Revised PGRR WD As of March 4, 2020
Revised PGRR WD As of March 4, 2020
MESSAGE
Golden greetings!
JAYVEE TYRON L. UY
Governor
i
Table of Contents
LIST OF TABLES AND FIGURES ....................................................................................... i
GLOSSARY OF TERMS .................................................................................................... ii
PDC RESOLUTION........................................................................................................... iv
SANGGUNIANG PANLALAWIGAN RESOLUTION ............................................................ vi
EXECUTIVE SUMMARY .................................................................................................. viii
SECTION 1:
Overview of the Provincial Governance Reform Roadmap (PGRR) ..................................... 1
SECTION 2:
Reform Areas: Scope, Target Situations, with related SDG indicators .................................. 4
SECTION 3:
Provincial Assessment and Reform Areas Situational Analysis .......................................... 13
SECTION 4: ..................................................................................................................... 47
Five-Year Provincial Governance Reform Roadmap.......................................................... 47
SECTION 5:
Assumptions and Risk Management Plan ....................................................................... 117
SECTION 6:
Capacity Development and Technical Assistance Plan to support PGRR Implementation 129
SECTION 7:
Monitoring and Evaluation Framework ............................................................................ 139
SECTION 8: ................................................................................................................... 172
Communication Plan ...................................................................................................... 172
SECTION 9:
2020 Annual Reform Action Plan .................................................................................... 176
Annexes........................................................................................................................ 224
i
LIST OF TABLES AND FIGURES
Table
2.1 Seven Key Reform Areas
Key Reform Areas: Scope, Target Situations, with
2.2 related SDG indicators
3.1 KRA 1: Local Road Information Management-
3.2 KRA 2: Local Road Network Development Plan
3.3 KRA 3: Local Road Construction and Maintenance
3.4 KRA 4: Local Road Asset Management
3.5 KRA 5: Internal Audit
3.6 KRA 6: Procurement
KRA 7: Budget, Revenue Generation and
3.7 Expenditure Management
4.1 KRA 1: Local Road Information Management-
4.2 KRA 2: Local Road Network Development Plan
4.3 KRA 3: Local Road Construction and Maintenance
4.4 KRA 4: Local Road Asset Management
4.5 KRA 5: Internal Audit
4.6 KRA 6: Procurement
KRA 7: Budget, Revenue Generation and
4.7 Expenditure Management
5.1 Risk Treatment and Strategies
6.1 Capacity Development and Technical Assistance Plan
7.1 Monitoring and Evaluation Matrix
8.1 2019 Annual Reform Action Plan
FIGURE
1 PGRR Process
i
GLOSSARY OF TERMS
ii
NEDA National Economic Development Agency
NGA National Government Agency
NGO Non-Government Agency
NTP Notice to Proceed
PACCO Provincial Accountant’s Office
PAGRO Provincial Agriculturist’s Office
PAMANA Payapa at Masaganang Pamayanan
PAO Provincial Administrator’s Office
PASSO Provincial Assessor’s Office
PDCB-CIAP Philippine Domestic Construction Board-Philippine Domestic Construction Board
PBO Provincial Budget Office
PCR Project Completion Report
PDC Provincial Development Council
PDIP Provincial Development Investment Program
PDPFP Provincial Development and Physical Framework Plan
PENRO Provincial Environment and Natural Resources Office
PEO Provincial Engineer’s Office
PFM Public Financial Management
PGO Provincial Governor’s Office
PGSO Provincial General Services Office
PIAO Provincial Internal Audit Office
PLGU Provincial Local Government Unit
PLO Provincial Legal Office
PO Purchase Order
POs People’s Organizations
POW Program of Work
PPA Programs, Projects, and Activities
PPDO Provincial Planning and Development Office
PPMC Provincial Project Monitoring Committee
PPMP Provincial procurement Management Plan
PPSAS Philippine Public Accounting Standards
PRDP Philippine Rural Development Plan
PSWDO Provincial Social Welfare and Development Office
PTO Provincial Treasurer’s Office
QCP Quality Control Plan
RBIS Roads and Bridges Information System
RBME Result-based Monitoring & Evaluation
ROD Registry of Deeds
RROW Road Right of Way
SAAOB Statement of Appropriations, Allotment, Obligations, and Balances
SDGs Sustainable Development Goals
SES Social and Environmental Safeguard
SLRF Special Local Road Fund
SP Sanggunian Panlalawigan
SWA Statement of Work Accomplished
TEV Travel Expense Voucher
TWG Technical Working Group
UNDP United Nations Development Programme
UTM Universal Testing Machine
iii
PDC RESOLUTION
iv
v
SANGGUNIANG PANLALAWIGAN RESOLUTION
vi
vii
EXECUTIVE SUMMARY
Together with the LRNDP that supports the efforts of provincial government to
increase economic activities and improve public access to infrastructure and
services by prioritizing road development activities, the PGRR improves the bureau’s
process and system in the context of LRM and PFM and improves the manpower’s
skills through capacity development.
This roadmap indicates the first four (4) key reform areas under the Local Road
Management (LRM), their scope, targets and relevant SDG indicators to be
achieved, detailed discussions are presented from Section 3 to Section 9. These four
(4) key reform areas includes: 1. Local Road Information Management; 2. Local
Road Network Development Planning; 3. Local Road Construction and Maintenance;
and 4. Local Road Asset and Management.
The reform targets on local road information management aims for the
establishment and updating of DRRM and SDG informed RBIS and the
establishment of GIS based local road network map which will be used for
local road network planning, programming, evaluation and monitoring.
viii
Key reform targets on local road asset management intend to adopt and
implement
Local Road Asset Management Plan for improved investment decisions, road
asset preservation and maintenance.
On the other hand, PFM gives concentration in the government’s system of rules,
procedures and practices to manage public finances. The three (3) key reform areas
under the PFM are, 1. Internal Audit, 2. Procurement, and 3. Budgeting, Revenue
Generation and Expenditure Management.
Key reform targets on internal audit include the establishment of Internal Audit
Unit/Department which is functional and resourced consistent with applicable
Guidelines issued by the DBM and the CSC. Part of the strategies is to
conduct enhancing capacity in the formulation of Strategic Plan, and Risk
Assessment Manual and Annual Internal Audit Plan (AIAP), and to conduct
audit based on the identified offices in AIAP.
Sections one (1) and two (2) of this reform roadmap clearly describes the overview
of the PGRR including the seven (7) key reform areas. The PLGU is adopting the
SDGs and Philippine Development Plan by localizing its SDG Indicators and PDP
Objectives for the attainment of governance reform targets. Section 3 on the other
hand, identify and discuss the current situation, issues and concerns, and other
factors that have a direct involvement in the key reform areas, including the strength
and weaknesses of the local government unit in attaining quality road network.
Section four (4) discuss the targets and strategies for 2019 to 2022 that will answer
the gaps identified in the previous section and possibly enhanced the good practices
the provincial government is already doing. Moreover, Section 5 details the
Assumptions and Risk Management Plan, these include the possible risk treatment
and management strategies to ensure the delivery of the identified targets and
strategies.
ix
strengthen the capacity of the human resource to plan, design, implement and
maintain quality road network through effective governance. In section six (6), the
provincial government was able to identify the capacity gaps, limitations and
weaknesses of its workforce. Capacity development plans and programs have been
determined in order to acquire, develop or sharpen capabilities so that individual
employees can accomplish their work goals leading towards achieving the
organizational goals and productivity.
Section seven (7) in the plan includes the M&E Framework as a guide to regularly
and periodically track changes and progress in the reform program. It aims to
monitor and evaluate the effective implementation of the PGRR. The framework
includes column for expected results and its indicators, means of verification,
frequency of monitoring and the budget required in order to conduct the M&E
activities.
The Communication Plan in section eight (8) clearly describes how the PGRR will be
promoted to its stakeholders to seek their acceptance, support and participation in its
preparation and implementation. It contains information on key audience such as
those individuals and organizations who need to know and should be informed about
the PGRR and the reforms process. Thus, it is very important to have a clear,
specific and measurable communication plan in order to deliver the message
effectively to the target audience.
Section 9 of this reform roadmap detailed the 2019 Annual Reform Action Plan which
refers to the “one-year slice” of the PGRR that will detail how the PGRR will be
operationally implemented for a current year in terms of plan of activities, clear
objectives and deliverables, timelines, responsible offices/focal persons, budgets
and support agencies. This section highlights the Annual Reform Action Plan which
will ensure that the 2019 strategies for the reform areas will be implemented and
targets achieved.
In general, the PGRR gives a better picture of the reality gaps on local road
development and management and clearly illustrates the planned interventions/
strategies to fill in the gaps and realize the goals/objectives at the end of planning
period.
x
SECTION 1:
Overview of the
Provincial
Governance
Reform Roadmap
(PGRR)
1
The provincial government of Davao de Oro envision roads to be durable, disaster
resilient, safe and managed by a competent bureaucracy with increased citizen
involvement. Adequate infrastructures and services, such as good roads are one of
the indispensable requirements to achieve economic and social development for
Davaweño.
The PGRR aims to improve the PLGU’s skills, processes and system in the context
of LRM and PFM. This framework will anchor the prioritization and capacity
improvement of the Provincial Governments with the support of the DILG to Plan,
Design, Implement, and Maintain Quality Road Networks through Effective
Governance Processes by incorporating the elements of partnership building and
citizen’s participation for transparency and accountability. The Key Reform Areas
under LRM1 gives concentration to the capability of the PLGU in terms of planning,
prioritizing, implementation and managing local road network in line with the
Sustainable Development Goals and Development Thrust and Strategies of the local
government.
LRM1 – (i) Local Road Information Management; (ii) Local Road Network Development Planning; (iii) Local Road Construction
and Maintenance; (iv) Local Road Asset Management
2
On the other hand, PFM2 gives concentration in the system of rules, procedures and
practices for the government to manage public finances.
The result of this roadmap will not end by the year 2022. Instead, its impact will open
doors that will lead to the pursuit of continuous improvement not only in road
development but in governance as well.
The PGRR went through series of activities such as provincial capacity assessment,
which serves as the baseline for the formulation of the PGRR2SDGs. The
assessment involved evaluating the current situation of the PLGU with the aid of the
existing government–prescribed assessment tools in the assessment and review of
provincial capacities for LRM and PFM, such as:
Local Road Performance Management Assessment (LRPMA);
Public Financial Management Assessment Tool (PFMAT); and
Agency Procurement Capacity Performance Indicator (APCPI)
Successive mentoring and coaching with the DILG in partnership with UNDP were
realized. The Local Road Management Team (LRMT), its Technical Working Group
and representatives from the Civil Society Organizations participated in trainings,
workshops, and conferences on local road management and public financial
management comments and recommendation from Provincial Development Council
and the Sangguniang Panlalawigan were integrated in the plan.
The figure below illustrates the PGRR process from planning, adoption to
implementation.
Provincial
Capacity
Assessment
Monitoring PGRR
and Formulation
Evaluation
PGRR
PGRR Finalization
Implementatio Endorsemen
n t and
Adoption
PFM2 – (v) Internal Audit; (vi) Procurement; (vii) Budgeting, Revenue Generation & Expenditure Management
3
SECTION 2:
Reform Areas:
Scope, Target
Situations, with
related SDG
Indicators
4
The PGRR together with the development thrusts and strategies of the province
purposely addresses the current situation of grassroots communities to alleviate their
well-being. The LRNDP will support the attainment of the goals and objectives in the
PGRR by developing the road transport network according to provincial priority
directives.
Roads help ensure the delivery of quality services and governance reform activities
in relation to LRM and PFM. Roads to SDGs (R2SDGs) framework fastened with
planning, design, construction and maintenance of provincial road project shall be
implemented to achieve desired goals. The PLGU is adopting the SDGs and
Philippine Development Plan by localizing its SDG Indicators and PDP Objectives for
the attainment of governance reform targets.
This section indicates the seven (7) key reform areas, their scope, corresponding
target situations and the relevant SDG indicators to be achieved. The seven key
governance reform areas which PGRR will focus upon are the following:
Table 2.2 Key Reform Areas: Scope, Target Situations, with related SDG
indicators.
