Cagayan de Oro College – Phinma

Masters in Government Management

BAM 148 Management of Local Government System

Mary Ann G. Monsanto Rodrigo N. Valmoria, Jr.

Brian Salva Maria Lovella Velasco
GROUP 7John Rovell Z. Sijo Dimple R. Ventic
Liezel D. Sios-e Jechris O. Villanosa
Marnie S. Suarez Girlie Joy S. Villones
Reynan P. Tagayong
 TOPIC OUTLINE

 Human Resource Management in Local Government

 Basic Requirements for and Approaches to Effective

Internal Control

 Business Permit and Licensing System (BPLS)

 Disaster Risk Reduction and Management (DRRM)

 TOPIC 1

HUMAN
RESOURCE
MANAGEMENT IN
LOCAL
GOVERNMENT
Dimple R. Ventic
Speaker

Rodrigo N. Valmoria, Jr.

Brian Salva

Researchers
HUMAN RESOURCE MANAGEMENT IN
LOCAL GOVERNMENT

4 Key Areas

Recruitment
Learning and Performance Rewards and
and Selection
Development Management Recognition
Placement
Recruitment Selection and Placement Process

Start

Publication of Preliminary Evaluation

Filing Application
Vacant Positions of Candidates

• Conduct IQ Test
Personnel Selection Board Preparation of
• Conduct Behavioral
(PSB) Selection Line-Up
Event Interview
• Screening/Deliberation
Background
Investigation

Announcement of
Final Selection of Appointed End
Appointee Candidate
 Recruitment and Selection Placement

Kinds of Appointment:
o Permanent
o Temporary
o Substitute
o Coterminous
o Contractual
o Casual
o Job Order
 Learning and Development

Sec.1 Rule VIII of Omnibus Rules Implementing Book V of EO No.

292 and Other Pertinent Civil Service Law and Rules states that:
“Every official and employee of the government is an important asset or resource to be valued,
developed and utilized in the delivery of basic services to the public. Hence, the development and
retention of a highly competent and professional workforce in the public service shall be the
main concern of every department or agency.

Every department or agency shall establish a continuing program for career and personnel
development for all agency personnel at all levels, and shall create an environment or work
climate conducive to the development of personnel skills, talents and values for better public
service.”
In establishing a continuing program for the development of the
personnel, such programs shall include:

 Induction Program
 Orientation Program
 Reorientation Program
 Professional/Technical/Scientific Program
 Employee Development Program
 Middle Management Development Program
 Value Development Program
 Pre-retirement Program
 Executive Development Program
Agency should invest in learning and development that includes:

 Improve performance, productivity and efficiency

 Improvement in employee’s skills and knowledge for their current
role
 Increasing employee’s generic skills
 Organizational development
 Talent management and succession planning
 Employee career development
 Employment motivation
 Performance Management

Activities that ensures effective and efficient delivery of goals/

objectives consistently. It also helps us to find out if there are gaps
between the desired outcomes and the actual outcomes.

Pursuant to Sec. 1 Rules IX – Omnibus Rules Implementing Book V of EO 292 “There

shall be established performance evaluation system in every department or agency of the
national or local government , including SUCs and GOCCs with original charters.”

CSC Resolution No. 1200481 dates March 16, 2012

“Guidelines in the Establishment and Implementation of Agency Strategic Performance
Management System (SPMS)”
 Rewards and Recognition

The agency shall continue to search, screen and rewards deserving

employees to motivate them to improve the quality of their performance
and instill excellence in public service with the following:

• Loyalty Cash Incentive

(10 years cont. and satisfactory service per CSC MC No. 42 s. 1992 and CSC MC No. 17 s. 1999)

• Length of Service Incentive

(3 years cont. and satisfactory service per CSC-DBM Circular No. 1 s. 1990)

• Performance-Based Incentive
(per CSC-DBM Joint Circular No. 1 s. 2012)
 Rewards and Recognition

• Performance-Based Incentive System

Productivity Enhancement Incentive (PEI) and
Performance-Based Bonus (PBB)

• Other Monetary & Non-Monetary Awards Incentive given by the

Program on Awards and Incentives for Service Excellence (PRAISE)
Committee
 Rewards and Recognition

Employee Welfare Benefits

• Monetization of Leave Credits
• Leave Benefits:
o Vacation Leave
o Sick Leave
o Anti-Violence Against Women and
their Children (VAWC) Leave
o Forced/Mandatory Leave
o Maternity Leave
o Paternity Leave
o Rehabilitation Leave
o Relocation Leave
o Solo Parent/Parental Leave
o Special Privilege Leave
o Study Leave
o Terminal Leave
o Adoption Leave
o Special Emergency (Calamity) Leave
o Special Leave Benefits for Women
 Rewards and Recognition

