Province of Oriental Mindoro - Project...

Province of Oriental Mindoro

Integrity Mechanisms and Models forBusiness and Investment Promotion

CONTENTS

List of Abbreviations 4

Introduction 5Overview of the Project 5Project I4J Pilot LGUs 5

The Province of Oriental Mindoro 7Historical Background 7Province Profile 12The Provincial Government of Oriental Mindoro 15

The Integrity Circle 21

Integrity Framework 25Conceptual Framework 25

Integrity Mechanisms Action Plan 29Local Government Units 29The Business Sector 47The Civil Society 51

Conclusion 59ANNEX 61

Why Integrity is Important in the Workplace 61Upholding Integrity in the Workplace 62

4

List of Abbreviations

ABC Approved Budget for ContractARTA Anti-Red Tape ActIAS Internal Audit ServicesLGU Local Government UnitPGOM Provincial Government of Oriental MindoroPHRMO Provincial Human Resources Management OfficePIO Provincial Information OfficePPDO Provincial Planning and Development Office

5

Overview of the ProjectThe “Partnerships for Integrity and Jobs” dubbed as

“Project I4J” is a three-year Integrity Project which is co-funded by the European Union and the German Ministry for Economic Cooperation and Development through the Philippine office of the German political foundation, Konrad-Adenauer-Stiftung.

Project I4J focuses on the development of integrity mechanisms in local government unit (LGUs) pilot sites. The Project also aims to develop models of transparent and effective procedures of registration, and promotion of small businesses and investments, and the development of a lasting business policy environment. Project I4J aims to contribute to the reduction of poverty in the Philippines through integrity and the sustainable creation of jobs.

Project I4J Pilot LGUsIn coordination with representatives from the three local

government leagues --- League of Cities of the Philippines, League of Municipalities of the Philippines and League of Provinces of the Philippines. Three cities, three municipalities and three provinces across Luzon, Visayas and Mindanao were chosen as the pilot LGU partners of Project I4J:

Introduction

6 PARTNERSHIPS FOR INTEGRITY AND JOBS (PROJECT I4J)

MUNICIPALITIES: Naujan, Oriental Mindoro (Luzon)Tuburan, Cebu (Visayas)Iranun Cluster, Maguindanao (Mindanao)(Parang, Buldon, Barira & Matanog)

CITIES: Puerto Princesa (Luzon)San Carlos City, Negros Occidental (Visayas)Cagayan de Oro City, Misamis Oriental (Mindanao)

PROVINCES: Oriental Mindoro (Luzon)Cebu (Visayas)South Cotabato (Mindanao)

Project I4J recognizes the role of the LGUs as a sustainable network for self-obligation and monitoring of transparent and uncorrupt structures and procedures. It also aims to create models of transparent, effective small business and investment registration and promotion procedures which will be disseminated later to other LGUs.

The Project will develop mechanisms and models of cooperation between selected LGUs and civil society. It will also root for the integration of Local Government Units into the “Integrity Initiative” and for more efficient and effective small business and investment promotion by LGUs. These mechanisms and models will be disseminated by the three local government associations, the League of Municipalities, the League of Cities and the League of Provinces, to LGUs all over the country. Local government leaders/officials, civil society, small business leaders and potential investors will be the main beneficiaries of the project.

7

The Province of Oriental MindoroHistorical Background

Legend has it that long before the Spaniards discovered the Philippines. Mindoro was already among the islands that enchanted pilgrims from other countries. It was said that vast wealth was buried in the area, and mystic temples of gold and images of anitos bedecked the sacred grounds of this relatively unknown land. The Spaniards even named the island “Mina de Oro”, for they believed it had large deposits of gold.

Mindoro, which was formerly a part of the Province of Bonbon (Batangas) together with Marinduque, was made a separate province in the beginning of the seventeenth century. The island was divided into pueblos headed by a gobernadorcillo and composed of several barangays headed by a “cabeza de barangay.” Minolo (now Puerto Galera) initially became the provincial capital. Later on, the town of Baco became the provincial capital. Finally, the town of Calapan which was founded in 1679 as a result of conflict between the Recollect priests and the provincial governor became the capital of Mindoro.

It was only in the second half of the 19th century that the island’s population started to increase due to demographic pressure in the main settlement centers. This resulted in the founding of new administrative units. The number of pueblos increased and education expanded. However, the number of teachers available was limited such that very few were able to read and write and speak Spanish. These people formed the


small native upper class in the province.

During the American Regime, the victory of Admiral Dewey over the Spaniards in Manila on August 13, 1898 brought about general changes in Mindoro. A general primary school system with English as the language of instruction was established. Calapan Port was opened to inter-island commerce. The U.S. Army Signal Corps connecting Calapan and Batangas installed a series of military cables. Land telegraph for public use was also installed in Calapan and Naujan. With the construction of a provincial road along the east coast, the most important towns of the province were connected with one another. Free trade was established between the U.S.A. and the Philippines that brought about significant changes in the economy of Mindoro. Infrastructure and economic measures were adopted which induced massive wave of migration to the island.

Changes in the affairs of the local government also took effect in the island. Mindoro was made a sub-province of Marinduque on June 23, 1902 by virtue of Act No. 423 of the Philippine Commission. On November 10, 1902, Act No. 500 separated Mindoro from its mother province, thereby organizing its provincial government. The same Act provided further that “the province shall consist the main island and the smaller islands adjacent thereof, including the islands of Lubang, Caluya and Semirara”. Puerto Galera was made the seat of government, with Captain R.C. Offley as the first civil governor. In 1907, the province was allowed to elect its first delegate in the person of Don Mariano Adriatico. Mindoro was finally declared a regular province in 1921.

World War II wrought heavy damages, death and pain to the people of Mindoro. However, social conditions continued to exist without any definitive changes. After the war, reconstruction and rehabilitation of infrastructure and economy took place

9THE PROVINCE OF ORIENTAL MINDORO

which ended with the division of the island into two provinces of Oriental Mindoro and Occidental Mindoro on June 13, 1950. It was finally signed into law through Republic Act 505 by the President of the Philippines on November 15, 1950.

In the decades after the war, the island continued to become one of the preferred areas of new settlers coming from the overpopulated provinces in the Philippines in search of the new land. Apart from the hope to become landowners or to have better tenancy conditions, the guerrilla war (Huk rebellion) in Central Luzon was an important factor for migration. Under the settlement program of the National Resettlement and Rehabilitation Administration (NARRA) which was founded on June 18, 1954, families from Central Luzon were settled in the Bongabong-Pinamalayan area. This project ended in 1956 after the settlement of 606 families (3,636 people) on 8,600 hectares of public land. Since then, new settlers have incessantly migrated to Mindoro until today.

Due to demographic changes, an administrative reorganization of the province of Oriental Mindoro was implemented. Thus, the rapidly expanding municipalities of Bongabong and Pinamalayan, as well as the large municipalities of Naujan and Pola were separated. Victoria (in 1953), Bansud (in 1959), Socorro (in 1963) and Gloria (in 1966) became independent municipalities.

In 1963, the citrus fruit industry in the provinces of Batangas and Laguna collapsed because of plant diseases. For this reason, many farmers migrated to Mindoro and settled down in Pola. Here, the “calamansi revolution”, as it was called, was initiated. Owing to the absence of competition on the other hand, the production of coconuts had retained the rank as Oriental Mindoro’s number one cash and export crop.