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
Local Road Management
1. Local Road 1.1 Road and 1.1.1 Established, updated, Eleven (11) SDG
Information Bridges DRRM and SDG Road Indicators are
Management Information informed RBIS the following:
System managed by all PLGUs
1.1.2 RBIS used for local 3.6.1 Death rate due
road network planning, to road traffic
9.1.1 Proportion of the
programming,
rural population who
evaluation and
live within 2 km of an
monitoring all-season road
5
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
1.1.3 Established, updated 9.1.2 Passenger &
and utilized GIS based freight volumes, by
local road network map mode of transport
for planning, 11.2.1 Proportion of
programming, population that has
evaluation and convenient access to
monitoring with public transport, by
complete attributes and sex, age & persons
managed by the with dis-abilities
11.a.1 Proportion of
PLGUs.
population living in
1.2 All provincial 1.2.1 All provincial and cities that implement
and component city roads urban and regional
component city video-tagged and development plans
Roads Video uploaded in a web- integrating population
Tagged based portal projections and
resource needs, by
size of city
12.7.1 Number of
countries/provinces
implementing
sustainable public
procurement policies
and action plans
16.1.4 Proportion of
population that feel
safe walking alone
around the area they
live
16.5.1 Proportion of
persons that had at
least one contact with
public official and who
paid a bribe to a
public official, or were
asked for a bribe by
those public officials,
during the previous 12
months
16.5.2 Proportion of
business that had at
least one contact with
public official and who
paid a bribe to a
public official, or were
asked for a bribe by
those public officials,
6
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
during the previous 12
months
16.6.1 Primary
government
expenditures as a
proportion of original
approved budget, by
sector (or by budget
codes or similar)
16.6.2 Proportion of
population satisfied
with their last
experience of public
services
2. Local Road 2.1 Local Road 2.1.1 Institutionalized and 16.6.2 Proportion of
Network Management functional LR population satisfied
Development Team, Roles & Management Team with their last
Planning Functions facilitates achievement experience of public
(LRNDP) of governance reforms services
in LRM and PFM
2.2 Multi- 2.2.1 Multi-stakeholder Eleven (11) SDG
stakeholder participation (with Road Indicators as
participation in women enumerated above to
LRNDP participation/involvem pave way towards
process ent) in road network achieving the
planning and following SDGs:
investment
Goal 2- Zero hunger
programming adopted Goal 3 - Good Health
as standard practice and well-being
2.2.2 Achievement of Very Goal 4- Quality
Satisfactory” rating for Edcuation
CMGP in the Citizen Goal 8 – Decent work
Participation and economic growth
Satisfaction Survey
under Dev. Live
2.3Local Road 2.3.1 LRNDP adopted by
Network the province as
Development planning document
Plan (LRNDP) through Sanggunian
Panlalawigan
Resolution (SP), in
support of the PDPFP
2.3.2 Adopted & Prioritized
List of Local Road
Projects which are
Climate Resilient
7
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
2.3.3 Provincial
Government updates
the LRNDP every
three years adopting
social and
environmental
safeguard policies
2.3.4 Local Road Network
Development Plan
aligned to SDGs
2.5Result-based 2.5.1 Institutionalized
Monitoring & results-based and
Evaluation SDG Linked
(RBME) monitoring and
System evaluation mechanism
in place and functional
to monitor LRNDP
implementation
3. Local 3.4 Communities 3.4.1 Communities are Goal 16. Promote
Road are engaged in engaged and actively peaceful societies,
Constructi provincial road participate in accountable
on and maintenance provincial road institutions and
Maintenan conducted maintenance activities access to justice for
ce such as maintenance all
planning, community
contracting,
monitoring and feed
backing and equal
opportunities are
provided to both men
and women, youth,
senior citizens and
PWDs
3.6 Personnel 3.6.1 LGU has adequate 16.5.1
complement staff with knowledge Proportion of persons
and skills in the that had at least one
following: contract with a public
➢ Road contract official and that paid a
management bribe to a public
official or were asked
➢ Construction
for a bribe by those
Supervision and public officials during
management the previous 12
➢ Project Monitoring months.
and Evaluation
➢ Environmental and
8
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
Social
management 16.5.2
Proportion of
3.6.2 Policies, measures business that had at
and strategies are in least one contract with
place to ensure that a public official and
trained personnel are that paid a bribe to a
retained or render the public official or were
required service asked for a bribe by
before leaving the those public officials
LGU during the previous 12
months.
3.7 Local road 3.7.1 Road construction Goal 16: Primary
project projects and government
monitoring maintenance activities expenditures as a
are monitored and proportion of original
reported through a approved budget, by
fully functional sector (or by budget
Provincial Project codes or similar)
Monitoring Committee
(PPMC) that is
composed of both
men and women
members
3.7.2 Establishing a
Feedback mechanism
participated by
community
3.8 Road Safety 3.8.1 All provincial roads 3.6.1Death rate due to
Management are constructed with road traffic
road safety features in
accordance with 16.1.4 Proportion of
DPWH standards population that feel
3.8.2 PLGU conducts safe walking alone
regular road safety around the area they
audit based on DPWH live
guidelines
3.9 Rehabilitation 3.9.1 Unpaved Poor to Bad, 9.1.2 Passenger &
and improvement paved core provincial roads freight volumes, by
of unpaved , poor are rehabilitated and mode of transport.
to bad paved improved/upgraded
core provincial 11.2.1 Proportion of
roads population that has
convenient access to
public transport, by
sex, age & persons
with dis-abilities
9
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
16.1.4 Proportion of
population that feel
safe walking alone
around the area they
live
16.6.2 Proportion of
population satisfied
with their last
experience of public
services
6. 6.1 Procurement 6.1.1 PLGU (BAC) uses an 12.7.1 Number of
Procurement transactions of effective Record countries/provinces
PLGU are fully Management system implementing
compliant with and regularly updated, sustainable public
the provisions of and Database of procurement policies
RA 9184 Items and cost related and action plans (e.g.
to goods and services Green procurement)
in analyzing and
evaluating proposals.
6.1.2 Reduced Procurement 16.5.1
cycle time for public Proportion of persons
bidding that had at least one
6.1.3 Adoption of standard contract with a public
documentation based official and that paid a
on Phil. Bidding bribe to a public
documents official or were asked
for a bribe by those
6.2 Provincial 6.2.1 Limit or minimize the public officials during
Government use of alternative the previous 12
adopts the method of procurement months.
Competitive 6.2.2 Promotion and
Bidding as default application of Green 16.5.2
method of Procurement Proportion of
procurement of business that had at
Civil Works, least one contract with
Goods and a public official and
Consulting that paid a bribe to a
Services. public official, or were
asked for a bribe by
those public officials
during the previous 12
months.
10
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
7. Budget, 7.1 Planning, 7.1.1 Increased percentage 12.7.1 Number of
Revenue budget of local revenues to countries/provinces
Generation preparation and augment the budget for implementing
and utilization road upgrading, sustainable public
Expenditure rehabilitation and procurement policies
Management maintenance and action plans (e.g.
7.1.2 Increased allocation Green procurement)
and utilization of funds
for local road
maintenance, 16.5.1
rehabilitation & Proportion of persons
upgrading that had at least one
7.1.3 Duly accredited Civil contract with a public
Society Organizations official and that paid a
(CSOs) participate in bribe to a public
the planning and official, or were asked
budgeting processes. for a bribe by those
7.1.4 Synchronized planning public officials during
and budgeting the previous 12
calendar, particularly months.
for budget preparation
and authorization, is 16.5.2
strictly observed. Proportion of
7.1.5 Approved budget business that had at
allocation for local road least one contract with
rehab/maintenance is a public official and
based on LRNDP that paid a bribe to a
7.1.6 The appropriation public official or were
ordinance authorizing asked for a bribe by
the annual budget(s) is those public officials
linked with the Annual during the previous 12
Investment Program, months.
Local Development
Investment Program
(LDIP) and Provincial
Development and
Physical Framework
Plan (PDPFP)
7.1.7 Provincial Government
operates with credible
budget such that actual
appropriations are
expended and
disbursed for the
Revenue targets and
collection improve
annually
7.1.8 Budget is utilized and
disbursed according to
11
KEY SCOPE TARGET SITUATION RELEVANT SDG
REFORM INDICATORS TO BE
AREA ACHIEVED
plans and schedules
7.1.9 Provincial Government
has no disallowances
from the Commission
on Audit
12
SECTION 3:
Provincial
Assessment and
Reform Areas
Situational
Analysis
13
An assessment of the current situation and key reform areas of the province is an
essential step for the identification of possible courses of actions towards the
attainment of the KRA target situations/ objectives. Hence, a Provincial Assessment
Workshop was conducted last September 20-21, 2018 at the CCMPC Building,
Capitol Compound, Cabidianan, Nabunturan, Province of Davao de Oro. The said
activity was attended by the selected Local Road Management Team members and
Technical Working Group (TGW) members, Civil Society Organizations (CSO)
representatives and other concerned personnel who were involved in the processes
of PGRR formulation.
The result of the assessment showed that there are still gaps between the current
and the target situations. Few of the major concerns are the establishment and
updating of the information systems used for road development and the lack of
manpower, skills and knowledge of the concerned personnel and stakeholders.
Moreover, the strengths and weaknesses indicated in the current situation must be
escalated at the level of executive and legislative department in order to gain full
understanding and support for the realization of the PGRR plan objectives as part of the
sustainable development.
14
Table 3.1 KRA 1: Local Road Information Management
15
programming.
TARGET SITUATIONS
1.1.1 Established, Strengths:
updated, DRRM
and SDG The provincial government through the
informed RBIS Provincial Special Projects Monitoring
managed by all Committee created the RROW Sub-team for
PLGUs Pre-implementation to address RROW issues
and through an executive order created the
Provincial Inventory Committee to update the
existing road inventory, traffic counts and other
road-related information. Aside from basic road
information, the province has an existing
hazard-based vulnerability assessment
(hazards such as flooding, rain-induced and
earthquake-induced landslide, ground shaking
and liquefaction) for road network and bridges.
Weaknesses:
16
integral part of booking up of assets. Thus,
strengthening of the composite team is
necessary for local road asset booking and
inventory.
RROW Sub-team for Pre-Implementation
also identified RROW issues that need to be
addressed, particularly on the establishment of
policies and legal instrumentalities that will
blanket all RROW-related activities. Also, team
roles and functions should be clarified to
properly address the RROW documents
preparation and other related issues.
Weaknesses:
17
evaluation purposes. The issue on the lack of
standard form of naming provincial, municipal
and barangay roads is also identified.
Weaknesses:
18
delay the collection of desired data on all
provincial roads video-tagged.
19
has a wider participation as it involved NGOs,
MPDOs and other sectoral representatives.
It also involved both men and women in the
planning for road development and investment.
PDC sectoral committees are established.
Strengths:
20
LRNDP Enhanced Version was prepared with
wider participation as it involved NGOs and
other sectoral representatives aside from local
government stakeholders.
Weaknesses
21
2.3.1 LRNDP adopted LRMPA Indicator 6: Infrastructure plans inform
by the local road works. Rating: 1
province as planning PRNDP Abridged Version 2016-2020 and
document through LRNDP Enhanced Version 2018-2022
Sanggunian underwent the regular legitimization process
Panlalawigan having approved and endorsed by the
Resolution (SP), in Provincial Development Council to the
support of the PDPFP Sangguniang Panlalawigan which adopted the
same
LRNDP supports the objectives of the PDPFP,
the former serves as an implementation tool of
the latter.
KALSADA/CMGP funded road projects belongs
to the provincial core road network listed in the
LRNDP
Improved allocation for maintenance of roads
and bridges in the annual investment
programming
Strengths:
22
2.3.2Adopted &
Prioritized List of Local 26.67% of local road projects programmed for
Road Projects which 2017 taken from the local road network
are Climate Resilient development plan
Most of road projects funded by the provincial
funds are road repairs or maintenance
Strengths
Weaknesses
2.3.3. Provincial
Government updates LRNDP was first updated in year 2017. Dubbed
the LRNDP every three as LRNDP Enhanced Version 2018-2022, it is
years adopting social the successor plan of PRNDP 2016-2020. The
and environmental updated LRNDP maintains the environmental
safeguard policies management strategy suggested in the
preceding plan.
Strengths:
Presence of environmental protection and
conservation champions (Environmental
Planners, PENRO, Tourism Office, PDRRMO)
LRNDP enhanced version is the first updating
of the plan where environmental policies and
safeguards are incorporated.
The LRM team has the knowledge and skills on
LRNDP formulation and updating.
Weaknesses
23
Presence of settlements in protected areas
Unregulated construction of permanent
structures in the protected area and in road
right of way
Weak enforcement of environmental laws and
these are not captured in the LRNDP.
2.3.4Local Road
Network Development SDG as a planning parameter was just lately
Plan aligned to SDGs introduced. However, the objectives outline in the
LRNDP will support the SDG goals for people,
planet, peace and prosperity.
Strengths:
24
met due to lack of skills and equipment. E.g.
soil investigation and hydraulic analysis.
2.5.1Institutionalized LRMPA Indicator 11: Monitoring reports on
results-based and SDG local road projects. Rating: 4
Linked monitoring and
evaluation mechanism The top-to-bottom or provincial down to project
in place and functional level M&E in the LRNDP is not in place. Present
to monitor LRNDP monitoring system by the Provincial Project
implementation Monitoring Committee is limited to physical
accomplishments. Lower level LGU and
community level monitoring is not in place.
Strengths:
25
Table 3.3. KRA 3: Local Road Construction and Maintenance
26
headed by the Provincial Engineer thru Executive
Order No. 63-2017. Through the DILG-CMGP
Program, the PEO has four (4) Constructors’
Performance Evaluators (CPEs) accredited by
PDCB-CIAP which conducted evaluation of
projects funded by PRDP and CMGP Program. To
date the group has evaluated six (6) road projects
for a total of ten (10) visits.
27
PRDP projects, as part of the requirements of the
program, a feedback mechanism was installed thru
the conduct of coordination meeting participated by
the community and by encouraging the community
to drop their comments, suggestions, etc. in the
Suggestion Box placed in the Barangay Hall, but
this has not practiced in other projects.
TARGET SITUATION
3.1.1 All road and Strengths:
bridge projects have
Rating of 2 at Indicator 12a (APCPI) substantially
Quality Control (QC)
compliant, which the agency has well defined
Plans and other
procedures and standards for quality control,
requirements in
acceptance and inspection, supervision of works,
compliance with Quality
and evaluation of contractors’ performance.