• Other Benefits

 CNA initiated benefits

 13th Month Pay
(BC No. 2014-4-DBM)
 Cash Gift
 Relocation Allowance
 Personal Economic
 Family Visit
 Relief Allowance
 Step-Increment
 Anniversary Bonus
 Laundry Allowance (if applicable)
 Amelioration
 Night-shift Differential
 Hazard Pay
 Overtime Pay/Compensatory Time-
 Clothing Allowance
Off
 Representation and Transportation
 Retirement Benefits
Allowance (RATA)
 Loyalty Pay
 TOPIC 2

BASIC
REQUIREMENTS FOR
AND APPROACHES TO
EFFECTIVE INTERNAL
CONTROL
Reynan P. Tagayong
Speaker

Maria Lovella Velasco

Girlie Joy S. Villones

Researchers
 Internal Control

The plan of organization and all the coordinated methods and measures
adopted within an organization or agency to safeguard its assets, check
the accuracy and reliability of its accounting data, and encourage
adherence to prescribed managerial policies

Purposes:
- protects assets
- ensure that records are accurate
- promote operational efficiency
- achieve organizational mission and goals
- ensure compliance with policies, rules, regulations and laws
Why are Internal Controls Important?

 Accountability
 Citizens
Approved budget has been followed
Spending and letting of contracts has been legal
Appropriate safeguards taken against fraud

 Grantors
Funds have been used for the purpose given
Compliance requirements have been met

 Management Data is reliable for decision making

Why are Internal Controls Important?

 Clear and accurate reporting

 Internal
Budgeting and planning purpose
Cash flow management

 External
Creditors
Grantors
Financial statement users
Why are Internal Controls Important?

 Efficient use of resources

 Eliminating redundancy in our process to allow for a streamlined

workforce

 Protecting against loss due to fraud and misappropriation

 Providing for the ability to recognize excellence within our government

 Build and maintain public confidence in the organization

Internal Control Framework
 Objectives Components

• Safeguard assets; • Control Environment

• Check the accuracy and • Risk Assessment
reliability of accounting data; • Control Activities
• Adhere to managerial policies; • Information and
• Comply with laws and Communication

regulations; and • Monitoring

• Ensure effective, efficient,

ethical, and economical
operations.
Internal Audit

• A separate component of internal control, is instituted to determine whether

internal controls are well-designed and properly operated

• The evaluation of management controls and operations performance, and the

determination of the degree of compliance with laws, regulations, managerial
policies, accountability measures, ethical standards, and contractual
obligations

Value of Internal Audit

 To improve the effectiveness of risk management, controls, and
governance processes
 To instill public confidence in the LGU’s ability to operate effectively
 To strengthen the mechanism for ensuring the accountability of LGUs to
their respective constituents
Performance Monitoring Evaluation

Periodically assessing performance and addressing opportunities for improvement

can help maximize the efficiency and effectiveness of the internal audit function.

Measuring performance is also the means by which the internal audit unit’s own

performance is assessed, and internal audit is held accountable for the use of its

resources.
Performance Monitoring Flow Chart
Performance Monitoring

 Performance Monitoring by the Head of Internal Audit

The HoIA shall have primary responsibility over the work performance and
discipline of the staff. He/she shall direct the conduct of audit progress assessment
based on a monitoring plan.

Two types of Performance Monitoring

1. Progress Assessment Report (PAR)

2. Completion Assessment Report (CAR)
 Annual Internal Audit Progress Report

The report shall contain:

1. Comments on the internal audit activities and any variance from approved
plans;
2. Progress in the implementation of the internal audit strategic plan and the
annual work plan;
3. Highlights and challenges during the period;
4. Overall contribution of internal audit in managing the organization’s internal
control deficiencies; and
5. Issues that may require attention in relation to the internal audit function.

A summary of the internal audit reports may be included in the LGU’s annual report if
the LCE so decides. .
 Performance Evaluation by the Local Chief Executive

 The LCE, being directly responsible for the installation, implementation and
monitoring of the internal control system, shall review the adequacy of the
internal audit as part of the ICS.

 LCE shall review the performance of the IAS/U through the various
reports/outputs (e.g. baseline assessment report, assessment of control
significance and materiality and control risk report, assessment of internal
audit risk report, annual audit plan, audit engagement report, audit follow-up
report, and performance monitoring evaluation report) that are submitted to
his/her office.
 TOPIC 3

BUSINESS PERMIT
AND LICENSING
SYSTEM
(PBLS)
Reynan P. Tagayong
Speaker

Jechris O. Villanosa

Marnie S. Suarez

Researchers
JMC No. 01 s. 2021

Guidelines for Processing Business Permits, Related Clearances and

Licenses in all Cities and Municipalities

Anti-Red Tape Authority (ARTA)

Department of Trade and Industry (DTI)
Department of the Interior and Local Government (DILG)
Department of Information and Communications Technology (DICT)
Business Permit

Is issued for the purpose of regulating any business or undertaking within he

jurisdiction of the LGU, which is essentially and exercise of police power of
the State within the contemplation of the general welfare clause of the Local
Government Code.