After the proclamation of Martial Law in 1972, the National Government and the World Bank implemented the agrarian development program in the province. Considerable funds were allocated to improve the provincial roads in Oriental Mindoro to connect the semi-isolated barrios to the main roads for easier and faster transport of agricultural products to the local market. The cultivation of subsistence crops (rice and corn) was given top priority. Mindoro became not only self-reliant in the production of rice, but it also emerged as a major rice exporter.

In 1993 the province experienced a series of natural calamities unprecedented in the history of the province. These successive strong typhoons “Naning”, “Pepang” and “Rosing’ struck the northern, central and southern parts of Mindoro within a span of four months causing floods, destruction of roads, bridges, and other infrastructure, inflicting enormous damage to crops and properties and loss of human lives. The province was still reeling from the devastation when a more violent catastrophe hit the province. In the early hours of November 15, 1994 which was the founding anniversary of both the provinces of Oriental and Occidental Mindoro, the whole populace was jolted by an earthquake which measured 7.2 in intensity on the Richter scale.

After two years, Oriental Mindoro had rebuilt the last of the 30 destroyed bridges and has more than sufficiently recovered from the losses brought by the series of calamities. Agriculture’s productivity started to climb and business activities have become bullish. For this dramatic come-back, President Ramos during his visit on October 1, 1996 declared Oriental Mindoro as the top province in terms of calamity management and gave Rodolfo G. Valencia the “Outstanding Governor in Calamity Management” award.

The island provinces of Oriental Mindoro, Occidental Mindoro, Marinduque, Romblon and Palawan formed in early 1996


a new socio-economic aggrupation acronymed as MIMAROPA. This is the counterpart of the CALABARZON industrial growth area composed of the mainland provinces of Cavite, Laguna, Aurora, Batangas, Rizal and Quezon. Governor Valencia of Oriental Mindoro was elected as chairman of MIMAROPA.

It was on May 17, 2002, by virtue of President Gloria Macapagal Arroyo’s Executive Order No. 103, that Region IV was divided into Region IV-A and Region IV-B. Region IV-A shall be known as CALABARZON and Region IV-B shall be known as MIMAROPA. The executive order also transferred the Province of Aurora to Region III.

On January 30, 2003 at the University of Asia and the Pacific campus, the two Mindoreños, jointly worked hand in hand for the resolution of a major problem – the energy and power crisis. The 1st ever Power Summit was held with Governor Bartolome L. Marasigan, Sr. and Governor Jose T. Villarosa of Oriental Mindoro and Occidental Mindoro, joining efforts to formulate the Mindoro Island Power Development Plan. It was meant to thresh out vital issues on power development; to explore options for electrification; and to formulate viable solution to achieve long-term power generation.

In order to spur and accelerate economic growth in the Region Executive Order No. 682 was issued on 22 November 2007 designating Calapan City in the Province of oriental Mindoro as the MIMAROPA Regional Government Center. This is not only to adhere to the government policy to promote regional development but to push the MIMAROPA provinces to interconnect with one another to hasten each other’s development and increase the Region’s contribution to national wealth. Moreover, the establishment of government center in the region will foster efficient and effective delivery of government services.


To promote/generate investment in the areas of power and energy, ecotourism, agriculture towards poverty alleviation, the Oriental Mindoro Investment Summit was held on April 5-7, 2006 at the Filipiniana Resort Hotel, Calapan City in partnership with the University of Asia and the Pacific, the Offices of the Two Congressional Representatives, Provincial Government of Oriental Mindoro and Shell Malampaya Foundation as the Private Sector partner. There were pre-summit activities undertaken such as launching of ORMINVEST Website (www.orminvest.com) and Lakbay Mindoro 2006. Summit proper activities included agro-eco exhibit to showcase 14 municipalities and one city, presentation of UAP investment study for Oriental Mindoro and investor/business matching.

Province ProfileOriental Mindoro is located in Region IV-B, otherwise

known as the MIMAROPA Region. It lies 45 kilometers south of Batangas and 130 kilometers south of Manila. It is bounded on the North by Verde Island Passage; Maestro del Campo Island and Tablas Strait on the East Semirara Island on the South; and Occidental Mindoro on the West.

Warm and friendly, the Mindoreños welcome its visitors with a smile and hospitality indicative of the Filipino culture. They enjoy a simple and pleasant life springing from the pastoral and idyllic atmosphere of the province. The province is largely rural, 70% of the population is engaged in agriculture and fishing with only 30% living in urban centers.

Just as gentle and simple are the Mangyans of Mindoro, these Mindoreños comprise seven ethno-linguistic groups. Tagalog is widely spoken in the province. The people are equally conversant in English.


POTENTIALS:Oriental Mindoro is focusing on developing its agricultural

potentials by encouraging investors to improve productivity and increase agro-industrial capacities. Fruit and vegetable production, tree farming, agriculture and feed milling are viable activities that can be readily absorbed by markets in CALABARZON and Metropolitan Manila. At the same time, the province is increasing its own capabilities to process these products by establishing agro-industrial zones within the province.

Light industries such as marble works, metal works, ceramics, handicrafts and houseware manufactures can thrive with the availability of raw materials within the province.

Tourism is a bright prospect. There are also opportunities in developing national parks like Lake Naujan, and Mount Halcon into eco-tourism resort areas.

Because of its strategic geographical location, Oriental Mindoro is also emerging as the Regional Center of MIMAROPA. The regional offices of the Register of Deeds, the Farmers Training Center of the Department of Agriculture, and the Philippine Drug Enforcement Agency.

The Provincial Government effected the formulation of a comprehensive program, the Strong Republic Nautical Highway, which aims to accelerate the development of the Southern Islands of the Philippines by opening up an alternative trade and tourism gateway through the existing backdoor exit in Oriental Mindoro. The alternative route is now linking the mainland Luzon to the Visayas and Mindanao, especially the growth corridors of MIMAROPA and CALABARZON.


The Nautical Highway is the fulfillment of the commitment of the President to provide more efficient connection and low-cost transport from Luzon to Mindanao. It covers 17 provinces namely Oriental Mindoro, Tagaytay, Marinduque, Romblon, Aklan, Antique, Iloilo, Capiz, Negros Occidental, Negros Oriental, Misamis Occidental, Misamis Oriental, Lanao del Norte, Bohol, Guimaras, Cebu and Siquijor.

The Municipality of Roxas in Oriental Mindoro is now serving as gateway to other destinations such as San Jose, Occidental Mindoro, Boracay, Romblon and Palawan. Pinamalayan is a jump-off point to Marinduque and Puerto Galera is the identified alternative route.

The road network of 919 kilometers of Manila-Iligan via Dapitan runs along the major islands of Luzon (Manila, Cavite, Batangas), Oriental Mindoro (Calapan., Roxas), Panay (Caticlan, Kalibo, Ivisan, Iloilo), Negros (Bacolod, Pulupundan, Kabangkalan, Bais, Dumaguete) and Mindanao (Dapitan, Dipolog, Ozamis, Iligan). Interconnections between the major islands are via RORO and fast crafts.

With the abovementioned potentials, Oriental Mindoro is now positioned to become a dynamic island economy, serving as the main link of the mainland Luzon to Southern Islands and the Luzon urban beltway.