Assurance (QA) Manual
for LGUs Weaknesses:
28
environmental and gender concerns.
gender concerns
3.3.2 All maintenance
work is implemented in Strengths:
accordance with the Rating of 4 on Indicators 12 and 13 of the LRMPA
Annual maintenance 100% of the local roads are in fair to good condition
Work Program Weaknesses:
AMWP not utilized as basis in the preparation of
POW for maintenance.
3.3.3 All fair to good Strengths:
provincial roads are
maintained at Weaknesses:
rates/km/year There are no trained personnel on EMK and a
computed according to rating of 1 on Indicator 4 of the LRMPA
the DPWH EMK formula
including road safety
measures and furniture
29
Road contract PENRO personnel have technical capability to
management assist in the environment management aspect of
Construction road construction.
Supervision and
management Presence of active Provincial Monitoring Council
Project (PPMC) and regular project joint verification/
Monitoring and inspection, presence of assigned project engineer
Evaluation that can assist in project M&E.
Environmental
and Social Weaknesses:
management
Only 3 out of 17 Engineers were able to attend
training on Road Contract Mgt. and Construction
Supervision and Mgt.
-Only 1 PENRO personnel is equipped & in
charged in the preparation of Environmental Mgt.
Plan.
30
representatives; provides avenue for concerns and
complaints of project stakeholders most especially
the community on all phases of the project can be
elevated even up to the donor. The mechanism
also encourages positive feedbacks if there’s any
Weaknesses:
Feedback mechanism is only applied to CMGP and
PRDP funded projects.
3.8.1 All provincial Strengths:
roads are constructed PLGU is committed to construct road safety
with road safety features as demonstrated in the DED.
features in accordance
with DPWH standards Weaknesses:
No trained personnel on Road Safety Audit based
on the DPWH manual on highway safety design
standard 2012 which contains road safety policies
3.8.2 PLGU conducts Strengths:
regular road safety PLGU is committed to conduct road safety audits.
audit based on DPWH Weaknesses:
guidelines No trained personnel on Road Safety Audit based
on the DPWH manual on highway safety design
standard 2012 which contains road safety policies
3.9.1 Unpaved Poor to Strengths:
Bad, paved core Presence of LRNDP providing list of priorities for
provincial roads are rehabilitation, improvement and upgrading for core
rehabilitated and provincial roads and priorities are selected based
improved/upgraded on sound criteria.
Weaknesses:
328.868Km core roads identified (LRNDP) and only
67.047 km are paved road which is only 20.39%
31
corresponding request
for payments for work
accomplished,
supported by the
Statement of Work
Accomplished or SWA
that is checked and
validated by the Project
Engineer
32
Table 3.4. KRA 4: Local Road Asset Management
33
Target Situations
4.1.1 Performance Strengths:
condition assessment The Local Road Development and Management
of assets conducted program is supported by the different offices and
and reported regularly. there is available pool of experts and
knowledgeable personnel within the PLGU that can
be tapped to perform the inventory assessment of
the road networks on time. In addition, the PLGU
has also allocated funds to support inventory
related activities.
Weaknesses:
Despite the availability of personnel, the PLGU
has not yet issued an Executive Order creating the
Technical Working Group for the inventory
committee that will conduct the actual physical
inventory and assessment of the condition of the
local road network asset. Sometimes, the team is
not completely represented by other offices due to
conflict of schedules. Some scheduled dates of
inventory cannot be pushed through or conducted
late due to unavailability of service vehicle. The
conduct of inventory count and assessment was
done manually because of the absence of IT
equipment and computerized inventory system for
road networks resulting to a slow process and
errors in recording.
4.2.1 All provincial road Strengths:
infrastructure and There are personnel in the Provincial
facilities recorded as Accountant’s Office who are specifically assigned
assets in the LGU’s on road assets who have ample knowledge to
book of accounts in implement COA Circular 2015-008: Accounting and
accordance with Reporting Guidelines on the Local Roads Asset
NGAS and relevant Management System which requires the Local
COA circulars, and Government Units to record at least 75% of its road
updated regularly; sections with complete road components under the
with complete Local Road Network Account as of 2018. The
description and cost provincial government on its part has already
segregation of road recorded 81 out of 83 (97.59%) road sections as
components to Local Road Network Asset which is 22.59% higher
monitor changes than the target set by the above-mentioned
over time circular.
Weaknesses:
34
The Provincial Accountant’s Office has a high
employee turnover due to the lack of permanent
plantilla position. This results in assigning
responsibility to a newly hired employee who does
not have enough experience and knowledge on
Government Accounting. Hence, it would require
capacitation on Philippine Public Sector Accounting
Standards. Equipment are obsolete causing the
system to run slow and eventually would take
longer time to generate reports.
4.3.1 Province adopts Strengths:
and implement Local The Provincial Local Government has enough
Road Asset resources in terms of funds and capable personnel
Management Plan for for the preparation/formulation of the Local Road
improved investment Asset Management Plan.
decisions, road asset Weaknesses:
preservation and Absence of a reference manual that is the DILG
maintenance has not yet issued the Local Road Asset
Management Manual that should have served as
guide in the formulation of the PLGU’s Local Road
Asset Management Plan. The LRMT members who
are in-charge in the formulation of the plan
haslimited knowledge and skills and are yet to
undergo orientation on LRAM Manual.
4.4.1 LGUs are guided Strengths:
with LRA Management Presence of Local Road Asset Management Team
Manual. with members who are trainable and committed.
The LRMT is receptive as demonstrated by its
adoption to guidelines and manuals provided by
the national government including DILG and COA.
Weakness:
Lack of participation from the PLGU who are the
end-users in the development of DILG-led LRA
Management Manual. Hence, it could possibly
create misinterpretation.
35
Table 3.5. KRA 5: Internal Audit
TARGET SITUATION
5.1.1 Internal Audit Strengths:
Unit/department is The office of internal audit was established through
established, functional Provincial Ordinance No. 41-2017 dated July 19,
and resourced 2017. Created and filled in two plantilla position
consistent with (IAUD IV and IAUD III) last May and September
applicable Guidelines 2018. In less than a year, they can review the
issued by the DBM and payroll process, payroll attachment, traveling policy
and conduct baseline assessment of internal
the CSC
control system of four (4) process in Provincial
Engineering Office under planning and
maintenance division. The auditees are responsive
in the conduct of audit. In 2019, internal audit
division allocated their budgetary allocation in 2019
Appropriation Ordinance.
Weaknesses:
The office has few staff to operate effectively. They
need engineers to review and audit technicalities in
infrastructures and equipment; and IT personnel for
technology related engagement. No separate office
designated to PAO Internal Audit Division for
conducive workplace and can keep their
confidential documents. Management Service
Section was transferred to PAO – IAD based on
36
Office Order 00.127.2017 dated September 5,
2017 but the staff are not functioning as internal
auditor. Some functions of the IAD personnel were
not aligned to the Internal Audit functions. Some
staff were not trained about internal audit functions.
There is no a clear understanding of the Internal
Audit functions. Unable to develop and maintained
annual internal audit plan since the PAO – IAD was
created last July 19, 2017 and functional on May
2018. No established audit engagement procedure
and operations manual. Internal auditors are not
accredited by Association of Government Internal
Auditor (AGIA).
37
procedures of road Baseline Assessment Report of four (4) processes
related offices are in PEO (Planning and Maintenance Division).
established, operational
and documented Weaknesses:
Weaknesses:
CURRENT SITUATION The PLGU developed and adopted the Property and
Supplies Information System (PSIS) wherein database
of items and cost related to goods and services as
basis in preparation of PR of end-users. Price index of
goods and services are monitored quarterly to
determine if the current prices are applicable otherwise,
the TWG will conduct canvas on the current price.
38
In 2018, for the procurement cycle for bidding of goods
is usually completed with an average of 73 calendar
days. For infrastructure, the procurement cycle usually
runs 85 calendar days or more.
TARGET SITUATION
6.1.1 PLGU (BAC) uses Strengths:
an effective Record Presence of Property and Supplies Information System
Management system (PSIS) that provides information on items and cost
and regularly updated, related to goods and services.
and Database of Items
and cost related to Designated air-conditioned storage room for all
goods and services in contract documents.
analyzing and
evaluating proposals. Weaknesses:
E-filing system is not yet available/ installed.
39
Efficiency is hampered due to manual type of record
keeping; Only one person is assigned on record
keeping
6.1.2 Reduced Strengths:
Procurement cycle time Conduct regular weekly BAC Meeting.
for public bidding
Weaknesses:
Several Purchase Request (PRs) were returned to
Requesting Office (RO) for modification/ revision due to
insufficient information, inaccurate description.
40
procurement Weaknesses:
operations manual by Lacks orientation or training on the development of
LGU that is compliant customized Provincial Procurement Operations
to RA 9184 as Manual.
amended, including IRR
2016
6.4.1 All contract Strengths:
documents are All contract documents of infrastructure projects are
prepared by BAC available and kept by the BAC Secretariat
secretariat and turned
over to PEO promptly Weaknesses:
and punctually Handing over of all contract documents to PEO and
other offices is not yet a regular practice.
6.4.2 NTP should Strengths:
indicate the start date, There is indicated start date in NTP for goods.
regardless on the date The BAC applied the Provision of RA 9184 Section 33
of receipt of Contractor as stipulated “Within seven (7) calendar days from the
date of approval of the Contract by the appropriate
government approving authority, the Procuring Entity
shall issue the Notice to Proceed (NTP) together with a
copy or copies of the approved contract to the
successful Bidder. All notices called for by the terms of
the contract shall be effective only at the time of receipt
thereof by the successful Bidder.”
Weaknesses:
There is no start date indicated in the NTP for
infrastructure.
41
limited compared to standard for a first-class province
(Davao de Oro is a first-class province) is 72 while
there are only 30 staff at the treasurer’s office.
42
augment the Updated revision of Fair Market Value of Real
budget for road Properties
upgrading,
rehabilitation and Implementation of Administrative remedies in
maintenance the collection of real property tax such as public
auction.
Amendment of Provincial Tax Ordinance
Updating of the Fair Market Value of Sand,
gravel and other quarry resources; and setting
standard load capacity policy
Conducted the Capacity Development Training
Creation of revenue generation task force
through an Executive Order No. 046.2016
Weaknesses:
Lack of personnel (collectors) and Most of them are in
casual and job order status.
43
7.1.14 Synchronized Strengths:
planning and PFMAR Indicator 3 Sub-Indicator 1: Adherence to a
budgeting fixed calendar for budget preparation & authorization
calendar, processes. Rating: 3
particularly for
budget preparation Issuance of Provincial Budget Memo (PBM) indicating
and authorization, therein the Calendar of Activities.
is strictly
observed. Approval of the SP of the Executive Budget before the
ensuing year.
Weaknesses:
.
Budget allocation per PPA not indicated in the PBM.
44
(PDPFP)
Weaknesses:
The Provincial Accountant’s Office does not have
45
timely access on information about new circulars and
issuances from DBM and COA websites due to slow
internet connection. There are no available plantilla
positions that will secure well trained and
knowledgeable auditing staff. The office space is not
big enough considering the number of personnel and
volume of transaction and it affects the efficiency and
effectivity of individual output.
Weaknesses:
The equipment used for the implementation of the
FMS are old and fully depreciated resulting to slow
processing of the data. The FMS is still using an
outdated DOS-based system resulting to poor quality
printing of reports.
Slow internet connection leads to incomplete or
corrupted data posted to the DILG portal.
46
SECTION 4:
Five-Year
Provincial
Governance
Reform Roadmap
47
The Provincial Governance Reform Roadmap (PGRR) CY 2019-2022 is a four-year
action plan that defines the steps which must be taken in order to achieve the fifty-six
(56) target situations or goals of the seven key reform areas on Local Road
Management (LRM) and Public Financial Management (PFM). The plan consists of
well-defined and measurable annual targets and strategies to ensure the realization
of the goals at the end of the plan period.
The reform targets on local road information management aims for the establishment
and updating of DRRM and SDG informed RBIS and the establishment of GIS based
local road network map which will be used for local road network planning,
programming, evaluation and monitoring. Strategies were also indicated such as
strengthening and institutionalizing the RBIS through the creation of PLGU/MLGU
Inter-agency Joint RBIS Team; conduct of Capacity Development to improve
knowledge and skills; and provision of funds to support RBIS and GIS related
activities.
On LRNDP reform targets, the province aims for an institutionalized and functional
LRM team being the front liners in the creation of the PGRR and the alignment and
mainstreaming of SDGs in the Local Road Network Development Plan (LRNDP) and
Provincial Development & Physical Framework Plan (PDPFP). Strategies are
outlined such as the reconstitution of the LRM team based on the existing Joint
Memorandum Circular (JMC) of Department of the Interior and Local Government
(DILG) and Department of Budget and Management (DBM); and the adoption of
LRNDP as planning document through the Sangguniang Panlalawigan for the
prioritization of road projects and inclusion of such in the Local Development
Investment Program (LDIP).
On local road construction and maintenance reform targets, the province directs for
the strict compliance of the requirements indicated in the Quality Assurance (QA)
Manual for LGUs; to capacitate CPES-Implementing Unit and other PEO personnel
on QA/QC; maintenance of all provincial road in fair to good condition based on
applicable DPWH guidelines with due considerations of DRRM-CCA, environmental
and gender concerns; and the active participation of the community in provincial road
maintenance activities such as maintenance planning, community contracting,
monitoring and feed backing considering the equal opportunities provided to both
men and women, youth, senior citizens and PWDs. One of the strategies indicated is
the provision of capacity development to enhance performance and effectiveness of
the organization as a whole – this includes trainings for the concerned personnel and
the provision of needed resources such as systems and equipment. Another
important strategy is the strengthening tie-ups with stakeholders especially in the
grassroots level.
