintenance

Slip’s Acknowledgement and Client Satisfaction portions, if not, the IT Personnel

troubleshoots the workstation again until the problem is resolved.


WORK INSTRUCTION





2.1 Onsite and Offsite Backup System

A. ITS Group regularly checks all digital documents from the SharePoint Server.

B. For onsite backup, the ITS Group creates a primary backup at Storage Server 1 (WD1)

and a secondary backup at Storage Server 2 (WD2).

C. For offsite backup, the ITS Group connects to the DOF Datacenter through File Transfer

Protocol (FTP) to create a tertiary backup of all the digitized documents.



1. Functional IT

Equipment

PMO Employees Equipment runs smoothly

without any lags. Data and

programs are still intact.

2. Backup System PMO Employees Digitized agency documents are

complete.

3. Process Flows

3.1 Onsite and Offsite Backup System

INFORMATION

TECHNOLOGY

SERVICES

(ITS)

END

Check all digitized

documents from the

SharePoint Server

START

Create primary backup at

Storage Server 1 (WD1)

Create secondary backup at

Storage Server 2 (WD2)

Create offsite backup at

the DOF Datacenter

through FTP


WORK INSTRUCTION





3.2 Repair and Maintenance

REQUESTING

DIVISION

(Client/End-user)

INFORMATION

TECHNOLOGY

SERVICES

(ITS)



1. Report/Recommendation

from IT Personnel

IT Personnel Complete information of problems

encountered.

2. Backup Storage Facility IT Personnel High memory capacity.

END

Contact ITS Group to relay hardware/software

problem

START

Fill up and sign Repair and

Maintenance Slip’s Acknowledgement and

Client Satisfaction portions

Software

Hardware

Personally check client’s workstation or connect

remotely through the

System Center server

Problem type?

Test and monitor during

the day

Reformat/reinstall/

reconfigure

Fill up Repair and Maintenance Slip’s

IT Equipment Info and

Problem Description portions

Troubleshoot workstation

Part/s available?

Yes

No Fill up Repair and

Maintenance Slip’s Summary of Repair/s and

Recommendation/s

portions to purchase needed part/s

Replace defective part/s

Problem fixed? No

Yes


WORK INSTRUCTION





5. Preventive Maintenance Plan of IT Equipment

IT Equipment Preventive Maintenance Activity Type Frequency In

Charge /D /W /M /Q /Y

Workstations Update antivirus definition files Software AEJ

(Desktop PCs) Run complete virus scan Software AEJ

Check external connections/cables Hardware AEJ

Perform backups of existing information systems

Software

AEJ

Install patches and updates to protect system

Software

ACS

Install software application updates Software ACS

Clean CPU/monitor, KB/mouse, AVR, printer (as needed)

Hardware

AEJ

Perform hardware inventory Hardware AEJ

Review obsolete units for replacement Hardware ACS

Network Check the servers' availability Hardware ACS

Servers Update antivirus definition files Software ACS

Perform regular server backups Software ACS


Software

ACS

Enforce regular password changes Software ACS

Keep user rights and access policies updated (as needed)

Software

ACS

Run complete virus scan Software ACS

Check unnecessary running services Software ACS

Check external connections/cables Hardware ACS

Check servers' airflow paths Hardware ACS

Check remote desktop connections to clients

Software

ACS

Review firewall rules Software ACS

Review system events and audit logs Software ACS

Perform hardware inventory Hardware ACS

Check OS and application software for upgrade

Software

ACS

Check antivirus and backup software subscriptions status for renewal

Software

ACS


WORK INSTRUCTION





IT Equipment Preventive Maintenance Activity Type Frequency In

Charge /D /W /M /Q /Y

Network- Check the storage server's availability Hardware ACS

Attached Storage


Software

ACS

Keep user rights and access policies updated (as needed)

Software

ACS

Check external connections/cables Hardware AEJ

Clean external case and internal parts (as needed)