TOPOGRAPHYOriental Mindoro has a rugged terrain and an irregular

coastline. Numerous rivers and streams traverse the province but none are navigable by large vessels.


CLIMATEThere are two climate types: Type I and Type III. Type I is

characterized by two pronounced seasons, dry and wet; and Type III has no pronounced season, relatively dry from November to April and wet during the rest of the year.

On November 15, 1950 Mindoro is divided into 2 provinces the Occidental and Oriental thru the passage of Republic Act 505. Oriental Mindoro has two Congressional District, one component city, Calapan City and 14 municipalities. The province has 426 barangays located at upland, lowland and coastal areas.

The Provincial Government of Oriental MindoroVISION

A province with healthy, upright and empowered citizenry living in a safe and green environment, prepared and resilient to climate change and disaster risk and governed by dynamic and responsive leadership.

By 2020, Oriental Mindoro is Luzon and Visayas’ FOOD BASE, PREMIER TOURISM DESTINATION and CENTER FOR INVESTMENTS.

MISSION The Provincial Government of Oriental Mindoro, as an

improved and responsive organization, shall enhance the capabilities of its elected officials and workforce, improve financial capability, judiciously utilize its resources, and strengthen its


linkages with other government units/agencies, private sector and civil society groups.

The PGOM Officials:Hon. Alfonso V. Umali, Jr. – Provincial GovernorHon. Humerlito A. Dolor – Provincial Vice-Governor

Sangguniang Panlalawigan Members:Hon. Rafael L. InfantadoHon. Ryan Z. AragoHon. Juan Paolo G. LunaHon. Apollo E. FerarenHon. Estela E. MalapitanHon. Carlito F. CamoHon. Martin S. BuenaventuraHon. Flor De Roxas-AtienzaHon. Manuel G. AndayaHon. Mae Arlene M. TalensHon. Jean Paulo T. UmaliHon. Gideon Abuel

Mr. Nelson B. Melgar Provincial AdministratorProvincial Administrator’s Office

Engr. Elmer V. Dilay Provincial Engineer, Provincial Engineering Office


Ms. Noemi V. Baldos Provincial Planning & Development Coordinator, Provincial Planning & Development Office

Ms. Nennette M. Pineda Provincial Budget OfficerProvincial Budget Office

Ms. Paz P. Fortunato Provincial TreasurerProvincial Treasurer’s Office

Ms. Ma. Cynthia A. Puyat Provincial AccountantOffice of the Provincial Accountant

Atty. Kristine Grace L. Suarez Provincial Legal OfficerProvincial Legal Office

Dr. Normando S. Legaspi Provincial Health Officer IIProvincial Health Office

Mr. Simplicio I. Maramot, Jr. Provincial General Services OfficerProvincial General Services Office

Mr. Onisimo S. Naling Provincial AssessorProvincial Assessor’s Office

Ms. Elisa O. Paala Provincial Human Resource Management Officer, Provincial Human Resource Management Office

Ms. Diwata H. Fetizanan Secretary to the Sangguniang PanlalawiganSangguniang Panlalawigan

Ms. Christine M. Pine Provincial AgriculturistProvincial Agriculture Office

Ms. Teresita A. Umbao Provincial Social Welfare & Development Officer, Provincial Social Welfare & Development Office


Dr. Grimaldo D. Catapang Provincial VeterinarianProvincial Veterinarian’s Office

Mr. Orlando B. Tizon Supervising Tourism Operations OfficerOIC - Provincial Tourism, Investment & Enterprise Development Office

Mr. Maximino A. Jumig, Jr. Environment & Natural Resources Officer - Provincial Government, Environment & Natural Resources Office

Dr. Marpheo E. Marasigan Chief of Hospital IIOriental Mindoro Provincial Hospital

Dr. Lenelinda C. Onanad Medical Officer VNaujan Community Hospital

Dr. Guillermo A. Gonzales Chief of Hospital - Oriental Mindoro Central District Hospital

Dr. Jocel C. Caranzo Medical Officer IV, OIC - Oriental Mindoro Southern District Hospital

Dr. Archie S. Yboa Medical Officer V, Chief of Hospital, Bulalacao Community Hospital

Dr. Erlinda G. Badillo, DDM Operations Manager - Botika ng Lalawigan ng Oriental Mindoro

PCI Romeo U. Delmo (Ret.) Security Officer IVOIC - Oriental Mindoro Provincial Jail

Mr. Angel M. Saulong Executive Assistant IVManagement Support Staff DivisionProvincial Governor’s Office

Mr. Antonio M. Magnaye, Jr. Supervising Labor & Employment Officer - Education & Employment Services Division, Provincial Governor’s Office


Mr. Vinscent B. Gahol Administrative Officer IVOIC - Disaster Risk Reduction & Management Division Provincial Governor’s Office

Ms. Ma. Fe A. De Leon Supervising Administrative OfficerCommunications and Public Relations Services DivisionProvincial Governor’s Office

Ms. Janey V. Galvez Internal Auditor IVInternal Audit Service DivisionProvincial Governor’s Office

Mr. Roberto O. Mendoza Supervising Administrative OfficerSpecial Concerns DivisionProvincial Governor’s Office

Ms. Maritess DR Santiago Supervising Administrative OfficerManager - Provincial Health Insurance Program, Provincial Governor’s Office

Ms. Lydia Muñeca S. Melgar Supervising Administrative Officer | Field Coordinating OfficerStrategic Intervention & Community-Focused Action towards DevelopmentProvincial Governor’s Office

Ms. Jennelle Karren M. Estrella Chief of StaffProvincial Governor’s Office

Ms. Olivia L. Palomaria Special Assistant on Planning & Development Language Skills Institute CoordinatorProvincial Governor’s Office

Dr. Nelson C. Buenaflor ConsultantProvincial Governor’s Office

21

The Integrity Circle (IC) is a multi-stakeholder dialogue platform and consultative body, established in the framework of Project I4J. The purpose of the establishment of the IC is to support the efforts of the LGU on poverty-reducing investment promotion through the implementation of “Integrity and Business Promotion Mechanisms.” Its specific functions are:1. To provide consultancy and advise to the LGU on the

further development and effective implementation of the “Integrity and Business Promotion Mechanisms” drafted in the I4J project;

2. To monitor the responsible and effective implementation of the approved “Integrity and Business Promotion Mechanisms” in the LGU;

3. To assist in making the mechanisms known to investors, media and the broad public and to develop a sustainable culture of integrity in the … with inclusion of all sectors and stakeholders.

The IC consists of up to 20 members, a maximum of 40% leading civil servants of the LGU appointed by the CEO of the LGU, about 30% representing the private business sector in theLGU and about 30% representing civil society in the LGU, including the religious sector. The representatives of the business sector and of civil society are selected by the I4J project team after careful dialogue with these sectors and have to be approved by the CEO of the LGU.