Key reform targets on local road asset management intend to adopt and implement
Local Road Asset Management Plan for improved investment decisions, road asset
preservation and maintenance. Another target is the conduct of performance
condition assessment of 100% of assets through physical inventory every 4 th quarter
of the year and come up with a comprehensive report. One of the important
strategies is to establish and strengthen the Inventory team through having
coordination meetings for planning, scheduling, post-evaluation and reporting and
conduct enhancing capacity for inventory committee on valuation and assessment
including the MLGU inventory team.
48
Key reform targets on internal audit include the establishment of Internal Audit
Unit/Department which is functional and resourced consistent with applicable
Guidelines issued by the DBM and the CSC. Part of the strategies is to conduct
enhancing capacity in the formulation of Strategic Plan, and Risk Assessment
Manual and Annual Internal Audit Plan (AIAP), and to conduct audit based on the
identified offices in AIAP.
In general, the PGRR gives a better picture of the reality gaps on local road
development and management and clearly illustrates the planned interventions/
strategies to fill in the gaps and realize the goals/objectives at the end of planning
period. The implementation of this plan will pave the roads to good local governance.
49
Table 4.1. KRA 1: Local Road Information Management
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero gap)
(Where are we now?) between Target
Target 2020 Target 2021 Target 2022
Situation and
Current
Situation)
51
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero gap)
(Where are we now?) between Target
Target 2020 Target 2021 Target 2022
Situation and
Current
Situation)
52
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero gap)
(Where are we now?) between Target
Target 2020 Target 2021 Target 2022
Situation and
Current
Situation)
1.1.2 RBIS used 1. Provincial roads RBIS is used TARGET: TARGET: TARGET:
for local road were encoded to for planning
network planning, the RBIS; local road Utilization of RBIS Utilization of RBIS Utilization of RBIS data
programming, Downloading network data in the data in monitoring in the monitoring and
evaluation and and uploading of planning, updating of the LRNDP evaluation of LRNDP
monitoring. data is done per programming, LRNDP and in the implementation and and in the preparation
attribute. evaluation and preparation of in the preparation of of AMWP and AIP for
monitoring AMWP and AIP for AMWP and AIP for FY 2023
instead FY 2021 FY 2022
LRNDP is
used by PEO. STRATEGY: STRATEGY: STRATEGY:
53
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero gap)
(Where are we now?) between Target
Target 2020 Target 2021 Target 2022
Situation and
Current
Situation)
1.2.1 All provincial 1. The target for Improvement TARGET: TARGETS: TARGETS:
and component city 2019 is only 50% but and
roads video-tagged the team reached maintenance of 100% of Provincial Video-tagged of Video-tagged of newly
and uploaded in a 59% of Provincial ICT Roads are video- newly rehabilitated, rehabilitated, upgraded,
web-based portal Roads that are infrastructure as tagged and upgraded, repaired repaired and improved
video-tagged and repository of uploaded in RBIS. and improved provincial roads are
uploaded in the video -tagged provincial roads are uploaded in RBIS; and,
google drive due to data. uploaded in RBIS; additional 20% of
54
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero gap)
(Where are we now?) between Target
Target 2020 Target 2021 Target 2022
Situation and
Current
Situation)
55
Table 4.2. KRA 2: Local Road Network Development Plan
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
56
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
for its maintenance
and operations in
2019. Budget
Source:
Maintenance and
Operations of
Special Bodies –
General Fund.
2.2.1 Multi-stakeholders Multi- TARGET: TARGET: TARGET:
Multi-stakeholder are involved in stakeholders 1. At least 60% of 1. At least 70% of 1. At least 80% of
participation (with road network lack technical the identified the identified the identified
women planning and knowledge on stakeholders stakeholders stakeholders
participation/invol investment road network participated in participated in participated in
vement) in road programming, planning and road network road network road network
network planning such as in investment planning and planning and planning and
and investment Provincial programming. investment investment investment
programming Development programming programming programming
adopted as a Council (PDC) and Multi activities activities activities
standard practice Formulation of the stakeholders (offices/organiza (offices/organizat (offices/organiz
Local Road refer to the tion) ion) ation)
Network following: 2. At least 10% of 2. At least 15% of 2. At least 20% of
Development Plan a. Provincial women in women in women in
(LRNDP) Officers attendance attendance attendance
b. MLGUs participated in participated in participated in
c. NGAs road network road network road network
(DPWH, planning and planning and planning and
NCIP, DILG, investment investment investment
DOLE, programming programming programming
DSWD) activities activities activities
57
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
d. NGOs/
CSOs STRATEGY: STRATEGY: STRATEGY:
e. Project 1. Facilitate 1. Facilitate 1. Facilitate
Beneficiarie involvement of involvement of involvement of
s multi- multi- multi-
stakeholders to stakeholders to stakeholders to
various road various road various road
network network planning network
planning & & programming planning &
programming activities; programming
activities; activities;
2. Ensure 2. Ensure 2. Ensure
participation of participation of participation of
women and women and other women and
other stakeholders in other
stakeholders in the LRNDP stakeholders in
the LRNDP updating the LRNDP
updating updating
2.2.2 Achievement There is no citizen DevLive TARGET: TARGET: TARGET:
of Very participation application is 1. Achieved 1. Achieved
Satisfactory rating 1. Achieved
Satisfaction Survey not yet Satisfactory Rating Very
for CMGP in the Satisfactory Rating
available for for CMGP in the Satisfactory
citizen for CMGP in the
CMGP citizen participation Rating for
participation citizen participation
Satisfaction Survey. CMGP in the
Satisfaction Satisfaction Survey.
citizen
Survey under Dev. participation
Live STRATEGY: STRATEGY:
Satisfaction
1. Ensure the 1. Sustain the
Survey.
conduct conduct of
58
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
Information Information STRATEGY:
Education Education 1. Intensify the
Campaign (IEC) Campaign (IEC) conduct
on CMGP on CMGP Information
Program Program Education
Campaign
(IEC) on CMGP
Program
2.3.1 LRNDP There is existing The current TARGET: TARGET: TARGET:
adopted by the LRNDP Enhanced LRNDP does 1. Updated LRNDP 1. 25% of road 1. 50% of road
province as Version 2018-2022; not include all with PDC projects projects
planning however, not all local roads. Approval and prioritized in the prioritized in
document through local roads are SP Adoption updated LRNDP the updated
Sanggunian included. are included in LRNDP are
Panlalawigan the Provincial included in the
Resolution (SP), Development Provincial
in support of the Investment Development
PDPFP STRATEGIES: Program (PDIP) Investment
1. Ensure Program
coordination STRATEGIES: (PDIP)
among BLGUs 1. Mainstream
MLGUs and LRNDP project STRATEGIES:
PLGU for the prioritization in 1. Mainstream
updating of the PDIP LRNDP project
LRNDP 2. Annual review prioritization in
2. Ensure that the and evaluation of the PDIP
PDC and SP are LRNDP 2. Annual review
well-informed of accomplishment and evaluation
the updated and challenges of LRNDP
59
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
LRNDP accomplishmen
t and
challenges
2.3.2. Adopted & 254 km paved TARGET: TARGET: TARGET:
Prioritized List of roads out of 749 km 1. At least 3 1. At least 3 1. At least
Local Road provincial roads are provincial road provincial road 3provincial
Projects which are climate resilient; projects which projects which road projects
Climate Resilient 37.7 km out of the are climate are climate which are
total paved roads resilient are resilient are climate resilient
were completed in prioritized and prioritized and are prioritized
2019 which are incorporated in incorporated in and
climate resilient; the LRNDP and the LRNDP and incorporated in
3 CMGP road AIP AIP the LRNDP and
projects prioritized AIP
and being STRATEGIES: STRATEGIES:
implemented in 1. Ensure that the 1. Ensure that the STRATEGIES:
2019. adopted and adopted and 1. Ensure that the
prioritized 3 prioritized 3 adopted and
provincial road provincial road prioritized 3
projects are projects are provincial road
climate resilient climate resilient projects are
climate resilient
2.3.3 Provincial LRNDP was last TARGET: TARGET: TARGET:
Government updated in year 1. Updated LRNDP 1. Environmental 1. Sustained
updates the 2017. Dubbed as adopting and social implementation
LRNDP every LRNDP Enhanced environmental safeguard of
three years Version 2018-2022, and social policies in the environmental
adopting social it is the successor safeguard Updated LRNDP and social
and policies are implemented safeguard
60
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
environmental plan of PRNDP policies
safeguard 2016-2020. The STRATEGIES: STRATEGY:
policies plan identified some 1. Provide 1. Ensure STRATEGY:
social and continuous implementation 1. Strengthen
environmental capacity building of the policy on
safeguard policies to engineers, environmental environmental
There is need to ESS personnel and social and social
establish baseline in incorporating safeguard safeguards
information relevant environmental policies in the
to SDG indicators and social LRNDP
Presence of safeguards in
environmental road planning
protection and and designing
conservation
champions 2. Strengthen
(PENRO, Tourism environmental
Office, PDRRMO) and social
Presence of mining safeguards in
activities even in the LRNDP
protected areas updating
(Mainit Hot Spring
Protected
Landscape, etc.)
Presence of
settlements in
protected areas
Unregulated
construction of
permanent
61
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
structures in the
protected area and
in road right of way
2.3.4 Local Road SDG as a planning TARGET: TARGET: TARGET:
Network parameter was just 1. Revised LRNDP 1. 50% of the 1. 100% of the
Development Plan lately introduced. aligned to SDGs Provincial Road Provincial
aligned to SDGs However, the projects Road projects
objectives outline in contribute to contribute to
the LRNDP will SDG SDG
support the SDG
goals for people, STRATEGY: STRATEGY: STRATEGY:
planet, peace and 1. Revisit and 1. Plan and 1. Ensure
prosperity. amend the implement alignment of
National policy to LRNDP to prioritized LRNDP and
mainstream SDG in mainstream provincial road SDGs
the sub-national SDGs projects in the
planning processes LRNDP
thru NEDA:
Preparation of
results matrices for
PDPFP and SDG
alignment
SDG indicators per
se is not
mainstreamed in
the PRNDP
62
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
2.4.1 All DEDs for All DEDs for all 1. Provide TARGET: TARGET: TARGET:
all local road1 PLGU projects are technical 1. All DEDs for 1. All DEDs for 1. All DEDs for
projects are prepared in assistance to provincial road provincial road provincial
prepared in accordance with Municipalities projects are projects are road projects
accordance with DPWH standards and Barangays prepared in prepared in are prepared in
DPWH standards and prepared with to ensure that all accordance with accordance with accordance
and prepared with minimal revisions their DEDs are DPWH DPWH standards with DPWH
minimal revisions prepared in standards standards
accordance with
DPWH STRATEGY: STRATEGY: STRATEGY:
standards 1. Continue 1. Sustain capacity 1. Sustain
capacity improvement on capacity
improvement on standard DED improvement
standard DED and POW on standard
and POW preparation for DED
preparation for PEO engineers preparation for
PEO engineers 2. Ensure that the PEO engineers
2. Ensure that the DEDs are in 2. Ensure that the
DEDs are in accordance with DEDs are in
accordance with DPWH standards accordance
DPWH with DPWH
standards standards
1
PLGU has no control of the MLGUs in the preparation of DEDs
63
Current Situation Gaps Innovation
Target Situation (2019) (Difference (only for zero gap)
(Where are we now?) between Target Target 2020 Target 2021 Target 2022
Situation and
Current Situation)
monitoring and Evaluation because of M&E evaluation of all evaluation of all
evaluation mechanism will be limited mechanism completed completed
mechanism in discussed in a manpower. provincial road provincial road
place and separate CapDev projects in the projects in the
functional to scheduled in 2020. current year current year
monitor LRNDP STRATEGY:
implementation 1. Reconstitute the STRATEGY: STRATEGY:
Provincial 1. Mobilize M&E as 1. Strengthen
Project outlined in the M&E system
Monitoring Updated LRNDP
Committee
(PPMC)
2. Provide CapDev
Activity to PPMC
members on
RBME
mechanism
3. Mainstream
results-based
and SDG-linked
monitoring and
evaluation
mechanism in
the LRNDP
updating
64
Table 4.3. KRA 3: Local Road Construction and Maintenance
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.1.1 All road and -All road projects Knowledge on TARGETS: TARGETS: TARGETS:
bridge implemented by and Compliance - 100% of the total - 100% of the total -100% of the total
projects have contract are with with the QA road & bridge road & bridge road & bridge
QC plans and complete QCP Manual projects projects projects implemented
other implemented by implemented by by contract have QC
requirements -QA Manual not contract have QC contract have QC Plan and other
in available Plan Plan and other requirements in
compliance requirements in compliance with
with QA compliance with Quality Assurance
Manual for Quality Assurance (QA) Manual for
LGUs (QA) Manual for LGUs
LGUs
-50% of the total
road & bridge
projects implemented
by administration
have QC Plan and
other requirements in
compliance with
Quality Assurance
(QA) Manual for
LGUs
STRATEGIES: STRATEGIES: STRATEGIES:
1. Inclusion of 1. Inclusion of 1. Inclusion of QCP
QCP QCP requirement in
requirement in requirement in the Philippine
the Philippine the Philippine Bidding
Bidding Bidding Documents
Documents Documents particularly in
particularly in particularly in Section III. Bid
Section III. Bid Section III. Bid Data Sheet
Data Sheet Data Sheet (BDS) ITB
65
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
(BDS) ITB (BDS) ITB Clause 31.4(f)
Clause 31.4(f) Clause 31.4(f)
2. Enforcement/app
2. Formulation of 2. Enforcement/a lication of Policy
Policy or BAC pplication of or BAC
Resolution Policy or BAC Resolution on
enforcing the Resolution on the submission
submission of the submission of QCP
the QCP in the of QCP
Bidding 3. Continuing
Documents 3. Capacitation on capacitation on
Quality Quality
Assurance Assurance (QA)
(QA) Manual Manual for LGUs
for LGUs
4. Formulation/Issu
ance or Memo
Order for the
preparation and
submission of
QCP on projects
implemented by
administration
3.1.2 PEO are There are 10 Technical skills on TARGETS: TARGETS: TARGETS:
capacitated Engineers capacitated the usage, -Acquisition of Acquisition of Acquisition additional
on QA/QC on MTQC application and additional 49units additional 3 units 1-unitMTQC
thru conduct of of various Material MTQC Equipment Equipment
continuing -There is 1 accredited materials testing testing equipment
capacity QA/QC Engineer for newly acquired - 14 PEO Staff are - 14 PEO Staff are
development equipment - 14 PEO Staff are capacitated in capacitated in
and -Basic MTQC capacitated in QA/QC thru QA/QC thru
acquisition Equipment were QA/QC thru continuing continuing capability
66
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
or out acquired. continuing capability developments
sourcing of capability developments
QA/QC developments
equipment/se STRATEGIES: STRATEGIES: STRATEGIES:
rvices Inclusion of budget Inclusion of budget
requirement in the requirement in the Inclusion of budget
AIP and AIP and requirement in the
Appropriations Appropriations AIP and
Ordinance for the Ordinance for the Appropriations
procurement of procurement of Ordinance for the
MTQC equipment additional MTQC procurement of
equipment i.e., California Bearing
Hiring of technical a. Sampling scoop Ratio (CBR)
personnel for b. Digital Bench
MTQC / Material Scale Strengthen the
Testing Engineer c. Coring Machine capability
development of PEO
Strengthen the Strengthen the personnel on usage,
capability capability application and
development of development of conduct materials
PEO personnel on PEO personnel testing using the
the usage, particularly on the CBR
application and usage, application
conduct of material and conduct of
testing using the material testing
newly acquired using the newly
equipment acquired equipment
67
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.2.1 CPES is - all road projects - CPES results TARGETS: TARGETS: TARGETS:
regularly implemented by Not promptly 100% application of 100% application of 100% application of
applied to contract are evaluated submitted to CPES to Provincial CPES to Provincial CPES to
Provincial using CPES PDCB-CIAP road projects by road and building infrastructure
road & bridge contracts using the projects by projects by contracts
projects and - there are 4 newly CPES NEDA contracts using the using the CPES
constructors’ accredited CPE’s guidelines. CPES NEDA NEDA guidelines.