Persons and Establishments requiring Business Permits:

 Individual, partnership, corporation or cooperative regularly engaged in trade or

commercial activity as means of livelihood or with a view to profit in the city or
municipality

 Persons legally authorized to practice their profession and maintain or operate a

clinic or office, exclusively for the exercise of their profession
Business Permit
Exemptions:

 Professionals who, in the practice of their profession, have paid professional taxes in the area
where he/she practices his/her profession. However, as stipulated under the provisions of
DOF-LFC No. 001-2019 dated June 12, 2021, the professional who maintains an office or
clinic for his/her practice shall be issued a business permit at no cost.

 Individuals or those registered in the Securities and

Exchange Commission (SEC) as a One Person
Corporation (OPC) who provides a personal services that
does not fall under the exercise of a profession; provided
further, that the individual does not occupy a permanent
work
Business Permit
Exemptions:

 Service contractors providing temporary or

outsourced services outside the LGU where it
registered its principal office or branch

 Barangay Micro Business Enterprises (BMBEs)

pursuant to RA 9178 (Act to Promote the
Establishment of BMBEs Providing Incentives and
Benefits theref, and for other Purposes) and RA
10644 (Act Promoting Job Generation and Inclusive
Growth through the Development of Micro, Small
and Medium Enterprises).
Business Permit

Documentary Requirements

New Applications Renewal

• Proof of Registration • Proof of Annual Gross Receipts

• Proof of Right of Applicant
o TCT or Tax Dec
o CoL, MOA or written
consent of owner
• Location/Sketch Plan
• BFP Certificate
o Financial Statements
o Sworn Declaration of Gross
Sales or Receipts
o Income Tax Return
eBPLS Process Flow
 TOPIC 4

DISASTER RISK
REDUCTION AND
MANAGEMENT
(DRRM)
John Rovell Z. Sijo
Speaker

Dimple R. Ventic

Liezel D. Sios-e

Researchers
General Information

The climate of the Philippines is tropical and maritime. It is

characterized by relatively high temperature, high humidity
and abundant rainfall. It is similar in many respects to the
climate of the countries of Central America. Temperature,
humidity and rainfall are the most important elements of the
country’s weather and climate.

Rainfall is the most important climatic element in the

Philippines. Rainfall distribution throughout the country
varies from one region to another, depending upon the
direction of the moisture-bearing winds and the location of
the mountain systems.
General Information

Using temperature and rainfall as bases, the

climate of the country can be divided into
two major seasons:

 Rainy Season (June to November)

 Dry Season (December to May)
o Cool Dry Season
(December to February)
o Hot Dry Season
(March to May)
Philippine Disaster Risk Profile

The Philippines is prone to almost all types

of natural hazards because of its
geographical location and geotectonic
setting.
Philippine Disaster Risk Profile

Pacific Typhoon Belt

Tracks of Tropical Cyclones in the Western North

Pacific Period from 1984 to 2010

Others:
• Internal disputes and threats of terrorism
• Environmental Factors (e.g. deforestation)

Climate Change Schematic Presentation

Philippine Disaster Risk Reduction and Management System

Republic Act 10121 or the Philippine Disaster

Risk Reduction and Management Act of 2010 is
entitled as,

“An Act Strengthening the Philippine Disaster Risk Reduction

and Management System, providing for the National Disaster
Risk Reduction and Management Framework and
Institutionalizing the National Disaster Risk Reduction and
Management Plan, appropriating funds therefor and for other
purposes”.
Organizational Chart of NDRRMC
Four (4) DRRM Thematic Areas
 Significant Activities under Four (4) DRRM Thematic Areas

1. Disaster Prevention and Mitigation 3. Disaster Response

• Early warning systems
• Flood forecasting and monitoring
• Hazard and risk mappings
• Structural and non-structural interventions •
2. Disaster Preparedness
• Contingency planning
• Prepositioning and stock-piling
• Capacitating and organizing responders
• Training, drills and exercises
• Pre-Disaster Risk Assessment
• Rapid Damage Assessment and Needs
• Analysis (RDANA)
• Issuance of advisories and situation reports
Activation of Response Clusters and Incident Command
System (ICS)
• Mobilization of responders
• Humanitarian assistance (e.g. relief distribution)
• Provision of financial assistance
• Management of evacuation centers
4. Disaster Rehabilitation and Recovery
• Post-Disaster Needs Assessment (PDNA)
• Enhancement of policies and plans
• Reconstruction using “build back better” approach
• Resettlement
• Provision of new sources of livelihood
National Disaster Preparedness Plan