The Integrity Circle


By virtue of Special Order No. 59, Series of 2015 issued by Hon. Alfonso V. Umali, Jr., Provincial Governor of Oriental Mindoro, the Integrity Circle for the Oriental Mindoro LGU was organized and was composed of the following:

LGU

Hon. Rafael L. Infantado Sangguniang Panlalawigan MemberHon. Apollo E. Feraren Sangguniang Panlalawigan MemberMr. Nelson B. Melgar Provincial AdministratorMs. Paz P. Fortunato Provincial TreasurerMr. Onisimo S. Naling Provincial AssessorMs. Elisa O. Paala Provincial Human Resource

Management OfficerMs. Nennette M. Pineda Provincial Budget OfficerMs. Ma. Cynthia A. Puyat Provincial AccountantAtty. Kristine Grace L. Suarez Provincial Legal Officer

23THE INTEGRITY CIRCLE

Similarly, the following members of the Civil Society and Business Sector were chosen as IC members:

CSO

Most Rev. Warlito I. Cajandig, D.D.

Apostolic Vicar of Calapan

Ms. Olive Palomaria Special Assistant on Planning and Development, Provincial Government of Oriental Mindoro (PGOM)

Dr. Marius Agua Chairman, Alyansa Laban sa MinaDr. Romeo G. Infantado Former Board Member, Regular Member,

Provincial Care ForumMs. Gloany Norman Convenor, Alliance for Good GovernanceMs. Lila Roa Pastoral Worker, Apostolic Vicariate of

CalapanMr. Efren Garcellano PGOM Consultant on EnvironmentDr. Fe Nocete Director, German Doctors FoundationMs. Lily May Lim Head, Organizational Performance

Management Division, Provincial Administrator’s Office , PGOM

Arch. Emelyn V. Rivera General Manager, ETVR Trading and Construction


Business Sector

Mr. Eduardo Aparato Vice Chairman, Bigaan Agrarian Reform Cooperative (BARCO)

Mr. Leovino Gayeta Asst .Manager, Bongabong Coconut Farmers Cooperative (BOCOFAMCO)

Ms. Ched Bagatsolon-Sy Manager, Development Bank of the Philippines Calapan City Branch

Mr. Heribert Quialquial Asst. Manager for Special Projects, Calapan Labor Service Development Cooperative

Engr. Ben Cacha President, Philippine Chamber of Commerce, Inc. – Calapan City Chapter

Ms. Menchita L. Señorin Secretary, John-Bette’s Banana ChipsMs. Merly Bolus Owner, Merl’s Suman sa LihiyaMr. Romy Roxas President, Puerto Galera Business

Tourism and Enterprise AssociationMs. Greta Gutierrez Power Generation Division Chief, Oriental

Mindoro Electric Cooperative (ORMECO)Mr. Jay Rivera Manager, Calapan Vendors Multi-Purpose

Cooperative

25

Conceptual FrameworkThe Integrity Arch was introduced by James F. Bracher of

the Bracher Center for Integrity in Leadership. The structure, which emphasizes that “integrity is the keystone of leadership,” sites several components or building blocks that lead towards integrity – Listening, Leadership, Character, Input, Discussion, Mission, Decisions, Strategy, Directives, Tactics, Diagnostics.

Integrity Framework


LISTENING – When a leadership moves beyond the need to control the agenda, listening creates a conversational context for give-and-take that succeeds when inquiry is given more significance that influence. As it seeks clarity and promotes insight, it creates partnership and commitment. Thus, listening is the key for organizational effectiveness and leadership.

LEADERSHIP – Because leadership is the force that rallies resources to achieve goals, organizational productivity is heavily anchored on integrity-centered leadership as it is a good combination of brave decision-making and tenacious follow-through.

CHARACTER - The ability to carry out the resolution long after the initial burst of enthusiasm is gone, character emerges when decisions are implemented. It is demonstrated by how one facilitates discussions, takes decisions, administers directions and implements diagnostics.

INPUT INFORMS DISCUSSIONS – Vision is achieved when input is encouraged through discussions. Efficiency and effectiveness are weighed on the scale of openness, honesty, trust, care and vulnerability.

MISSION DRIVES DECISIONS - As discussions are shaped by inputs, decisions are measured alongside the mission of the organization. The cost and consequence of decisions are recognized based on the significance of such decisions to the accomplishment of the mission.

27INTEGRITY FRAMEWORK

STRATEGY PRIORITIZES DIRECTIVES – The effective guidance of implementers necessitates constancy and consistency with reference to planning the work and working the plan. Abandonment of principles in critical times breeds contempt among followers and brings opportunity to strike for competitors. Setting priorities based on substantive strategy reassures the workforce and compounds the efforts that reinforce success.

TACTICS REQUIRE DIAGNOSTICS – Tactics bring organizations closest to its clients. Continuous improvement through relentless measurements enhances successful performance. Diagnostics monitor transactions and assist with customer service and service refinements. It is the pursuit of perfection.

INTEGRITY IS THE KEYSTONE – The keystone holds the enterprise together at its most critical junction where ideas, products and services meet the client. It is thus the keystone that enables the arch to fulfill its supportive mission. Integrity thus enables the organization to achieve its mission and fulfill its vision. As the keystone, integrity sustains all the activities of the organization as it recognizes risks and assumes responsibility. Ultimately, it drives the realization of vision toward the organization’s destination.

29

Local Government UnitsThey say, there is no perfect definition for integrity. Integrity

is one of the most important and oft-cited terms of virtue. It is also perhaps the most puzzling. While it is sometimes used virtually synonymously with “moral,” “acting morally” has also been distinguished from “acting with integrity.” When used as a virtue term, ‘integrity’ refers to a quality of a person’s character; however, there are other uses of the term. But definitely, it is not inaccurate to say that building integrity is the corner stone of good governance which is an essential precondition for sustainable development.

Various places that are quite similar in terms of their natural resources and social structure have shown strikingly different performance in improving the welfare of their people. Much of this is attributable to the concept of integrity as applied to standards of governance.

There are indispensable elements of integrity towards good governance specifically in the Provincial Government of Oriental Mindoro. These are integrity in leadership, integrity in the government system and processes, and integrity in the delivery of public service. These aspects of integrity are very significant especially in introducing any kind of reforms in the government. Public sector reforms, including transformation that involves changes in structures, processes and procedures would be ineffective unless these areas are accompanied by reforms in

Integrity Mechanisms Action Plan


behavior, mindsets and eventually values.

A. INTEGRITY IN LEADERSHIP In the sphere of public administration where service,

power, and politics collide, one of the crux or most critical rudiments of good governance lies in the integrity in leadership. Given the necessary works to be done in the government in order to address all public issues, the thrust to provide reliable and effective services to the people depends upon our leaders.

Among all issues in leadership in the Province of Oriental Mindoro, it appears that the crux of mistrust in the provincial government, if any, is how the leaders are perceived by the citizenry; hence, an integrity issue in terms of leadership.

Lack of perceived political will to eradicate corruption within the PGOM.

Politicians have often been accused of ignoring the “public interest” and promoting “vested interests.” From such notion, people are being cynical. Ordinarily, political leadership and commitment to fight corruption up to the highest level are deemed to be the most important preconditions for success in promoting integrity in leadership. Without an earnest fortitude for change and transformation, all efforts to combat corruption will only result to a bureaucratic impasse.

In essence, leadership which is many times marked by one’s political will is indispensable in the politico-administrative milieu of government. Therefore, an effective leader who leads by example is crucial in restoring trust in

31INTEGRITY MECHANISMS ACTION PLAN

the government as a whole.