performance guidelines.
s are -Reconstituted the
effectively Executive Order STRATEGY: STRATEGY: STRATEGY:
evaluated in Ensure the conduct Ensure the conduct Ensure the conduct
accordance of CPES and timely of CPES and timely of CPES and timely
with CPES submission to submission to submission to PDCB-
guidelines PDCB-CIAP PDCB-CIAP CIAP
68
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
environment STRATEGY: STRATEGY: STRATEGY:
al and gender Plan and ensure Plan and ensure Plan and ensure the
concerns the implementation the implementation implementation of
of maintenance of maintenance maintenance works
works based on the works based on the based on the Annual
Annual Annual Maintenance Work
Maintenance Work Maintenance Work Plan/Program vis-à-
Plan/Program vis-à- Plan/Program vis-à- vis workforce and
vis workforce and vis workforce and equipment
equipment equipment requirements
requirements requirements
3.3.2 All -Prepared Annual AMWP not TARGETS: TARGETS: TARGETS:
maintenance Maintenance Work followed -All maintenance - All maintenance -100% of All
work is Program for 2019 work is work is maintenance work is
implemented implemented and implemented and implemented in
in - AMWP not followed 50% is in 75% is in accordance with the
accordance accordance with accordance with Annual Maintenance
with the the Annual the Annual Work Program
Annual Maintenance Work Maintenance Work
Maintenance Program Program
Work
Program. STRATEGY: STRATEGY: STRATEGY:
Plan the Plan the Plan the
implementation of implementation of implementation of
maintenance works maintenance works maintenance works
based on the based on the based on the Annual
Annual Annual Maintenance Work
Maintenance Work Maintenance Work Plan/Program vis-à-
Plan/Program vis-à- Plan/Program vis-à- vis workforce and
vis workforce and vis workforce and equipment
equipment equipment requirements
requirements requirements
69
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.3.3 All fair – -Basis for the -EMK Formula not TARGETS: TARGETS: TARGETS:
good maintenance of utilized 100% of the 100% of the 100% of the
provincial provincial roads is not maintenance maintenance maintenance budget
roads are in accordance with - Allocation for budget using budget using will be allocated for
maintained at EMK formula by Total road maintenance 100k/km will be 100k/km will be the maintenance of
rates/km/year budget for from 2017 allocated for the allocated for the Fair to good
computed maintenance over the guidelines maintenance of Fair maintenance of Fair provincial road
according to total number of 100,000.00/km to good provincial to good provincial computed according
the DPWH kilometers. road including road road including road to the DPWH EMK
EMK formula safety measures safety measures formula including
including -Allocation for and furniture and furniture road safety
road safety maintenance is 100K measures and
measures per km. according to furniture
and furniture the 2017 guidelines STRATEGY: STRATEGY: STRATEGY:
Ensure the Ensure the Ensure the use of
100,000.00 per 100,000.00 per EMK Formula
kilometer allocation kilometer allocation
for maintenance for maintenance
3.4.1 Communities - 4 barangays were -not full TARGETS: TARGETS: TARGETS:
are engaged already consulted implementation Maintenance of two Maintenance of six Maintenance of
and actively about CBRMC and still (Barangay (2) provincial road (6) provincial road twelve (12) provincial
participate in on the process for the Consultation section under section under road section under
provincial full implementation of level) Community Community Community
road CBRMC Participation Participation Participation through
maintenance through Negotiated through Negotiated Negotiated
activities Procurement Procurement Procurement; and,
such as innovate the CBRMC
maintenance mode of road
planning, maintenance
community
contracting,
70
Current Situation Gaps Innovation
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(Where are we now?) Target Situation and
Current Situation)
monitoring STRATEGIES: STRATEGIES: STRATEGIES:
and feed Orientation of
backing and Orientation of Orientation of additional twelve (12)
equal additional two (2) additional six (6) barangays on
opportunities barangays on barangays on Community
are provided Community Community Participation on
to both men Participation on Participation on provincial road
and women, provincial road provincial road maintenance
youth, senior maintenance maintenance activities
citizens and activities activities
PWDs Plan and strategize
Plan and strategize Plan and strategize the implementation
the implementation the implementation of CBRMC (including
of CBRMC of CBRMC preparation of
(including (including Straight-Line-
preparation of preparation of Diagram, POW and
Straight-Line- Straight-Line- other procurement
Diagram, POW and Diagram, POW and related documents /
other procurement other procurement requirements)
related documents / related documents /
requirements) requirements) Inclusion of
Community
Inclusion of Inclusion of Engagement/Particip
Community Community ation thru
Engagement/Partici Engagement/Partici Community-Based
pation thru pation thru Road Maintenance
Community-Based Community-Based Contracting in the
Road Maintenance Road Maintenance AIP and
Contracting in the Contracting in the Appropriations
AIP and AIP and Ordinance
Appropriations Appropriations
Ordinance Ordinance
71
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.5.1 Road project All road projects Schedule of TARGETS: TARGETS: TARGETS:
and contract implemented are with procurement Road project and Road project and Road project and
documentati complete contract activities in the contract contract contract
on are documentation PPMP are documentation are documentation are documentation are
complete and sometimes not complete and complete and complete and
efficiently followed due to efficiently efficiently efficiently
processed inevitable processed with processed with processed with strict
with strict circumstances strict observance of strict observance of observance of
observance standards and standards and standards and
of standards deadlines deadlines deadlines
and
deadlines STRATEGY: STRATEGY: STRATEGY:
Maintain the Maintain the Maintain the contract
Completeness contract contract documentation in
and Efficiency documentation in documentation in accordance to RA
“refers to Checklist accordance to RA accordance to RA 9184
in the Bidding 9184 9184
Document”
72
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.6.1 LGU has - Training for RCM and - PEO staff is not TARGETS: TARGETS: TARGETS:
adequate CSCM not yet yet 49 staffs with 49 staffs with 49 staffs with
staff with conducted knowledgeable knowledge and knowledge and knowledge and skills
knowledge about RCM, CSM skills in the skills in the in the following:
and skills in RBME training following: following: Road contract
the following: conducted last Not yet Road contract Road contract management
Road October 7-11, 2019 implemented management management (34)
contract (34) (34) Construction
management -Hired additional Construction Construction Supervision
Construction personnel for EMP Supervision Supervision and
Supervision and and Management
and - 2 PENRO staffs are Management Management (34)
Management equipped and in (34) (34) Project
Project charged in the - Lack of CapDev Project Project Monitoring
Monitoring preparation of EMP for ESS. Monitoring Monitoring and
and and and Evaluation (5)
Evaluation Evaluation (5) Evaluation (5) Environmental
Environment Environmental Environmental and Social
al and Social and Social and Social management
management management management (10)
(10) (10)
73
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
Environmental and Environmental and Social Mgt
Social Mgt Social Mgt
Ensure the
Ensure the Ensure the application of the
continuing application of the gained knowledge
capability gained knowledge and skills of the
development of the and skills of the following:
personnel following:
Road contract
Road contract management (RCM)
management
(RCM) Construction
Supervision and
Construction management(CSM)
Supervision and
management Project Monitoring
(CSM) and Evaluation
(PME)
Project Monitoring
and Evaluation Environmental and
(PME) Social management
(ESM)
Environmental and
Social management
(ESM)
74
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.6.2 Policies, Developed and Not yet TARGET: TARGET: TARGET:
measures and approved policy on implemented Implementation of Implementation of Implementation of
strategies are Retention and Service Retention and Retention and Retention and
in place to Obligation for Service Obligation Service Obligation Service Obligation
ensure that Employees sent to 3 or policy for policy for policy for employees
trained more days employees sent to employees sent to sent to 3 or more
technical/skills 3 or more days 3 or more days days technical/skills
personnel are
trainings/seminars and technical/ skills technical/skills training/seminar and
retained or
short termed courses trainings/seminars training/seminar short termed courses
render the and short- termed and short termed
required courses courses
service before STRATEGIES: STRATEGIES: STRATEGIES:
leaving the
LGU Monitoring and Monitoring and Monitoring and
Evaluation of the Evaluation of the Evaluation of the
policy policy policy
implementation implementation implementation
75
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
reported STRATEGIES: STRATEGIES: STRATEGIES:
through a
fully 1. Coordination 1. Coordination 1. Coordination with
functional with the with the the relevant
Provincial relevant offices relevant offices offices and
Project and and committees:
Monitoring committees: committees: a.) PPMC,
Committee
a.) PPMC, a.) PPMC, PPDO and
(PPMC) that
PPDO and PPDO and PEO on the
is
composed PEO on the PEO on the schedule of
of both men schedule of schedule of projects to
and women projects to projects to be monitored
members be be
monitored monitored b.) PPMC/PPD
O to report
b.) PPMC/PPD the result of
b.) PPMC/PPD monitoring
O to report
O to report activities to
the result of
the result of monitoring the local
monitoring activities to road
activities to the local management
the local road body or the
road manageme Local Road
manageme nt body or Management
nt body or the Local Team
the Local Road
Road Manageme
Manageme nt Team
nt Team
76
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.7.2 Establishing There is a feedback RBME TARGET: TARGET: TARGET:
a Feedback mechanism as to the Mechanism is not Full implementation Full implementation Full implementation
mechanism Grievance Redress used by the of feedback of feedback of feedback
participated by Mechanism of all monitoring and mechanism mechanism mechanism
community Provincial Road evaluation team. participated by participated by participated by
projects which involves community community community
the participation of the
community, barangay, STRATEGY: STRATEGY: STRATEGY:
municipal and
provincial 4 coordination 4 coordination 4 coordination
representatives; meetings with meetings with meetings with
provides avenue for effective feedback effective feedback effective feedback
concerns and mechanisms per mechanisms per mechanisms per
complaints of project project conducted project conducted project conducted
stakeholders most
especially the Strengthen tie-ups Strengthen tie-ups Strengthen tie-ups
community on all with stakeholders with stakeholders with stakeholders
phases of the project
can be elevated even
up to the donor.