Hardware

AEJ

Firewall, Check the network devices' availability Hardware AEJ

Switches, and Access Points


Hardware

AEJ

Review firewall rules and access policies Software ACS

Check firewall subscription status for renewal

Software

ACS

UPS for Servers Check if all the UPS are online Hardware AEJ


Hardware

AEJ

Network Check the network devices' availability Hardware AEJ

Printers & Scanners


Hardware

AEJ

Network Fix physical connections Hardware AEJ

Cabling Review additional requirements for acquisition

Hardware

AEJ


SAMPLE FORMS – For All Divisions



a) Request Form (Borrowing of Records and Documents)


SAMPLE FORMS – Marketing Group



a) Order of Payment Form

PAYMENT MODE:

Check Number

Total

ASSET NAME

MODE OF DISPOSITION

Officer - In - Charge

C l e a r e d B y:

A p p r o v e d b y:

RHODORA B. TORRALBA

Account IV - OIC FMDBAC Secretariat Head

ELLEN H. RONDAEL

Please deposit the collections under Bank Account/s:

No. Name of Bank Amount

TOTAL

CHECK PAYMENT DETAILS:

Bank/Branch Name

Entity Name: Privatization and Management Office Serial No. : _______________

Fund Cluster : _______________________ Date :

ORDER OF PAYMENT

Date Amount

The Collecting Officer

Cash/Treasury Unit

Please issue Official Receipt in favor of

(Name of Payor)

(Address/Office of Payor)

in the amount of

(Purpose)

for payment of

per Bill No. ________________ dated __________________.

PMO BOL Account

NEGOTIATED OTHERS BIDDING DDBO

_______________________

Cash Check


SAMPLE FORMS – Custodianship Services Division



a) Acknowledgment Receipt Form





b) Approval Notification Form





c) Guard’s Personal Data Sheet





d) Security Inspection Report

Name of Agency : Date Inspected :

Name of Detachment/Asset : Time Inspected :

Agency's Vehicle, if any : Indicate if Owned or Leased

Agency's Communication Equipment (indicate name of lessor if leased)

Radio or Cellphone : Cellphone No/s., if applicable

Expiration Type of Post/ Duty Detail Other

Date Uniform Logbook Order Equipments

Prescribed Basic

Uniform

Nightstick/Baton

Whistle

Timepiece

Writing Pen

Logbook

Flashlight

First Aid Kit

Service Firearm

Lineyard

Insignia

* DC - Detachment Commander Conducted by:

* SICs - Shift in Charge

PMO - Personnel / Representative Security Agency's Authorized Representative / DC / SICs

(Signature Over Printed Name ) (Signature Over Printed Name )

ALBERTO C. REYES

Certified Correct by:

Post Name of Guard SBR / License No. Signature Remarks

PRIVATIZATION AND MANAGEMENT OFFICE104 Gamboa St., Legaspi Village, Makati City

SECURITY INSPECTION REPORT2014-2015





e) Posting/Pull-Out Report Form

Form - 3

INCOMING AGENCY OUTGOING AGENCY

SBR / Expiration

License No. Date

Name of Detachment / Asset

Remarks:

CONDUCTED BY:

Date

Signature


POSTING / PULL-OUT REPORT2014-2015

Authorized Representative Authorized Representative(Signature Over Printed Name) (Signature Over Printed Name)

PMO - Personnel / Representative

Printed Name of Incoming Guard Signature Date Time Printed Name of Outgoing Guard





f) Security Requirements Report Form

Name of Agency :

Name of Detachment/Asset :

Agency's Vehicle, if any : Indicate if Owned or Leased

Agency's Communication Equipment (indicate name of lessor if leased)

Radio or Cellphone : Cellphone No/s., if applicable

No. of Other

Ammos Equipments

Prescribed Basic

Uniform

Nightstick/Baton

Whistle

Timepiece

Writing Pen

Logbook

Flashlight

First Aid Kit

Service Firearm

Lineyard

Insignia

Certified Correct by:

(Signature Over Printed Name ) (Signature Over Printed Name )

Conducted by:

ALBERTO C. REYESPMO - Personnel / Representative/s Security Agency's Authorized Representative / DC / SICs

RemarksFirearms

Signature


SECURITY REQUIREMENTS REPORT2014-2015

BAGACAY MINES - Hinabangan, Western Samar

PostNo. of

Caliber / Make Serial No.