As a political organization, the local government units, such as the Provincial Government of Oriental Mindoro (PGOM), run through the policy direction of the officials in the bureaucracy, most of them being elected by the people at large. Indeed, there could be efforts to address integrity issues in governance; however, genuine and sincere political will and determination of all government officials to nurture and inculcate integrity in leadership and in service is irrefutably lacking. This so-called “political will” involves intent and motivation which are both inherently intangible. It is a mere state of mind and which may exist at both individual and collective level. Consequently, political will can never be appreciated until such time that perceptible and tangible result becomes visible to, and felt by, the people.

In a government that is tainted with corruption and ineffectiveness, the restoration of trust is primordial. It bears reiterating that poor public perception towards government is a challenge, and restoring people’s trust is an equally important concern especially in the context of political will among leaders.

Mechanisms:To be able to address this integrity issue on leadership,

publicized initiatives and more tangible and visible results of the commitments made are necessary. On that note, the following strategies and activities must be devised by the Provincial Government, thus:1. Conduct of a survey of the level of awareness or

perception of the people. It is important that the


government knows the extent of the issue particularly the level of awareness of its constituencies through a survey practically in the whole province which may be conducted through the Provincial Planning and Development Office (PPDO). Also, through survey, the Provincial Government would know those areas having the highest level of negative perception towards its leadership which would definitely needing immediate action and prioritization.

2. Intensify public information on the efforts to eradicate corruption. Based on the survey conducted, the Provincial Information Office (PIO) shall increase or strengthen its information dissemination activities especially on the efforts of our provincial leaders to stop and eradicate corruption in Oriental Mindoro.

3. Strict monitoring and evaluation of the actions being undertaken to eradicate corruption within the PGOM. Other than information dissemination, it is equally important to ensure that the PGOM implements effective schemes to achieve its ultimate and earnest objective to eradicate corruption in the local government. The presence and empowerment of an internal audit system could be a manifestation of the commitment to eradicate corruption within the PGOM. As such, recommendations made by the Internal Audit Services (IAS) Division under the office of the Provincial Governor must be strictly adhered and observed by the concerned office or department. The IAS shall monitor and evaluate observance and compliance with these recommendations.

4. Conduct a resurvey of level of perception of the people. Lastly, to be able to assess the effectiveness of the intensified public information and dissemination activities made by the PIO, a resurvey of the areas where massive information, education and communication interventions were made, particularly


in the context of their perception on political will of their leaders geared towards the eradication of graft and corruption in the PGOM.

Time Frame: within six (6) months

B. INTEGRITY IN THE SYSTEM AND PROCESSESIntegrity in the government is reflected on how

the systems are implemented and how government processes are being handled. It pertains to the way the local government moves, how it performs as a whole, as an institution.

Governments and state-owned enterprises purchase a wide variety of goods, services and public works from the private sector, from basic computer equipment to the construction of roads. And of all government activities, public procurement is one of the most vulnerable to fraud and corruption. Hence, it becomes the focus of questions on honesty and integrity.

B.1 Overstatement of cost of government infrastructure projects.

The government procurement system has always been one of the most critical subjects of public scrutiny and cynicism. The procurement process in the government is consistently being criticized and considered as one vital aspect of public administration that needs enormous and sincere reforms. Its lethargic and usually dubious scheme usually puts the government into such undesirable limelight.


The most obvious and visible kind of sleaze in the government is done through overpricing of projects and programs that the government undertakes, particularly those relating to construction and infrastructure which ordinarily involve huge amount of money. This may come in form of actual overstatement of cost of the project through connivance with some government officials and employees, as well as with other contractors or suppliers. On the other hand, this may also be done in form of sub-standard quality of projects and mediocre services.

Observably, despite the enactment of the Republic Act No. 9184 or Procurement Law, this issue continues to exist. Perhaps, the leniency and relaxed policies on the process of formulation until the implementation of these projects opens wide opportunity for overpricing and corruption.

Mechanisms:Considering the prevalence of this problem not

only in local governments but in the whole system of procurement in the country and perhaps around the world, serious and practical strategies must be adopted to ensure cost efficient infrastructure projects in the Province, such as the following:1. Set a standard range of cost of infrastructure projects

per municipality thru an independent project appraiser. Considering that the cost of government infrastructure projects are based on a range set by the Provincial Engineering Office, it is believed that the standardization of this range per municipality is imperative to prevent overpricing of costs of projects. Further, to ensure accuracy and integrity in the said


standard range, the same must be established by an independent appraiser.

2. Require use of the “median” of the range previously set. Corollary to the above, after standardization of the range of costs of infrastructure projects undertaken by the PGOM, it is further advised that the use of “median” of the said range be used in the determination of the actual cost to make sure that the stated cost is not on the extremely upper part of the range which usually cause overpricing.

3. Open the public biddings to media if the Approved Budget for Contract (ABC) amounts to at least three million pesos (P3M). Corruption thrives on secrecy; hence, the key challenge is to ensure transparency in the entire public procurement cycle, no matter what the stage of the process is or the procurement method used. By promoting greater governmental transparency can foster external scrutiny. As such, opening the public biddings to the media especially in those involving huge amount could provide an adequate degree of transparency in the entire procurement cycle in order to promote equitable treatment for potential suppliers and fair costs of projects.

4. Allow internal audit of infrastructure projects. Procurement plans generally include the related budget planning, formulated on an annual or multi-annual basis, with a detailed and realistic description of the financial and human resource management requirements. The management of public funds should be monitored by the Internet Audit Services Division, at the very least.

Time Frame: within one (1) year


B.2 Conflict of interest in the performance of public duties vis-a-vis the procurement system in the PGOM.

The government, in itself, is one of the biggest consumers of goods and services. Given the scope and extent of its functions, the public sector requires massive supply of essential goods and services. Again, it is seen, to some public officials, as an array of possible industry and business opportunity.

It is actually an open secret that many officials in the government pursue to be a supplier, the same being a “sure-market” for them. Hence, this results to an obvious conflict of interest, for the suppliers and contractors of the government, at times, are those officers inside the government themselves. They are able to circumvent the rules on that matter by using dummies or “front names” so as to hide the real identity of the supplier and through collusion among the bidders themselves. Consequently, they are able to comply with all the requirements under the law, but in total disregard of integrity and “delicadeza.”

Mechanisms:The issue of conflict of interest is deeply

ingrained in the values and ethics which the civil servants must apply in the performance of their duties and functions. Hence, the mechanisms necessary to address the same are mostly geared towards value formation and transformation.


1. Strict evaluation of suppliers and contractors. Evaluation of bids must be in accordance with the procedures stipulated in the bid solicitation. They must be checked for responsiveness to the contractual, technical and financial requirements of the bid solicitation. Fair, accurate and transparent evaluation of bids is an important aspect of procurement process. More importantly, keen evaluation of documents submitted by suppliers and contractors might possibly give way to discovery of conflicts of interests in the performance of government duties and in acting as private contractor or supplier who participates in the procurement system.

2. Black listing of suppliers/contractors who act as dummies. After thorough evaluation of documents submitted, in the event that it becomes apparent that a supplier or contractor uses dummy so as to conceal the existence of conflict of interest, the said contractor or supplier shall be immediately blacklisted from contracting with the PGOM and institute appropriate legal actions, if possible.