3.8.1 All -All road projects TARGETS: TARGETS: TARGETS:
provincial implemented by 100% of provincial 100% of provincial 100% of provincial
roads are contract have road road projects road projects road projects
constructed safety features. implemented by implemented by implemented by
with road contract are contract are contract are
safety constructed with constructed with constructed with road
features in road safety features road safety features safety features in
accordance in accordance with in accordance with accordance with
with DPWH DPWH standards DPWH standards DPWH standards
standards
STRATEGY: STRATEGY: STRATEGY:
Ensure the Ensure the Ensure the inclusion
inclusion of road inclusion of road of road safety
safety features in safety features in features in all
all provincial road all provincial road provincial road
77
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
projects projects projects
3.8.2 PLGU - PEO conducted road -Data not TARGET: TARGET: TARGET:
conducts safety audit but it is available 50% of all 75% of all 100% of all
regular road still on going. Provincial Roads Provincial Roads Provincial Roads
safety audit conducted with conducted with conducted with Road
based on Road Safety Audit Road Safety Audit Safety Audit based
DPWH based on DPWH based on DPWH on DPWH guidelines
guidelines guidelines guidelines
3.9.1 Unpaved -Based on the 2019 113.988 km core TARGET: TARGET: TARGET:
Poor to Bad, road inventory there roads are not 8 km of the 10 km of the 15 km of the
paved core are 254.88 km paved paved identified core identified core identified core roads
provincial roads roads are roads are are rehabilitated and
roads are rehabilitated and rehabilitated and improved/upgraded
rehabilitated -Out of the 368.868 improved/upgraded improved/upgraded
and Km Core roads 254.88 STRATEGY: STRATEGY: STRATEGY:
improved/ km are paved Ensure the Ensure the Ensure the
upgraded rehabilitation/impro rehabilitation/impro rehabilitation/improve
vement of vement of ment of provincial
provincial core provincial core core roads
roads roads
78
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
3.10.1 Pursuant to - Monthly progress -Low TARGET: TARGET: TARGET:
Paragraph billings were not disbursement rate 30% of project 60% of project 100% of project
5, Annex practiced implemented by implemented by implemented by
“E” contract will contract will contract will
(Contract observed monthly observed monthly observed monthly
Implementa progress billing and progress billing and progress billing and
tion corresponding corresponding corresponding
Guidelines request for request for request for payments
for the payments for work payments for work for work
Procureme accomplished, accomplished, accomplished,
nt of supported by the supported by the supported by the
Infrastructu Statement of Work Statement of Work Statement of Work
re Project,)” Accomplished or Accomplished or Accomplished or
awarded SWA that is SWA that is SWA that is checked
contractors checked and checked and and validated by the
are to validated by the validated by the Project Engineer
prepare Project Engineer Project Engineer
79
Current Situation Gaps Innovation
Target Situation (2019) (Difference between (only for zero gap) Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
monthly STRATEGY: STRATEGY: STRATEGY:
progress Ensure inclusion of Ensure inclusion of Ensure inclusion of
billings and monthly progress monthly progress monthly progress
correspondi billing in the billing in the billing in the
ng request Philippine Bidding Philippine Bidding Philippine Bidding
for Document Section Document Section Document Section V.
payments V. Special V. Special Special Conditions of
for work Conditions of Conditions of Contract, GCC
accomplish Contract, GCC Contract, GCC Clause 41.1 and 41.2
ed, Clause 41.1 and Clause 41.1 and
supported 41.2 41.2
by the
Statement
of Work
Accomplish
ed or SWA
that is
checked
and
validated by
the Project
Engineer.
80
Table 4.4. KRA 4: Local Road Asset Management
81
4.2.1 All provincial - 83 out of 83 Road Some road TARGET TARGET TARGET
road sections were networks 1. Recorded 1. Recorded 1. Recorded
infrastructure and assessed and booked improvements adjustments for adjustments for adjustments for
facilities recorded in the PLGU book of undertaken by the completion the completion the completion of
as assets in the accounts with DPWH were of the of the the
LGU’s book of complete description recorded in the improvements improvements improvements of
accounts in and cost segregation books using the of road of road road components
accordance with of road components provincial
components for components for for each road
NGAS and for each road section engineering
relevant COA standard cost and each road each road section.
circulars, and not based on section. section. 2. Recorded
updated regularly; actual DPWH 2. Recorded 2. Recorded depreciation and
with complete cost. depreciation depreciation impairment loss
description and and impairment and impairment of each road
cost segregation loss of each loss of each section by road
of road road section by road section by components
components to road road
monitor changes components components
over time
82
STRATEGIES STRATEGIES STRATEGIES
83
with DPWH for recording using coordination with
cost of road latest DPWH for cost of
improvements technology. road
undertaken by 3. Strengthen improvements
their agency coordination undertaken by
with DPWH for their agency
cost of road
improvements
undertaken by
their agency
4.3.1 Province The Province has no There is no Local TARGET TARGET TARGET
adopts and Local Road Asset Road Asset Prepared and Implemented the Continued
implement Local Management Plan. Managment Plan adopted the Local Local Road Implementation of
Road Asset DILG is currently adopted and Road Management Management Plan. the Local Road
Management Plan developing the Local implemented by Plan. Management Plan.
for improved Road Asset the province due
investment Management Manual to the absence of
84
decisions, road which will inform the the LRAM Manual STRATEGIES STRATEGIES STRATEGIES
asset preservation formulation of LRAM. from DILG.
and maintenance As a reference, the 1. Equip the 1. Execute 1. Expedite
PLGU uses COA LRMT, TWG, projects in the completion of
Circulars and other Poject Planners Local Road remaining
issuances related to and Asset projects in the
Road Assets Implementers Management Local Road
transactions with enough Plan Asset
knowledge 2. Assess Management
about Local completion of Plan
Road Asset projects 2. Assess
Management implemented. completion of
Manual projects
2. Establish implemented.
Technical
Working Group
and formulate
Local Road
Management
Plan with
guidance from
LRAM Manual
4.4.1 LGUs are The province is not PLGU is waiting TARGET TARGET TARGET
guided with LRA yet guided on the for the roll out of Prepared and Implemented the Continued
Management Local Road Asset the LRAM from adopted the Local Local Road implementation of
Manual Management due to DILG Road Management Management Plan the Local Road
the absence of the Plan guided by the with guidance from Management Plan
manual. Local Road Asset the Local Road with guidance from
Management Asset Management the Local Road Asset
Manual. Manual. Management
Manual.
85
STRATEGIES STRATEGIES STRATEGIES
1. Orient and 1. Ensure to 1. Ensure to
Capacitate conduct conduct capacity
LRMT capacity development to
members and development to enhance
TWG on DILG's enhance knowledge on
Local Road knowledge on LRAM Manual
Asset LRAM Manual
Management
Manual.
86
Current Situation Gaps Innovation
Target Situation 2019 (Difference between (only for zero gap)
Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
Draft 3 years 5. Develop Risk AIAP.
(2020 to 2022) Assessment
Strategic Plan. Adoption and Manual
Implementatio
n 3years STRATEGIES STRATEGIES STRATEGIES
Developed Annual (2020 to 1. Increase the 1. Increase the 1. Increase the
Internal Audit Plan 2022) number of number of number of
and audit the Strategic Plan internal audit internal audit internal audit
following offices personnel. personnel. personnel.
(CVPH, Motorpool, Risk 2. Ensure that the 2. Implement 2. Implement
RCPC (Reinforce Assessment organizational 3years (2020 to 3years (2020 to
Concrete Pipe Manual. structure is 2022) Strategic 2022) Strategic
Culvert) Casting) based on the Plan Plan
out of 10 identify All offices and DBM and CSC 3. Implement 3. Implement 2022
offices and process Guidelines. 2021 annual annual internal
processess in the identify in the 3. Implement internal audit audit plan and
Annual Audit Annual 3years (2020 to plan and develop 2023
Internal Plan. Internal Audit 2022) Strategic develop 2022 AIAP.
Plan are Plan. AIAP. 4. Develop 3years
implemented. 4. Implement 4. Develop Risk (2023 to 2025)
2020 annual Assessment Strategic Plan
internal audit Manual
plan and
develop 2021
AIAP.
87
Current Situation Gaps Innovation
Target Situation 2019 (Difference between (only for zero gap)
Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
5.1.2. Road related TARGETS TARGETS TARGETS
Provincial Offices Audit 4 All offices and 1. Audit two (2) 1. Audit two (2) 1. Audit three (3)
are regularly offices/processes process processes of processes of processes of
subjected to (Motorpool, RCPC identify in the two (2) Road two (2) Road three (3) Road
Casting and CVPH Annual related related related Provincial
internal audit
(Montevista, Internal Audit
based on the Provincial Provincial Office based on
Pantukan, Laak, Plan are
approved Annual Office based on Office based on the Annual
Maragusan) out of implemented
Internal Audit Plan 8 identify on the including road the Annual the Annual Internal Audit
approved Annual related Internal Audit Internal Audit Plan 2022.
Internal Audit Plan provincial Plan 2020. Plan 2021.
2019. offices.
STRATEGIES STRATEGIES STRATEGIES
1. Ensure that all 1. Ensure that all 1. Ensure that all
offices and offices and offices and
process identify process identify process identify
in the Annual in the Annual in the Annual
Internal Audit Internal Audit Internal Audit
Plan are Plan are Plan are
implemented implemented implemented
including road including road including road
related related related provincial
provincial provincial offices.
offices. offices.
5.1.3 TARGETS TARGETS TARGETS
Recommendation Audit One (1) out of 1. 50% of Audit 1. 75% of Audit 1. 100% of Audit
s in the Internal recommendation 3 resolved recommendatio recommendatio recommendation
Audit Report are for consignment and acted by ns are resolved ns are resolved s are resolved
system of Drugs the LCE is
promptly resolve and acted by and acted by and acted by
and Medicine; and implemented.
and acted by LCE consider the Motor LCE and LCE and LCE and
and implemented pool and RCPC implemented implemented by implemented by
by concerned Casting as by concern
88
Current Situation Gaps Innovation
Target Situation 2019 (Difference between (only for zero gap)
Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
provincial offices Economic offices. concern offices. concern offices.
Enterprise are
resolved and acted STRATEGIES STRATEGIES STRATEGIES
by the LCE. 1. Ensure that 1. Ensure that 1. Ensure that
those resolved those resolved those resolved
and acted by and acted by and acted by the
the LCE was the LCE was LCE was
implemented. implemented. implemented.
89
Current Situation Gaps Innovation
Target Situation 2019 (Difference between (only for zero gap)
Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
5.2.1 Trained 5 out of 7 personnel Continuous TARGETS TARGETS TARGETS
internal auditors are trained from capacity Four (4) Four (4) Five (5)
base on CapDev different agencies like development for continuous continuous continuous
COA, DILG and AGIA. internal audit capacity capacity capacity
plan and able to
personnel to
perform their developments developments developments for
3 out of 7 personnel acquire skill and
functions able to perform their knowledge in for internal for internal internal audit
function as internal audit function. audit personnel audit personnel personnel to
auditor such as to acquire skill to acquire skill acquire skill and
preparation of audit Capacity and knowledge and knowledge knowledge in
plan, actual fieldwork, Development in audit in audit audit function.
audit report etc. Plan function. function. 100%
100% 100% implementation
implementation implementation of Capacity
of Capacity of Capacity Development
Development Development Plan 2020.
Plan 2020. Plan 2020.
90
Current Situation Gaps Innovation
Target Situation 2019 (Difference between (only for zero gap)
Target 2020 Target 2021 Target 2022
(Where are we now?) Target Situation and
Current Situation)
properly and properly and
accordingly. accordingly.
6.1.1 Increased 99.5% Collection 0.5% of the target TARGET TARGET TARGET
percentage of efficiency based on the collection needs
local revenues to target collection for CY to be collected 5% increase in 5% increase in 5% increase in local
augment the 2019. local revenue local revenue revenue collection
budget for road collection based on collection based on based on the actual
upgrading, There are 24 staff only the actual collection the actual collection collection of the
rehabilitation and at the PASSO which is of the previous of the previous previous year.
maintenance much lesser compared year. year.
to DOF-BLGF
standard for a first Requests that Maintains 6 Job Hiring of additional 6
class province (Davao vacant and funded Order personnel to regular employees,
De Oro is a first class positions shall be sustain inventory of preferably licensed
province) which is is filled up and hiring Real Property Units Real Property
72. of 22 Job Orders and updating of tax Appraiser to fill in
for 6 months to 1 maps. because of the
year for the retired employees.
91
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
92
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
93
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
94
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
95
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
96
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
97
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
business of
printing and
publication
15days before
the prescribed
period of
payment.
E. Increase E. Increase E. Increase
Franchise Tax Franchise Tax Franchise Tax
Collection Collection Collection
1. Ensure the 1. Ensure the 1. Ensure the
submission of submission of submission of
sworn sworn sworn statement
statement of statement of of gross sales/
gross sales/ gross sales/ receipts duly
receipts duly receipts duly notarized.
notarized. notarized.
F. Increase the F. Increase the F. Increase the
collection of collection of collection of
Professional Tax Professional Tax Professional Tax
1. Ensure the 1. Ensure the 1. Ensure the
posting of posting of posting of notices
notices in notices in in conspicuous
conspicuous conspicuous places on who
places on who places on who are liable to pay
are liable to pay are liable to pay the professional
the professional the professional tax and the date
tax and the date tax and the date the tax is due.
98
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
99
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
conduct of conduct of
derby. derby.