Date / Time Date / Time





g) Report on Physical Count of Property, Plant and Equipment

BALANCE ON HAND

PER CARD PER COUNT

(Quantity) (Quantity) Quantity Value

-

ITEM NO. ARTICLE DESCRIPTION

REPORT ON PHYSICAL COUNT OF PROPERTY, PLANT AND EQUIPMENTAsset Name

Type of Property, Plant and Equipment)

as of ______________

C E R T I F I C A T I O N

This is to certify that we have physically checked, examined and counted all the herein listed properties as of ________________________.

TOTAL BOL

G R A N D T O T A L

PROPERTY

NUMBER

UNIT OF

MEASURE

UNIT

VALUE

SHORTAGE/OVERAGEREMARKS (Whereabouts)

For which _________________________________________________________________________________ is accountable, having assumed such accountability on ______________________(Name of Accountable Officer) (Official Designation) (Agency Office) (Date of Assumption)

____________________

Head-Inventory Team

____________________

Representative-Finance

___________________

Representative-Finance

____________________

Representative-Administration

______________________

Representative-Administration

_____________________

Representative-Marketing I

_______________________

Representative-Marketing II

________________________

COA State Auditing Examiner II


SAMPLE FORMS – Administrative Division



a) Abstract of Canvass





b) Acknowledgment Receipt for Equipment Form





c) Application for Leave





d) Inventory Custodian Slip





e) Inspection and Acceptance Report Form





f) Inventory and Inspection Report of Unserviceable Property





g. Mission Pass

h. Overtime Work Authorization

Revised 1.18.2001

OFFICIAL

Associate

Designation

Purpose

Particulars

Date Time


MISSION PASSluleth:\ \pmo\mispass.xls

Date

Department

(Note: To be attached to the Daily Time Record)

Personnel Staff Head Department Manager

REQUESTED BY RECOMMENDED BY APPROVED BY

Revised 2001

Name

Total

Out Hours

Date of Fil ing

Date Description of Job to be DoneEstimated Time

In

PS Form No. 004

PRIVATIZATION AND MANAGEMENT OFFICEOVERTIME WORK AUTHORIZATION

This serves as an authority to render overtime work

Requested By Approved ByELLEN H. RONDAEL

Deputy Privatization Officer - AFMS





i. Overtime Work Certification (Plantilla)

j. Overtime Work Certification (Outsourced Personnel)

Revised 2001

Name

Total

Out Hours

CARLA S. DEL PRADO

Chief Admin Officer - AD

Note: Please see attached approved overtime work authorization.

Ref. Date

Date Description of Job DoneActual Time

In

PS Form No. 005

PRIVATIZATION AND MANAGEMENT OFFICEOVERTIME WORK CERTIFICATION

This is to certify that I rendered overtime work

Employee's

SignatureCerti fied By Approved By

ELLEN H. RONDAEL

Deputy Privatization Officer - AFMS





k. Purchase Order





l. Purchase Request





m. Petty Cash Voucher

No.

Date

O.R. No.

Others :

Received Refund

Reimbursement Paid

Liquidation Submitted

Cash Received by : Reimbursement Received by

Dept./Div./Unit

Petty Cash Custodian

CAO C. S. DEL PRADO

Signature of Payee

____________________________ __________________________

Retention (MOOE / ASSET) Liquidation

(Reimbursed) _______________________________________________________

Date ____________

________________________

Signature Over Printed Name of Payee

Date ____________________

Postage

Amount Refunded/

Transportation

PETTY CASH VOUCHER

Total Amount Paid Per

I. To be filled up upon request

Particulars

Cash Advance/Reimbursement for :

Payee

Agency Privatization and Management Office

Total Amount GrantedAmount

Approved by :

Requested by : Approved by:

Employee

DPO E. H. RONDAEL

Immediate Supervisor

A1 C

B

D

A2





n. Report of Check Issued





o. Report of Collections and Deposits





p. Report on the Physical Count of Inventories





q. Report on Physical Count of Property, Plant and Equipment

For which _________________________________________________________________________________ is accountable, having assumed such accountability on _______________________________

(Name of Accountable Officer) (Officia l Des ignation) (Agency Office)

PROPERTY UNIT OF UNIT BALANCE ON HAND

NUMBER MEASURE VALUE PER CARD PER COUNT

(Quantity) (Quantity) Quantity Value

Representative - CSD Representative - CSD Representative - Finance

Representative - Admin. Representative - Admin. Representative - Marketing

SIENNALYN G. ORIAS LAVELITO N. PADUA SANDRO R. DELA CRUZ

REMARKS (Whereabouts)

MA. ELENA D. DE LEON RODRIGO R. TRISTE JESSAMYN A. ESPIRITU

C E R T I F I C A T I O N

This is to certify that we have physically checked, examined the above Communication Equipments as of December 31, 2015.

JOSEPHINE B. RABUYAHead - Inventory Team

REPORT ON PHYSICAL COUNT OF PROPERTY, PLANT AND EQUIPMENTPMO -BUILDING - Communication Equipment(Type of Property, Plant and Equipment)

as of December 31, 2015

(Date of Assumption)

ITEM

NO.ARTICLE DESCRIPTION

SHORTAGE/OVERAGE





r. Requisition and Issue Slip

Division : RIS No. :

Office : SAI No. :

Stock No. Unit Quantity Quantity

REQUISITION AND ISSUE SLIP


Agency

Reponsibility Center Code _________________

__________________________________________

___________________________

___________________________

Issued by: Received by:

Signature

Printed Name

RemarksDescription

REQUISITION ISSUANCE

Designation

Date

Requested by: Approved by:





s. Request Form





t. Request for Quotation





u. Quotation Form





v. Transmittal Control Form





w. Waster Material Report





x. Weekly Time Record

NAME

DEPARTMENT

OFFICIAL TIME 8:00 - 5:00

REMARKS

IN OUT IN OUT(Reason f or Absence or Overt ime t o be indicat ed

by Depart ment / Unit Head)

APPROVED:

WEEK ENDING

TOTAL

UNDER

TIME

TOTAL

OVER-

TIME

AM PM

Saturday


WEEKLY TIME RECORD

Monday

Tuesday

DATE DAY

Signature of Employee Chief/Deputy Privatization Officer

Sunday

I cert ify on my honor that the above is a true and correct report of the

hours work performed, record of which was made daily at the t ime of

arrival and at departure from off ice

Wednesday

Thrusday

Friday


SAMPLE FORMS – Financial and Management Division



a) Budget Utilization Request and Status

Certified: Budget available and utilized for

lawful and under my direct supervision; and supporting the purpose/adjustment necessary as

documents valid, proper and legal indicated above

Signature : _________________________________

Printed Name: RITOREY T. DIARON

Position : Administrative Officer V

Date : ____________________________

C.

Not Yet DueDue and

Demandable

(a) (c) (a-b) (b-c)

Privatization and Management Office Date : _______________________

Payee

Office

Address

Responsibility

CenterParticulars MFO/PAP

UACS Object

Code/

Expenditures

Amount

A. B.

Head, Requesting Office/Authorized Representative

Charges to appropriation/budget necessary,Certified:

Total

Signature : ____________________________________

Printed Name: CARLA S. DEL PRADO

Payable Payment

Position : Chief Administrative Officer

Head, Budget Division/Unit/Authorized

Representative

Date

Reference Amount

STATUS OF UTILIZATION

_______________________________

Serial No. : ___________________

Fund Cluster : _________________

BUDGET UTILIZATION REQUEST AND STATUS

Balance

(b)

Date ParticularsBURS/JEV/RCI/

RADAI/RTRAI No.

Utilization





b) Disbursement Voucher

MDS Check Commercial Check ADA Others (Please specify)

_________________

A.