3. Require all offices to submit their own transformation programs and to implement the same. To ensure that all government officials, particularly those who have active participation in the procurement system shall submit their respective office transformation programs. This aims to build values and integrity among government officials to refrain from engaging to such actions which is in violation of the ethos of public service. Further, to prevent the influence of individual private interests on public decision making, officials should be


aware of the circumstances and relationships that lead to conflict-of-interest situations. The Provincial Human Resource and Management Office (PHRMO) shall ensure compliance hereto.

4. Posting of materials on ethical and good moral values. Display of positive and ethical values in the four corners of a work place could foster positive atmosphere and may attract adoptive reactions among workers, especially in the civil service. It shall also be the duty of the PHRMO to ensure that this is complied with by all offices in the PGOM.


C. INTEGRITY IN THE DELIVERY OF PUBLIC SERVICESThe complex challenges faced by government in all

countries cannot be met successfully unless the status of government service is revalued. In turn, this requires that the traditional public service ethos be reinforced. The specific core values associated with public service vary from place to place. Although there are several virtues and/or values related to public service ethics such as honesty, integrity, impartiality, respect for the rule of law, respect for persons, among others, values/virtues vary from one person to another and from one country to another. The generic values are, however, common to all countries: public servants are expected to treat all citizens with respect, fairness, and integrity; to be impartial and equitable in their actions; and to ensure accountability and effectiveness in the delivery of services.


The provision of public services—such as health care, education, sanitation and criminal justice—is a key task for government. People care about public services and depend on them being delivered well. Public services provide the most common interface between people and the state, and their functions shape people’s sense of trust in and expectations of government. At a national level, public services underpin human welfare and economic growth.

Indeed, public services need to be delivered with integrity, centred around citizens, and responsive to their needs, particularly the needs of the most vulnerable. Even where the integrity of public resource flows can be secured, approaches to public service delivery designed for a previous age struggle to respond to present day needs driven by complex challenges in the society.

C.1 Lack of sense of responsibility and accountability

of some permanent employees of the PGOM in the performance of their functions.

Accountability of public officials is deeply ingrained within the Constitutional framework of the country. Our political and civic culture is based on the notion that public officials should always perform their duties for the public interest. Given this conception of public service, misconduct on the part of public officials presents one of the greatest threats to citizen confidence in the Government.

Undoubtedly, historical antecedents reveal that the events and ramifications surrounding a variety of


political scandals damage public confidence in the integrity of the government. Many of these events may have resulted to some measures to deal with the perennial challenge of controlling misconduct and maintaining the public’s trust. Nonetheless, those measures seem to be inadequate. The cumulative effect of these events has been to generate an increasing degree of cynicism about Government and its public servants. In short, accountability builds confidence in government and in the delivery of public services.

Public officials, up to the lowest rank of civil servants, seemingly lack on this so-called sense of responsibility. Oftentimes, some officials and employees in the government perform their duties and functions without realizing that being entrusted with the powers of the state, they must be held accountable for all their actions.

Mechanisms:If we are to ask people to have faith in the

government and to believe that all will be treated fairly, we must have institutions and systems that ensure that public officials are held accountable. A sense of highest responsibility, a dignifying and elevating sense of being trusted, together with a consciousness of being in an official station so conspicuous that no faithful discharge of duty can go unacknowledged and unrewarded, and no breach of trust undiscovered and unpunished.


1. Continue to support trainings and orientations on accountability of civil servants. Given the indispensability of promoting ethics and accountability in the civil service, trainings and orientations therefor must be conducted among all permanent employees of the PGOM on a regular basis through the PHRMO.

2. Strict supervision and implementation of management policies including the Manual of Operations. The Manual of Operations of the respective offices of the PGOM serves as the governing law in the performance of duties and responsibilities of its employees. As such, all department heads shall make sure that their respective Manuals of Operation are strictly adhered to.

3. Reward exemplary performance, per office, based on the established performance assessment system of the PGOM. All offices and departments shall strive to formulate a reward system based on the performance assessment system being adopted by the PGOM. The reward may be given per office which may be given in form of cash, plaques, trophies, recognition during flag ceremony, posting of awardees in PGOM website, etc.

4. Encourage vertical accountability instead of horizontal accountability. In case of horizontal accountability where co-equal bodies or agencies are tasked to implement such check and balances in government, hierarchical relationship is generally lacking between actor and forum, as are any formal obligations to render account. Hence, it is believed that the use of vertical accountability model would promote greater accountability among


government employees. Consequently, this vertical accountability implies that based on their hierarchical relationships, the employees are accountable to their supervisors or division chiefs while the latter are accountable with their department heads. And ultimately, the department heads are accountable to the local chief executive.

5. Invite watchdog organizations and journalists as an alternative audit system. Scrutiny practices enhance assessment and review of government actions focusing on the power of information to enhance accountability. Governments should enable civil society organizations, media and the general public to scrutinize how government services are delivered. To complement traditional accountability mechanisms, the PGOM, through the Integrity Circle, should consider involving representatives from civil society organizations and the media for a wider public monitoring and evaluation of local governance. Education of civil society organizations, media and the wider public, for instance through awareness-raising programmes and communication campaigns, is crucial in promoting accountability in government services.



C.2 Liberal implementation of “Anti-Red Tape Act of 2007” or ARTA Law.

In transacting with a government agency it has been the usual scenario that clients complain for suffer from the complicated procedures, time-consuming steps, and unnecessary requirements that the office personnel have required. Red tape, defined by the dictionary as the excessive bureaucracy or adherence to rules and formalities which results in delay or inaction, is not unusual in local government. This is the very reason for the enactment of the Anti-Red Tape Act of 2007.

In essence, the ARTA Law covers almost all issues encompassing the integrity in the delivery of public service. Efficiency and transparency in the government with regard to the manner of transacting with the public by requiring each agency to simplify frontline service procedures, formulate service standards to observe in every transaction and make known these standards to the clients/citizens.

Nevertheless, the said law seems to be futile if not strictly and properly implemented by all concerned agencies in the government.

Mechanisms:The ultimate objective of the enactment of the

ARTA Law is to provide improved and quality public service to people. Hence, it is imperative that this must be strictly implemented especially to reduce “turn-around” time on over-the-counter transactions


in the PGOM and to ensure high level of customer satisfaction.1. Designate an “officer of the day” to

accommodate clients especially during noon-break. It must be ensured that an “officer of the day” must be designated in all departments/offices of the PGOM. The said officer of the day shall accommodate clients especially during noon-break for an unimpeded delivery of public services to people especially those who just find time to access government offices during noon-break.

2. Impose the use of “feedback forms” and incorporate the feedbacks in performance assessment of the office. All offices must provide a means for their clients to assess or evaluate the manner and quality in which they provide services so that every office generates a valid source of information regarding its efficiency and effectiveness in delivering public service. This would also serve as an instant client satisfaction assessment for each office and its personnel.

3. Mandatory display of “Citizen’s Charter” per department/office. Under the ARTA Law, all government agencies including departments, bureaus, offices, instrumentalities, or government-owned and/or controlled corporations, or local government or district units shall set up their respective standards to be known as the Citizen’s Charter within one year after the effectivity of said law. It describes the step-by-step procedure for availing a particular service, and the guaranteed performance level that they may expect for that service. However, law further requires that the same must be


displayed or posted in a conspicuous place in the office so that the public would know what are to be expected especially on over-the-counter transactions with the PGOM.