H. Tax on transfer H. Tax on transfer H. Tax on transfer
of real property of real property of real property
1. Ensure to 1. Ensure to
1. Ensure to
coordinate with coordinate with
coordinate with
the PASSO and the PASSO and
the PASSO and
Registry of Registry of
Registry of
Deeds on the Deeds on the
Deeds on the
schedule of schedule of
schedule of
distribution of distribution of title
distribution of
title in view of in view of their
title in view of
their Handog Handog Titulo
their Handog
Titulo Program Program
Titulo Program
2. Ensure to 2. Ensure to
coordinate with coordinate
the Assessor to with the
require the Assessor to
taxpayer a tax require the
clearance of taxpayer a tax
real property clearance of
and real property
presentation of and
OR of transfer presentation
tax before of OR of
cancelling an transfer tax
old tax before
100
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
101
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
1. Ensure to 1. Ensure to
1. Ensure to
implement the implement the
implement the updated tax updated tax rate
updated tax rate and the and the cost of
rate and the cost of the the fees and
cost of the fees fees and charges in the
and charges in charges in the Revised
the Revised Revised Provincial Tax
Provincial Tax Provincial Tax Ordinance.
Ordinance. Ordinance.
102
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
103
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
104
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
105
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
106
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
107
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
108
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
operates with Revenue Target collection and Revenue Target for Revenue Target for Revenue Target for
credible budget (Local Sources) - prepare Local Sources Local Sources Local Sources
such that actual Php87,000,000.00 comparative
appropriation are report showing 100% Collection 100% Collection 100% Collection
expended for the Collection Efficiency - the revenue Efficiency Efficiency Efficiency
Revenue targets 100% collection,
and collection budget STRATEGIES: STRATEGIES: STRATEGIES:
improve annually appropriation
and actual 1. Ensure increase 1. Ensure increase 1. Ensure increase
disbursements. of local of local of local revenues.
revenues. revenues. 2. Ensure
2. Ensure 2. Ensure disbursement
disbursement disbursement operates within
operates within operates within the approved
the approved the approved budget.
budget. budget. 3. Continue to
3. Continue to 3. Continue to conduct
conduct conduct monitoring and
monitoring and monitoring and reporting of
reporting of reporting of collection
collection collection (monthly) and
(monthly) and (monthly) and disbursement
disbursement disbursement (quarterly).
(quarterly). (quarterly). 4. Enhancement/
4. Enhancement/ 4. Enhancement/ Improvement of
Improvement of Improvement of fully
fully fully computerized
computerized computerized fund utilization
fund utilization fund utilization program.
program. program.
109
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
110
Current Situation Gaps Innovation
Target Situation 2019 (Difference (only for zero
(Where are we now?) between Target gap) Target 2020 Target 2021 Target 2022
(baseline data as of Situation and
November 2019) Current Situation)
111
Table 4.7. KRA 7: Procurement
Gaps
2019 Current (Difference between
Innovation
Situation (only for zero Target 2020 Target 2021 Target 2022
Target Situation Target Situation and
(Where are we now?) gap)
Current Situation)
7.1.1 PLGU (BAC) PLGU (BAC) uses Updated Micro-filming or TARGET: TARGET: TARGET:
uses manual filing record Database of items conversion of Upgraded the Updated database Updated database of
an effective management system. and cost of related hard documents Record of items and cost items and cost of
Record goods and to electronic Management of related goods related goods and
Management Database of items and services. file- system (depends and services. services.
system and cost of related goods on the LGU on
regularly and services are what year to STRATEGY: STRATEGY:
updated, and updated as the need implement) and Install mechanism Install mechanism to
Database of arises. updated database to ensure updating ensure updating of
Items and of items and cost of of database database quarterly.
cost related related goods and quarterly.
to goods and services.
services in
analysing and STRATEGY:
evaluating Install mechanism
proposals. to ensure updating
of database
quarterly.
7.1.2 Reduced Procurement cycle for None TARGET: TARGET: TARGET:
Procurement bidding of Procurement cycle Procurement cycle Procurement cycle
cycle time for a.) goods is usually time for bidding not time for bidding not time for bidding not
bidding completed in 22 days to exceed 90 days. to exceed 90 days. to exceed 90 days.
from
submission/opening of STRATEGY: STRATEGY: STRATEGY:
bids to issuance of Ensure to maintain Ensure to maintain Ensure to maintain
NOA the procurement the procurement the procurement
cycle time for bidding cycle time for bidding cycle time for bidding
112
Gaps
2019 Current (Difference between
Innovation
Situation (only for zero Target 2020 Target 2021 Target 2022
Target Situation Target Situation and
(Where are we now?) gap)
Current Situation)
b.) infrastructure is (as practiced) (as practiced) (as practiced).
usually completed in
72 days from
submission/opening of
bids to issuance of
NOA
7.1.3 Adoption of Compliant with the None - TARGET: TARGET: TARGET:
standard standard Adoption of 100% compliance 100% compliance of
documentatio documentation based standard of complete bidding complete bidding
n based on on Philippine Bidding documentation documents (PPMP, documents (PPMP,
Phil. Bidding Documents (RA 9184). based on Phil. PR, Phil. Bidding PR, Phil. Bidding
documents. Bidding documents. docs, NTP and docs, NTP and
100% compliance contracts). contracts).
of complete bidding
documents (PPMP, Strategy STRATEGY
PR, Phil. Bidding Verification of Verification of
docs, NTP and bidding documents bidding documents
contracts). based on R.A. 9184 based on R.A. 9184
and other and other issuances.
STRATEGY issuances.
Verification of
bidding documents
based on R.A. 9184
and other
issuances.
7.2.1 Limit or For goods None TARGET TARGET TARGET
minimize the a.) 66% Shopping 5% reduction of 5% reduction of 5% reduction of
use of b.) 11.97% Direct alternative mode of alternative mode of alternative mode of
Alternative Contracting for procurement per procurement per procurement per
Method of alternative year. year. year.
113
Gaps
2019 Current (Difference between
Innovation
Situation (only for zero Target 2020 Target 2021 Target 2022
Target Situation Target Situation and
(Where are we now?) gap)
Current Situation)
Procurement Mode of
Procurement
c.) 22.03% were STRATEGY STRATEGY STRATEGY
subjected to Ample time in Ample time in Ample time in
public bidding reviewing the reviewing the reviewing the PPMP
(Reference of PPMP to APP PPMP to APP to APP particularly
Rating: Summary particularly with the particularly with the with the mode of
of P.O’s/ Contracts mode of mode of procurement.
Awarded) procurement. procurement.
114
Gaps
2019 Current (Difference between
Innovation
Situation (only for zero Target 2020 Target 2021 Target 2022
Target Situation Target Situation and
(Where are we now?) gap)
Current Situation)
through capacity
development
7.3.1 Adoption Drafted and submitted CPPOM not yet TARGET TARGET TARGET
and CPPOM. adopted. Adoption and Adoption and Adoption and
implementatio implementation of implementation of implementation of
n of customized customized customized provincial
customized provincial provincial procurement
provincial procurement procurement operations manual
procurement operations manual operations manual by LGU that is
operations by LGU that is by LGU that is compliant to RA
manual by compliant to RA compliant to RA 9184 as amended,
LGU that is 9184 as amended, 9184 as amended, including IRR 2016
compliant to including IRR 2016 including IRR 2016
RA 9184 as STRATEGY
amended, STRATEGY STRATEGY Enforce 100%
including IRR Enforce 100% Enforce 100% application of the
2016 application of the application of the procurement
procurement procurement operations manual.
operations manual. operations manual.
7.4.1 All contract Documents are not Documents are TARGET TARGET TARGET
documents are turned over to PEO not turned over to All contract All contract All contract
prepared by BAC within in 15 CD. PEO within in 15 documents are documents are documents are
secretariat and CD. prepared by BAC prepared by BAC prepared by BAC
turned over to secretariat and secretariat and secretariat and
PEO promptly turned over to PEO turned over to PEO turned over to PEO
and punctually within 45 cd. promptly and promptly and
Contract docs: punctually. punctually.
1. BOQ, Detailed
estimates, and Bid Strategy
Evaluation Report ( Quarterly turn-over
115
Gaps
2019 Current (Difference between
Innovation
Situation (only for zero Target 2020 Target 2021 Target 2022
Target Situation Target Situation and
(Where are we now?) gap)
Current Situation)
if necessary) Strategy the Bid Documents
2. NOA Quarterly turn-over (Infrastructure
3. NTP the Bid Documents Projects) to PEO.
4. Contract (Infrastructure
Projects) to PEO.
7.4.2 NTP should Date is not specifically Date as to when TARGET TARGET TARGET
indicate the start stipulated on the NTP to start is not NTP (Notice to NTP (Notice to NTP (Notice to
date, regardless issued. specifically Proceed) has Proceed) has Proceed) has
on the date of indicated on the indicated the indicated the indicated the specific
receipt of NTP issued specific starting specific starting starting date by the
Contractor instead it is date by the BAC date by the BAC BAC Secretariat.
mentioned that Secretariat . Secretariat.
“construction STRATEGY
should start 7 STRATEGY Supplier/Contractor
days from the Ensure that NTP STRATEGY should indicate the
receipt of NTP will be served to the Ensure that NTP exact date of receipt
pursuant to the contractor within 3 will be served to the of the Notice to
terms, conditions, days and then the contractor within 3 Proceed (NTP) and
plans, and contractor will days and then the projects should
specifications and commence within 7 contractor will commence based on
in accordance with calendar days to commence within 7 the date specified in
the start the project calendar days to the NTP.
implementation from the indicated start the project
schedule”. start date in the from the indicated
NTP. start date in the
NTP.
116
SECTION 5:
Assumptions and
Risk Management
Plan
117
The formulation of Assumptions and Risk Management Plan for the Provincial
Governance Reform Roadmap 2019-2022 is an essential step in the realization of
the target situations indicated in each of the seven key reform areas (KRA). This
plan includes the Risk Treatment and Strategies which serve as mitigating measures
should the risks occur along the way.
Before plunging into identifying risks, it is important to first identify and document the
assumptions per Key Reform Area which may have impact or influence on the risk
management strategies being selected.
On the contrary, risks are exposures to likelihood to failure or potential danger and
difficulty, foreseen or unforeseen, that prevents the attainment of the target situations
or objectives.
In-depth analysis of the Assumptions and Risks is a must in order to come up with
the suitable mitigating measures/ strategies that would counterpart any adverse
impact on the attainment of the PGRR objectives.
The table below shows the assumptions and risk management plan to prevent or
mitigate all risks identified along the seven key reform areas:
118
Table 5.1. Risk Treatment and Strategies
2. Synchronize planning
1. Inability to access 1. Provision of copy of
is practiced to Inventory
and use
ensure that 100% of Survey/RBIS report to
information from
the existing data from concern planning
inventory
Inventory offices.
survey/RBIS data
survey/RBIS data is
for planning and
incorporated in all 2. Establishment of
programming,
planning and Local Road/Bridges
monitoring and
programming Information System
evaluation
documents (AIP, linking planning,
activities.
119
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
PDIP, PDPFP, programming,
AMWP, LRNDP, etc.) monitoring and
and used in M&E evaluation.
activities
1. Conduct of video-
5. Available hardware 1. Failure to conduct
tagging of 50% of the
and software support video-tagging of
provincial roads using
so that 100% of provincial roads due to
Routeshoot.
Provincial Roads are lack of skilled
2. Capacity
video-tagged and personnel and
Development on
uploaded in a web- equipment
Routeshoot and other
120
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
based portal geo-tagging
applications.
3. Purchase devices and
other ICT
infrastructure for the
collection and
repository of video
and geo-tagged data.
Local Road LCE bankroll LRMT will not be Strengthen Technical
Network governance reforms fully functional Secretariat
Development in LRM and PFM
Plan Trained LRMT TWG Low quality Provide capacity
in road network participation of development and
planning CSOs logistical support
(honorarium) to CSOs
LRNDP influences Limited number of Capacitate Technical
investment planning personnel Secretariat
programming vis-à-vis volume of
works
Trained SES Limited number and Sustain provision of
personnel capacities of SES capacity building of
personnel SES personnel
Trained PEO design Limited number and Sustain provision of
engineers capacities of PEO capacity building of
design engineers PEO design engineers
121
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
Manual been trained. B. Formulate and
2. PEO staff are trained implement a service
and accredited requirement policy
2. Flood-prone areas for personnel sent
3. CPES are regularly and Landslide- to 3 or more days of
applied to all road prone areas in the technical trainings
and bridge projects event of calamities.
implemented by
contract and by 3. Change in
admin 2. A. Strictly implement
Administration, not
4. All fair to good the EMP (i.e.
priority by LCE
provincial roads are implementation of
maintained and sustainable mitigating
4. Resistance of measures for flood
implemented based
project affected and landslide-prone
on Annual
persons to support areas both vegetative
Maintenance Work
the project and infrastructure
Program with
especially on
considerations of
RROW B. Strictly monitor
DRRM-CCA,
environmental and the Contractor’s
5. Non-compliance of
gender concerns implementation of
Contractors to the
5. Active participation of work items relating
stipulations of the
communities in the to environmental
EMP and the
implementation and hazards mitigation
Construction
monitoring of projects structures (as per
Occupational
and fully utilizing the
Safety and Health approved DED).
adopted feedback
(COSH)
mechanism,
requirements
specifically the
Grievance Redress 3. Legitimize the PGRR
Mechanism 6. Low financial and work towards
6. The CBRMC scheme absorptive capacity mainstreaming
is put into practice
7. All road projects have
Environmental
4. A. Conduct intensive
Management plans
(EMPs) IEC to project affected
8. All road construction area occupants
and maintenance
projects comply with B. Allocate
the RA 1586 or the budget/provide
Phil Environmental compensation for
Impact Assessment compensation of
System, and more affected properties
122
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
specifically with the
stipulations of the
EMPs 5. A. Strictly monitor and
activate feedback
9. PENRO personnel in- mechanism
charged with the B. Deduct
preparation of EMPs corresponding cost
are trained and of non-complied
equipped with
items
knowledge on
applicable
6. A. Ensure that all
environmental laws
RROW concerns are
and acquired skills on
resolved (ie. All
EMP preparation.
affected persons are
well-informed and
10. Road safety audit is
committed to support
regularly performed
the project; all RROW
and all provincial
docs are intact; IPRA
roads are
law requirements are
constructed with road
complied, etc.)
safety features in
accordance with
DPWH standards B. Ensure that
Contractors are
compliant to the
minimum equipment
requirement through
strict monitoring of
project
implementation
and conduct of
Monthly
Contractors’
Coordination
Meeting
123
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
2. E.O. prepared for 2. Unable to
the creation of finished 2. Ask security
inventory team, inventory assistance from
Conducted activity due to the BLGU and or
inventory peace and from PNP.
periodically as order problem
scheduled.