B. Accounting Entry:

C. Certified: D. Approved for Payment

Cash available

Subject to Authority to Debit Account (when applicable)

Supporting documents complete and amount claimed

proper

E. Receipt of Payment JEV No.

Date

Debit Credit

Chief Administrative Officer

Date : Bank Name & Account Number:

Printed

NamePrinted Name

PositionOfficer-In-Charge

ELLEN H. RONDAEL

Official Receipt No. & Date/Other Documents

Check/

ADA No. :

CARLA S. DEL PRADO

Agency Head/Authorized Representative

Date Date

Signature : Date : Printed Name:

Signature Signature

Accountant IVPosition

Head, Accounting Unit/Authorized Representative

RHODORA B. TORRALBA

Approved for Payment

- -

MFO/PAP Amount

Address

Account Title UACS Code

TIN/Employee No.:

Certified: Expenses/Cash Advance necessary, lawful and incurred under my direct supervision.

Amount Due

ParticularsResponsibility

Center

Privatization and Management Office

Fund Cluster :

DISBURSEMENT VOUCHER

Date :

DV No. :

Mode of

Payment

PayeeORS/BURS No.:





c) Expense Voucher

FROM

TO

OFFICE FORM

WHICH RECEIVED

DATE AMOUNT

REF. :

ACCOUNT AMOUNT AMOUNT

ASSOCIATE'S

SIGNATURE :

APPROVED BY :

:

Revised 1.18. 01

NATURE OF EXPENSE

PURPOSE OF EXPENSES

AMOUNT

TOTAL TO BE ACCOUNTED FOR

DEDUCT EXP. ON THIS VOUCHER

BAL. DUE CO. (EMPLOYEE)

BALANCE DUE CO. (EMPLOYER)

PER LAST VOUCHER

ADD. ADVANCES RECEIVED

104 Gamboa Street, Legaspi Village, Makati City

P.O. Box 1704,MCPO, Makati City

EXPENSE VOUCHER

Date Prepared

ACCOUNT

CHECKED BY :

DATE PARTICULARS AMOUNT

OFFICIAL

ASSOCIATE'S NAME (PRINT)


TOTAL

HAVE BEEN INCURRED IN BEHALF OF THE COMPANY

S U M M A R Y

I HEREBY CERTIFY THAT ALL OF THE ABOVE EXPENSES

POSTED BY :

ACCT.

TOTAL





d) Journal Entry Voucher

JOURNAL ENTRY VOUCHER

PRIVATIZATION & MANAGEMENT OFFICE

Page 2 of 2

ACCOUNTING ENTRIES

Accounts and Explanation P

- -

Prepared by: Certified Correct : -

NGAs 9/01/02

Amount

x 001

000

101

002

ChiefAccountant Deputy Executive Director V - FAD

FERNANDO C. SABADO ELLEN H. RONDAEL

Date:

No. :

Collection Check Disbursement OtherxCash Disbursement

Responsibility Center

Account Code

OtherX





e) Obligation Request

Certified: Allotment available and obligated

for the purpose/adjustment necessary as

supporting documents valid, proper and legal indicated above

Signature :

Printed Name: Ritorey T. Diaron

Position : Administrative Officer V

Date : ____________________________

C.

Not Yet DueDue and

Demandable

(a) (c) (a-b) (b-c)

Payee

OfficePMO

Address

OBLIGATION REQUEST AND STATUS Serial No. : _____________________

Privatization and Management Office Date : _________________________

Fund Cluster : ___________________

Responsibility Center Particulars MFO/PAPUACS Object

CodeAmount

Total 0.00

Signature :

Printed Name: CARLA S. DEL PRADO

Position : Chief Administrative Officer

Head, Requesting

Office/Authorized Representative

A. Charges to appropriation/alloment are B.Certified:

necessary, lawful and under my direct supervision;and

Date ParticularsORS/JEV/Check/

ADA/TRA No.