4. Standardization of processing of papers in all PGOM offices. The standardization of processing of papers across all PGOM offices is aimed to improve delivery of public services in the province. Using standards benefits government organizations in many ways, from streamlining their own processes to helping build alternative approaches to regulation especially in its efforts to reduce red tape in the bureaucracy. Accordingly, a working group must be created to formulate the standardized processing of papers to be adopted by all offices of the PGOM.

5. Use of tracking system through serialization of documents (bar coding, if possible) and designate a document controller. In line with standardization of processing of papers in all PGOM offices, the serialization of documents as a tracking mechanism is very important to reduce red tape in and hasten the processing of papers in the government. The use of electronic or information technology, such as barcoding, would even improve the process. If so implemented, the PGOM shall then designate a document controller who will be responsible for safekeeping, control and archiving of these serialized documents.

6. Support orientations on ARTA Law and the standards of customer service. It bears reiterating that the purpose of the ARTA Law is to eliminate or at least reduce the complicated procedures, time-consuming steps, and


unnecessary requirements in processing of papers and documents in government offices. Thus, it is very important that all employees of the PGOM, whether permanent, contractual, casual, or job contracting, must be briefed with the standards of customer service especially the mandates of ARTA Law.

7. Impose strict/close supervision especially on frontline service providers. Under the ARTA Law, “Frontline Service” refers to the process or transaction between clients and government offices or agencies involving applications for any privilege, right, permit, reward, license, concession, or for any modification, renewal or extension of the enumerated applications and/or requests which are acted upon in the ordinary course of business of the agency or office concerned. Considering the significance of their role in the delivery of public services, it is important that the frontline service providers give utmost client satisfaction. Hence, the closest supervision possible must be exercised to ensure proper performance of their duties and effective delivery of services.



The Business SectorIssues on integrity are not only attributable to the

government. Inevitably, the business sector plays a vital role in promoting good governance especially in the local government. All efforts of the government for integrity building require counterpart involvement of the private sector. It is more of an interplay between the public sector, private firms, and civic organizations.

Indifference in asserting the rights of the Private Sector

The business sector’s seeming indifference towards the activities of the Provincial Government of Oriental Mindoro, including the issues that affect the stakeholders, is seen as an area for improvement by the integrity circle. The private sector’s disinterest to pursue quality public service for all, not only for specific services that concern them, does not help the Provincial Government to continuously improve its services.

Mechanisms:

Other than transformation of the government system internally, a proactive private sector on their rights for effective and good governance would make a great difference in the efficiency and success in public administration. 1. Set up a Complaint Desk and/or complaint hotline for

each office. One of the reasons the private sector does not pursue its complaints about offices/services delivered by the government is the inconvenience of looking for someone to air their concerns. Although the PGOM has an information desk which also serves as a complaints desk, the complaint hotline is considered as a more convenient way to lodge complaints for two reasons – ease of access


and security. Anybody who has a mobile phone can text a specially assigned number to lodge a complaint without fear of being identified. Unlike in complaints desks where complainant is identified even by those standing around the area where the complaints desk is located, certain level of anonymity is also assured as the information about the complainant will be limited to persons involved in handling the complaints hotline.

2. Impose Feedback Mechanisms. Although several offices, especially those which are ISO-certified, are already implementing the feedback mechanism, it must be imperative that all offices provide a means for their clients to assess the manner in which they provide services so that every office generates a valid source of information regarding its efficiency and effectiveness in delivering public service. Also, if designed properly, the client satisfaction survey and/or suggestion box will provide useful information on service improvement and client relations. As such, the front desk officer/s shall ensure that all clients are able to accomplish or fill up the feedback form before leaving the office.

3. Post the Citizen’s Charter in the waiting area of the office. According to the Anti-Red Tape Act of 2007, government offices handling frontline services are required to display/post their Citizen’s Charter to inform the public of the services they provide and processes involved in the provision of such services. Although the awareness itself is already public service, it also involves the private sector in the operations of the LGU and empowers them to demand for quality and timely services. The Citizen’s Charter also provides the basis for an objective assessment of the offices’ performance in terms of client satisfaction. This citizen’s charter must be strategically posted, such as the waiting area, so as to encourage the private.

4. Coordinate with the business sector, through I4J, to discuss


issues and concerns and updates on business-related policies of the PGOM. The business sector of the Integrity Circle will meet regularly to discuss issues and concerns, and upon request, with a representative of the PGOM, to explain business-related policies, to clarify specific issues and to address concerns. This will also help improve the business sector’s involvement in the LGU’s effort of building strong partnership with the private sector.

Time Frame: within six (6) months.


The Civil SocietySimilarly, the civil society plays an important role in

nurturing integrity and good governance in the Province of Oriental Mindoro. Generally, civil society has been more vocal in expressing distrust in the government where there is no transparency and accountability. Indeed, civil society groups in the Philippines have historically been in the forefront of demanding accountability and answerability from the government.

Inactive Participation of Civic Organizations in the policy-making processes.

It is very alarming that the civil society in the Province has been very inactive in the policy-making process through membership with the Local Special Bodies (LSB). To date, only few civic organizations have applied and have been accredited for the purpose of membership with the LSB. Considering the importance of active participation of Non-Governmental Organizations (NGOs), People’s Organizations (POs), and Civic Organizations (COs) in the formulations of the local government policies in the province, definitely, their lack of interest for active involvement in local governance is an issue that needs to be addressed.

Under the law, people’s organizations, non-governmental organizations, and even the private sectors are encouraged to take direct part in the policy-making process in the government through membership in the Local Special Bodies of the local government unit


INTEGRITY ISSUE/S AND CONCERNS

PRACTICAL STRATEGY/MECHANISM

PERFORMANCE GOAL

PERIOD OF IMPLEMENTATION

EXECUTING UNIT/OFFICE/AGENCY

LOCAL GOVERNMENT UNIT (Provincial Government of Oriental Mindoro)

Lack of perceived political will to eradicate corruption

1. Conduct a survey of the level of awareness or perception of the people

2. Intensify public information on the efforts to eradicate corruption

3. Strict monitoring and evaluation of the actions being undertaken to eradicate corruption

4. Conduct a resurvey of level of perception of the people

1. publicized initiatives2. more tangible and

visible results of the commitments made.

within six (6) months PPDO, PIO, Media, Business Groups, CSOs

Overstatement of cost of government infrastructure projects

1. Set a standard range of cost of infra projects per municipality thru an independent project appraiser

2. Require use of the "mean" of the range previously set

3. Open the public biddings to media if the ABC amounts to at least P3M.

cost efficient infrastructure projects

within one (1) year PGOM, Media, Private Sector

Conflict of interest in the performance of public duties vis-a-vis the procurement system in the PGOM

1. strict evaluation of suppliers and contractors

2. black listing of suppliers/contractors who act as dummies

3. require every offices to submit their own transformation programs

4. posting of materials on good moral values

eliminate conflict of interests in the procurement system

within six (6) months PGOM offices




PERFORMANCE GOAL




Lack of perceived political will to eradicate corruption

1. Conduct a survey of the level of awareness or perception of the people

2. Intensify public information on the efforts to eradicate corruption

3. Strict monitoring and evaluation of the actions being undertaken to eradicate corruption

4. Conduct a resurvey of level of perception of the people

1. publicized initiatives2. more tangible and

visible results of the commitments made.