Obligation Payable Payment

Head, Budget Division/Unit/Authorized

Representative

Date : ___________________________________

STATUS OF OBLIGATION

Reference Amount

Balance

(b)


SAMPLE FORMS – Information Technology Services



a) Repair and Maintenance Slip


EXECUTIVE ORDER 323



MALACAÑANG

MANILA

BY THE PRESIDENT OF THE PHILIPPINES

EXECUTIVE ORDER NO. 323

CONSTITUTING AN INTER-AGENCY PRIVATIZATION COUNCIL (PC) AND

CREATING A PRIVATIZATION AND MANAGEMENT OFFICE (PMO) UNDER THE

DEPARTMENT OF FINANCE FOR THE CONTINUING

PRIVATIZATION OF GOVERNMENT ASSETS AND CORPORATIONS

Whereas, pursuant to Republic Act No. 8758 s. 1999, the life of the Committee on

Privatization (COP) and the Asset Privatization Trust (APT) will expire on December 31, 2000.

Whereas, Republic Act No. 8758 provided that, “All assets held by the Asset Privatization

Trust, all moneys and other properties belonging to it, and all its liabilities outstanding upon the

expiration of its term shall revert to and be assumed by the National Government”.

Whereas, Republic Act No. 8758 mandated the transfer for disposition of the assets held by

the APT by the President of the Philippines to the trust department of the appropriate government

agency upon the expiration of the term of APT;

Whereas, Executive Order No. 12, s. 1998 reaffirmed the privatization policy of the

Government by encouraging all heads of departments, bureaus, agencies and instrumentalities

including government owned and controlled corporations to identify assets and activities that can be

efficiently and effectively undertaken by the private sector; by broadening the coverage of privatization

activities with the inclusion of some authorities such as Bases Conversion and Development Authority

(BCDA), Public Estates Authority (PEA), Philippine Tourism Authority (PTA), Philippine Economic

Zone Authority (PEZA) and Subic Bay Metropolitan Authority (SBMA); and by directing the COP to

consider other alternative modes of privatization such as leasing, management and maintenance

contracts, BOT schemes or joint venture arrangements;

Whereas, under the Constitution and under the Administrative Code of 1987, the President, as

Chief Executive, has control and supervision over, and the authority to reorganize, the Executive

Branch of the Government, including the Office of the President;

Whereas, the Government’s privatization program has proven beneficial and helpful to the

economy in terms of generating revenues, improving investment climate, attracting foreign capital and

investments, broadening ownership base, developing capital markets and fostering private sector

participation;

Whereas, there are remaining partially sold and undisposed accounts approved for

privatization consisting of 150 transferred assets, of which 88 are partially sold and 62 are still

undisposed, 57 government owned and controlled corporations, of which 31 have been partially sold


EXECUTIVE ORDER 323



and 26 are still undisposed, and several surrendered properties with sizeable amount of projected

revenues for the much-needed resources of the Government;

Whereas, there is a vast opportunity for greater private sector participation in the development

of the Philippine economy with the successful launching of Government’s PROGRESS Bonds and the

pending enactment by Congress of the bill restructuring of the power industry and privatizing the

National Power Corporation;

NOW, THEREFORE, I, JOSEPH EJERCITO ESTRADA, President of the Philippines, by

virtue of the powers vested in me by law, do hereby order:

Article I. Restatement of the Policy

Section 1. Restatement of Policy. The National Government hereby restates its privatization policy

to promote an orderly, coordinated and efficient privatization of remaining government corporations,

assets, activities and idle properties which have been identified as unnecessary and inappropriate for

the government sector to maintain.

Article II. The Privatization Council

Section 1. Organization. There is hereby established a Privatization Council (PC), referred

to as the “Council”, to oversee the privatization program of the Government.

Section 2. Composition. The Council shall be composed of the Secretary of Finance as

Chairman, with the Secretary of Budget and Management, Trade and Industry, National Economic and

Development Authority and Justice as members. The National Treasurer and the Chairman of the

Presidential Commission on Good Government shall be non-voting members of the Council.

The Technical Committee shall also be established to be composed of the representative of the

Department of Finance as Chairman, and representatives of the Department of Justice, Department of

Budget and Management, Department of Trade and Industry, National Economic Development

Authority, Bureau of Treasury and the PCGG, as members.