within six (6) months PPDO, PIO, Media, Business Groups, CSOs

Overstatement of cost of government infrastructure projects

1. Set a standard range of cost of infra projects per municipality thru an independent project appraiser

2. Require use of the "mean" of the range previously set

3. Open the public biddings to media if the ABC amounts to at least P3M.

cost efficient infrastructure projects

within one (1) year PGOM, Media, Private Sector

Conflict of interest in the performance of public duties vis-a-vis the procurement system in the PGOM

1. strict evaluation of suppliers and contractors

2. black listing of suppliers/contractors who act as dummies

3. require every offices to submit their own transformation programs

4. posting of materials on good moral values

eliminate conflict of interests in the procurement system

within six (6) months PGOM offices




PERFORMANCE GOAL




Lack of sense of responsibility and accountability among permanent employees of the PGOM in the performance of their duties

1. support trainings and orientations on accountability of civil servants

2. strict supervision and implementation of management policies including the Manual of Operations

3. encourage vertical accountability instead of horizontal accountability

4. offer trainings for watchdog organizations and journalists

Instill sense of accountability among all civil servants in the PGOM; effective alternative audit system

within six (6) months CSC, PHRMO, DILG, Media, CSOs

Leniency in the implementation of “Anti-Red Tape Act of 2007” or ARTA Law.

Ensure strict implementation of ARTA Law 1. designate an "officer of the day" to

accommodate noon-break clients 2. impose the use of "feedback forms"

and incorporate the feedbacks in performance assessment of the office

3. Mandatory display of "Citizen's Charter" per department/office

4. standardization of processing of papers in all PGOM offices

5. use of tracking system through serialization of documents (bar coding, if possible) and designate a document controller

6. Support orientations on ARTA Law and the standards of customer service

Reduced "turn-around" time on over-the-counter transactions in the PGOM; High level of customer satisfaction

within six (6) months PHRMO, Concerned offices of the PGOM. CSC,




PERFORMANCE GOAL




7. impose strict/close supervision especially on frontline service providers

BUSINESS SECTOR

Indifference in asserting the rights of the private sector

1. Impose feedback mechanism 2. post or publicize the citizen's charter 3. set up a complaint desk and/or

complaint hotline for each office 4. coordinate with the business sector,

through I4J, to discuss issues and concerns and updates on business-related policies of the PGOM

A proactive private sector on their rights for effective and good governance.

within one (1) year PGOM as a whole, private partners, I4J

CIVIL SOCIETY

inactive participation of civic organizations in the policy-making processes

1. formulate concrete incentive policies for accredited POs, NGOs, etc.,

2. Conduct orientations on the roles of CSOs in policy-making processes

3. publicize, and simplify, if possible, the accreditation process of POs, NGOs, etc.

increased involvement of the civil society in policy-making processes in the Province

within six (6) months CSOs, PGOM

59

Undeniably, the Province of Oriental Mindoro holds so much potential for investment and business opportunities. However, abundance of natural resources may not be automatically equated to economic activities and investments. Studies reveal that those with a high level of confidence towards the public sector tend to perform better economically. Business and investment apprehensions are less likely to happen if there is high regard and confidence to the bureaucracy. Indeed, there is a direct relationship between effective and good governance with economic growth and development.

Integrity, on the other hand, is the key towards good governance, thus, promoting and building integrity is critical to the effective functioning of public authorities and the community’s confidence in public institutions. Some of the top reasons cited by the members of the Integrity Circle of the Province of Oriental Mindoro themselves for lack of trust in government includes corruption and fraud specifically in the procurement system and issues on the efficiency and quality delivery services provided by the local government.

As such, the PGOM must act on these issues, building measures to ensure reliability, fairness, responsiveness, inclusiveness and integrity into policy making and service delivery. Through this project, the strategies and mechanisms for the promotion of integrity in the local government have the following approach:

Conclusion


• Building and optimizing integrity in public authorities of the PGOM through systems and strategies to prevent matters arising in the first instance.

• Transparency in all government activities in the local government and participation of wider public in critical or prone areas and activities to corruption.

• Clarity on standards of conduct and integrity expected of public officers through the ARTA Law, Manual of Operations and other Code of Ethics, guidelines on codes of conduct, and accountability and ethical decision making trainings.

• Support of public authorities to strictly manage and supervise the conduct of employees of the PGOM.

• Taking collaborative approach to working with all sectors of the society, acknowledging that operating contexts are different, but each must have common values, principles and objectives.

Reformed institutions, processes and procedures are essential components for the effective functioning of the government. In the absence of good institutions, there are high possibilities of graft and corruption, inefficiency, incompetence, and redundancy in public service. Hence, the institutions, process and procedures must also be transformed to target a standard of performance that are at par if not better than the service of the private sector.

Therefore, transformation among public authorities and civil servants in terms of ethics, value and most importantly integrity in the local government would result to business and investments in the Province of Oriental Mindoro. In effect, these investments would support steady economic growth and sustainable development in the province, and ultimately would create jobs for its constituency.

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ANNEX REVIEW OF RELATED LITERATURE

Why Integrity is Important in the WorkplaceJoe Plemon

“Being honest with all people”, it is more than living out good moral principles – it is also critical for succeeding in the business world.

Corporate integrity starts at the top as individual integrity means individual accountability. An employee answered a phone call and the caller wanted to speak to his boss who happened to be in the room at that time. The boss instructed the employee to tell the caller that he was out, but the employee handed the phone to the boss and said “You tell him you’re out.” The employee told his boss, “if I can lie for you, I can also lie to you.” After the incident, the employee became the owner’s most trusted employee.

Employees with integrity shine. They do not undermine their fellow workers, they just work hard whether they are being watched or not, they can always counted on to do their best, and they will be honest enough to admit if they have made mistakes. They won’t pass the blame, but they will share the credit. They are an inspiration to others, creating a positive and upbeat work environment.


Upholding Integrity in the WorkplaceNimrata Grewal

Professional integrity is a quality that can take fast forward your success by creating an image of you being a responsible worker who not only gets the job done well and in time, but deliver quality work consistently.

The most important measure of your career graph is how high you rank when it comes to workplace integrity, rather than measuring it by the job title you hold, the salary you earn or achievements you display in your resume.

Traits that define integrity at workplace

If you commit to a task, do you see it through until it’s done? Do you utilize your office time judiciously? Are you a good team player? Your competence is not defined by how much you work but how you accomplish the work. Be dependable in your work dealings and unfailing in deliverance to deadlines.

Admitting mistakes shows a positive quality about you – that you take responsibility for your work. Making mistakes is okay, hiding them is not. We all know that failure is the stepping stone to success.

Good communication skills include not just being able to convey what you have to say and lending a patient ear to others, it also refers to the ability to filter harmless office conversations from malicious gossip. Words are a powerful entity that can make or break work relationships. Remember, what you choose to say reflects a lot about the person that you are.

If you have people who work under you, always remember to give credit where it is due, be fair in delegating and assessing work, and open minded to the views of your te


For comments, questions and suggestions, contact:

“Partnerships for Integrity and Jobs” (Project I4J)Coordination OfficeKonrad-Adenauer-Stiftung5/F Cambridge Center,108 Tordesillas cor. Gallardo Sts.,Salcedo Village, Makati City1227 Philippines

Phone: (632) 819 7530Fax: (632) 893 6198

Website: www.euprojecti4j.com

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