Section 3. Objectives, Powers and Functions. The Council shall direct, supervise and

coordinate all privatization and similar disposition efforts undertaken by the Government in order to

promote private sector participation in developing the Philippine economy and to generate maximum

cash recovery for the National Government. In pursuit of these objectives, the Council shall assume

all the powers, functions, duties and responsibilities, all properties, real or personal assets, equipment

and records, as well as the obligations and liabilities previously held or exercised by the COP under

Proclamation No. 50, as amended, which have been devolved to the National Government pursuant to

Republic Act No. 8758.

Section 4. Meetings. The Council shall meet at least twice a month, or as frequently as

necessary to effectively discharge its functions and responsibilities and expedite the disposition of

GOCCs, assets, activities and other government properties.

The presence of the majority of the voting members shall constitute a quorum and the

concurrence of said majority should be adequate for any decision of the Council: Provided, that were


EXECUTIVE ORDER 323



a disposition or rehabilitation proposal is involved, the decision of the Council must be unanimous. In

case they are unable to attend, the Chairman and Members may designate any of their immediate

subordinates with the rank of Undersecretary or its equivalent to represent them in the meetings of the

Council.

The Council shall act on any recommendation for disposition not later than thirty (30) days

from the date of its submission to the Council.

Section 5. Legal Counsel. The Secretary of Justice shall be the ex-officio adviser to the

Council on legal matters.

Section 6. Funding. The Council shall be provided with an initial budget of Ten Million

Pesos (P10,000,000.00) to be drawn from the Organizational Adjustment Fund. Appropriations for the

succeeding years shall be incorporated in the budget proposal for the Office of the President.

Article III. Privatization and Management Office

Section 1. Organization – There is hereby organized under the Department f Finance an

Office called Privatization and Management Office (PMO), hereinafter referred to as the “Office”.

The Office shall be headed by a Chief Privatization Officer (CPO) who shall be appointed by

the President of the Philippines upon recommendation of the Secretary of Finance.

The Chief Privatization Officer shall be assisted by four (4) Deputy Privatization Officers who

shall be in charge of specific operations and undertakings as directed by the Chief Privatization Officer.

These Deputy Privatization Officers shall be appointed by the Secretary of Finance upon

recommendation by the Chief Privatization Officer.

Section 2. Powers and Functions. In addition to the powers, duties and functions under

Proclamation No. 50, as amended, the Office shall be empowered to implement the actual

marketing/disposition program of the government corporations, assets and idle properties after securing

prior approval of the Council, to execute and deliver, on behalf of the National Government, the deeds

of sale, contracts and other instruments as may be necessary or appropriate to convey title to such

assets, to take title to and possession and conserve assets transferred to it, to engage external expertise

as necessary in the fulfillment of its tasks, to adopt internal rules and regulations and to submit periodic

reports to the Council on the status of the disposition program.

Any and all sales and other modes of privatization or disposition shall not be considered final

unless and until approved by the Council.

All receipts from the sale of assets of the Office, except portions thereof for reimbursable

custodianship and/or operational expenses, shall be remitted to the National Treasury.

Section 3. Powers and Functions of the CPO. The CPO shall have the following powers

and functions.

1. To enter into management and other contracts as may be appropriate; and


EXECUTIVE ORDER 323



2. To develop the staffing requirements of the Office, and for this purpose, appoint, remove

and fix the remuneration of the personnel of the Office: Provided, That as far as practicable,

the CPO should rely on secondment from government entities undertaking related

functions, and or qualified external expertise in an advisory capacity and on a contractual

basis.

Section 4. Qualifications. No personal shall be appointed an Officer unless he or she is of

good moral character, of unquestionable integrity and responsibility, and of recognized business

competence. No person, or director, officer, consultant or stockholder of corporations constituting or

having any interest in the assets assigned to the Office may be appointed as an Officer.

Section 5. Internal Guidelines. The Office, through its Chief Privatization Officer, may

adopt and implement such internal rules and regulations necessary or convenient for the proper

discharge of the functions of the Office. Provided, That such internal rules and regulations must be in

accordance with existing laws, orders, decrees and proclamations. Provided further, That such rules

and regulations may be subsequently amended, abrogated or disapproved by the Secretary of Finance.

Section 6. Funding. The Office shall be provided with an initial budget of Thirty Million

Pesos (P30,000,000.00) to be drawn from the Organizational Adjustment Fund. The Office shall be

allowed to retain commissions, due diligence fees and proceeds from the sale of Asset Bidding Rules,

information memoranda and similar documents, as well as a portion or percentage of proceeds from

disposition efforts, not to exceed ten percent (10%), to be approved by the Council to maintain a

revolving fund to be utilized for the payment of fees and reimbursable expenses and of the costs and

expenses incurred by the Office in the conservation and disposition of the assets held by it or in the

performance of its other responsibilities under this Executive Order.

Appropriations for the succeeding year shall be incorporated in the budget proposal for the Department

of Finance.

Article IV. Operational Provisions

Section 1. Transfer of Assets. Pursuant to the provisions of Republic Act No. 8758, the

financial assets of APT shall be transferred for disposition by the President to a trust department of the

Land Bank of the Philippines. The physical assets remaining at the end of the term of APT shall

immediately be transferred to the Office under the Department of Finance for appropriate disposition.

Section 2. Utilization of Proceeds. Upon the effectivity of this Executive Order, all receipts

from the sale of assets shall be remitted to the National Treasury in the following proportion: sixty

percent (60%) to the special account of the Agrarian Reform Fund and forty percent (40%) to the

general fund: Provided further, That except for the subsidiaries of the Government Service Insurance

System and the Social Security System, all government owned and controlled corporations shall remit

to the National Treasury at least fifty percent (50%) of the net proceeds derived from the sale of shares

or assets effective October 1, 1992. Provided further that the net proceeds shall mean gross proceeds

less related liabilities and selling expenses as stipulated in the provisions of Republic Act No. 7661.


EXECUTIVE ORDER 323



Section 3. Sale of Small Local Investors. Pursuant to the provisions of Republic Act No.

7886, a minimum of 10% of the sale of assets in corporate form shall be reserved to small local

investors to develop the domestic capital market.

Any of the following transactions shall be deemed compliance on the sale to small local

investors: (a) Initial Public Offering (IPO), (b) Employee Stock Option/Ownership Plans (ESOPs).

Provided, that the Social Security System and Government Service Insurance System shall grant loans

to qualified employees of the firms under privatization who would like to avail the ten percent (10%)

stock offering as provided in this Executive Order, (c) sale to private and government employees,

overseas workers, small farmers/fisherfolks and cooperatives through Government Financial

Institutions such as GSIS, LBP, DBP and HDMF, (d) sales of assets/shares to individual investors not

exceeding a maximum of P100,000.00, (e) sale of retirement funds, pension funds and other funds

managed on behalf of employees and other individuals, (f) sale of privatization bonds issued by the

Republic of the Philippines provided that the terms of such privatization bonds give the option to

holders thereof to exercise the exchange option contained in such bonds either into shares in corporate

assets privatized through the IPO or into a cash amount where the privatized corporate asset is being

sold to one or more block investors.

Article V. Miscellaneous Provisions

Section 1. Separability Clause – Any portion or provision of this Executive Order that may

be declared unconstitutional or invalid shall not have the effect of the nullifying the other provisions

thereof: Provided, That the remaining portions can still stand and be given effect in their entirety to

accomplish the objectives of this Order.

Section 2. Repealing Clause – All executive orders, rules and regulations and other issuances

or parts thereof that are inconsistent with the provisions of this Executive Order are hereby repealed

and modified accordingly.

Section 3. Effectivity – This Executive Order shall take effect upon publication but not earlier

than January 1, 2001.

DONE in the City of Manila, this 6th day of December in the year of our Lord, two thousand.

(Sgd.) JOSEPH EJERCITO ESTRADA

President

Republic of the Philippines

By the President:

(Sgd.) RONALDO B. ZAMORA

Executive Secretary


EXECUTIVE ORDER 471




EXECUTIVE ORDER 471



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