1. Unavailability 1. Request
3. The of laptop for the funding from
computerized installation of PLGU or from
inventory system computerized outside
is used by two inventory sources
teams during system to be (CMGP)
actual physical used by the
inventory two teams
124
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
SystemeRMS is copies of reports
already established generated from the
and implemented and system. Coordinate
used by BAC with Information
Technology and
Secretariat and
Communication
Requisitioning Offices
Development Division
for the price index (ITCDD) if there is a
monitoring. In green server breakdown.
procurement, Impose administrative
orientation is sanction to
conducted and Requisitioning Offices
adopted by all offices. Procurement cycle is who fail to comply
hampered; Several policies for the
Provincial Purchase Request submission of the
Procurement (PRs) were returned requirements.
Operations Manual is to Requesting Office
already created by the (RO) for
committee (BAC modification/ revision
member and TWG) and due to
initiated by DILG- insufficient
CMGP. information,
Under Provincial inaccurate
Procurement Operations description.
Manual, procurement
cycle is reduced. In
Notice to Proceed
(NTP), the starting date
is already stipulated.
Budget, The Four - year target Retirement/ transfer Capacitate rank and
Expenditure percentage increase in of key personnel in file employees in the
Management & the revenue collection the Provincial PTO thru trainings and
Revenue will be realized Treasurers Office to require them to conduct
Generation other government re-echo on trainings
agencies attended to the other
employees in the office.
Depletion of quarry
resources of the
province
Prioritization Look for other sources
ofappropriation for road No sufficient revenue of funding either from
maintenance, to increase allocation. savings or from other
rehabilitation and outside sources.
125
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
upgrading per LRNDP.
Periodic monitoring of
Capacitate PMC and
implementation.
PMC will not be LFC to evaluate and
functional. monitor project
implementation.
Unplanned projects
but are critical to
address situations
arising from
emergencies or
126
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
those incidents that
pose imminent
danger to life and
property, i.e.
(mitigating and
climate change
adaptation projects)
The Provincial
Government will
operate within the Failure to realize the Regular monitoring of
approved budget and collection target receipts and
based on the
that revenue targets expenditures.
estimated revenues
and collections will
as stipulated in the
improve annually annual budget
Unable to return
All disallowances are
the whole amount
answered and settled. Assert in the demand
on target date
letter the immediate full
settlement of the
disallowed amount.
Resignation of
accountable
Continued support of
officer/personnel Enforce policy to
provincial offices on without obtaining
the financial secure salary deduction
clearance for the
requirements for the disallowed
obligations with
PLGU. amount
127
Key Reform Assumptions Risks Risk Treatment/
Area Management
Strategies
Unable to prepare
financial reports
on time due to
lack of personnel,
Complete set of
slow computer
Financial Reports are 1. Create plantilla
units, virus
prepared and position for
corruption of files
submitted on time in accounting
and slow internet
accordance with personnel.
connection
2. Upgrade computer
DILG’s full disclosure
hardware and
policy
regularly update
anti-virus.
3. Regulate the use of
flash drive and
compact disk.
4. Upgrade the
subscription into a
higher mbps.
128
SECTION 6:
Capacity
Development and
Technical
Assistance Plan to
support PGRR
implementation
129
The Provincial Government of Davao de Oro is determined in its effort towards
reform roadmap. After having a thorough assessment and evaluation on the status
of the road network of the province, there is a need to develop, enhance and
strengthen the capacity of the human resource to plan, design, implement and
maintain quality road network through effective governance. With the thrust of the
national government towards the achievement of the roads to sustainable
development goals, it is more likely that the provincial government will achieve its
reform targets on local road network.
With this PGRR, the provincial government was able to identify the capacity gaps,
limitations and weaknesses of its workforce. Capacity development plans and
programs have been determined in order to acquire, develop or sharpen capabilities
so that individual employees can accomplish their work goals leading towards
achieving the organizational goals and productivity. Moreover, employees need to
become more competent to achieve organizational efficiency and effectiveness.
The PLGU on its own could not support all the required capacity development plans
and programs. Technical assistance and financial support are needed from partner
agencies particularly the DILG through its CMGP. There is a need for the provision
of budget allocation to ensure the conduct of said learning and development
interventions.
The capacity development plan was informed by the assessment report on the
current situation. It attempts to address the gaps and weaknesses identified and
enhance the strengths to sustain good governance for LRM and PFM.
130
Table 6.1: Capacity Development and Technical Assistance Plan
131
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
Construction & knowledge in assistance to enhance
Maintenance terms of QC plan knowledge on QC plan
preparation preparation
Conduct training-
Needs to develop/ workshop to
enhance technical acquire/enhance 2019 PLGU/CMGP
skills on material technical skills on
testing material testing
Only 10 PEO
employees were Conduct training on
trained on QA/QC QA/QC (MTQC) for all
under PRDP project in-charge and 2019-2022 PLGU/CMGP
Program engineers
Conduct training to
Needs technical
acquire technical skills
assistance on
on CBRMC
community
engagement
Provision of technical
No CBRMC 2019-2020 PLGU/CMGP
assistance for CBRMC
implementation
implementation
Conduct
Benchmarking activity
2019-2022 PLGU/CMGP
for CBRMC Team
Conduct Assessment
2019 PLGU
& Evaluation on
CBRMC
132
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
implementation
133
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
134
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
Needs to enhance Provision of technical 2019-2020 PLGU/CMGP
technical skills in assistance to enhance
the conduct of technical skills for the
BAICS for road effective conduct of
projects BAICS for road
projects.
Conduct training –
workshop to enhance
knowledge, skills & 2019-2022 PLGU/CMGP
competencies of
Internal Audit Staff
Conduct proper
training and writeshop
for the formulation of
3- years Strategic
Plan.
Conduct proper
training and writeshop
for the formulation of
Risk Assessment
Manual
Conduct proper
training and writeshop
for the formulation of
Annual Internal Audit
Plan (AIAP).
Conduct training –
workshop and
Competency
Assessment to identify
learning gaps
Conduct at least 2
training – workshop.
135
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
Records Management System
Management (eRMS); for BAC
System (eRMS) Secretariat and supply
by the IT officers.
Department
136
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
Budget, Needs to acquire Conduct training on 2019 PLGU/
Expenditure knowledge & the examination of BLGF/
Management & skills on the books of accounts of CMGP
Revenue examination of business
Generation books of accounts establishment
of business
establishment
Conduct Orientation/ 2019-2022 PLGU/CMGP
Limited Seminar to capacitate
knowledge of the the CSOs on planning
CSOs on planning & budgeting
&budgeting processes
processes
Conduct Year-End
Needs annual Operations Review 2019-2022 PLGU
evaluation & and Planning Session
planning
Accounting
employees need Conduct technical
enhancement on assistance to enhance
Philippine Public the skills & knowledge
Sector of accounting 2019 PLGU/CMGP
Accounting employees on
Standard Philippine Public
(PPSAS) and Sector
advance Accounting Standard
technique on (PPSAS) and advance
Microsoft Excel technique on Microsoft
Spreadsheet Excel Spreadsheet
Conduct training/
Need continuous coaching &mentoring
137
Key Reform Capacity Gaps Proposed CD Timeframe Proposed
Area Intervention Source of
Support
updating & for continuous
upgrading of skills updating and
& knowledge upgrading of skills &
knowledge of
Accounting employees 2020-2022 PLGU/CMGP
Provision of technical
Need updates on assistance to
new issuances accounting employees
regarding on new issuances
disclosure policies regarding disclosure
and preparation of policies and
financial reports preparation of financial
reports
2019-2022 PLGU/CMGP
Limited Conduct training-
knowledge &skills workshop on windows-
on windows- based accounting
based accounting system
system
2019-2022 PLGU
138
SECTION 7:
Monitoring and
Evaluation
Framework
139
The M and E Framework refers to a brief guide formulated by the province as a
commitment to regularly and periodically track changes and progress in the reform
program. It aims to monitor and evaluate the effective implementation of the PGRR.
This section includes a brief write-up on the M and its scope, importance and its
implementing mechanism. The section will also include the template below which
provides the details of the M and E framework. The column on indicator refers on
how each of expected result of the target situation will be measured. LRMPAT,
PFMAT, and APCPI. Indicators can be used for this purpose. The column on
baseline should be cross referenced to the current situation. The means of
verification provides the evidences required to show that the indicator or results have
been achieved. The data collection will explain how the evidences be gathered and
who will gather the evidence while the data analysis provides the tools for analysis
and who will do the analysis. The frequency and the budget states how often will the
M&E be conducted and what are the needed resources.
The PLGU will also conduct an annual assessment of the PGRR which will inform
the preparation of the ARAP.
The accomplishment reports from each KRA and members of the LRMT will be used
in the preparation of PGRR accomplishment report and evaluation.
140
Table 7.1. Monitoring and Evaluation Matrix
a. Percentage 2018- 2020 1.RBIS Secure copy LRMT Collated data LRMT Annually Budget
1.1.1 Established, generated of the allocation for
of TWG- KRA to determine
updated, a. 100% report following: the
established a. 0% Head the
DRRM and establishmen
local roads b. 0% b. 100% percentages
SDG 2. GIS-based RBIS t of DRRM
data in RBIS c. 100%
informed c. 100% Hazard Maps generated of and SDG
b. Percentage d. 0%
RBIS report from accomplishm informed
managed by of validated d. 15% ents based
3. SDG PEO RBIS
all PLGUs and updated Report
2019- 2021 on targets
local roads (Incident GIS-based
data in RBIS a. 50.86
a. 100% report, hazard maps
c. Percentage %
survey from PPDO
b. 0% b. 100%
of local reports)
c. 100%
roads with 3.1 Police SDG Report
d. 0% c. 100%
established Report from PPO,
or updated d. 65% PEO
(whatever is inventory
2022 team and
appropriate)
DRRM Inter-office
a. 100%
SDG Survey
informed
b. 100% Team
RBIS
d. Percentage c. 100%
of provincial
roads with d. 100%
established/
updated,
SDG
informed
RBIS
141
Data Collection Data Analysis Budget
Target Indicator Baseline Annual MOV Frequency
Descripti
Situation Targets HOW WHO HOW WHO
on
a. Number of 2018 2020 Secure copy LRMT To determine KRA As CapDev for
1.1.2 RBIS used planning a. 2 LRNDP if the local
of LRNDP TWG- KRA Head needed PPMC
for local document a. 1 (LRND RBIS data
(LRND and Head PPMC members on
road utilizes RBIS are used in
P, b. 2 Monitoring the use of
network data PDPF Monitoring the updating
and RBIS data
planning, b. Number of 2021 and of LRNDP
P) Evaluation
programm Monitoring Evaluation and used in
b. 0 Reports
ing, and a. 0 Reports the
evaluation Evaluation 2019 Monitoring
and b. 4
document a. 1 and
monitorin utilizes RBIS 2022 Evaluation
(PDPF
g data P) Activities
a. 0 a. 0
b. 4
1.1.3 Establishe a. Percentag 2018 Secure GIS LRMT To determine LRMT Annually Budget
d, updated e of a. 100% 2020 GIS based if the
a. 100%
based road TWG- KRA Allocation for
and provincial b. 2 road network generated
b. 1 network map Head the purchase
utilized roads (LRND map GIS based
(LRNDP) of GIS-based
GIS based updated in P, c. 2 LRND Plan road network equipment
Secure a
local road the GIS- PDPF 2021 data are with (desktop,
copy of
network based P) a.100% M&E complete storage, etc.)
LRND Plan
map for LRNM with c. 0 b. 0 Reports attributes
planning, complete c. 4
programm attributes 2019 2022 Secure M & E
ing, b. Number of b. 100% a. 100% Reports
evaluation b. 0
planning c. 1 c. 4
and document (PDPF
monitorin that P)
g with Utilizes the d. 0
complete GIS-based
attributes LRNM
and c. Number
managed monitoring
by the and
142
Data Collection Data Analysis Budget
Target Indicator Baseline Annual MOV Frequency
Descripti
Situation Targets HOW WHO HOW WHO
on
PLGUs. evaluation
report that
utilizes
GIS-based
LRNM
1.2.1 All a. Percentage 2018 Secure LRMT To determine LRMT For Represent
2020 Screenshot screenshot
provincial and of a. 10% TWG- KRA progress of Provincial ation
a.100% of the
component city provincial b. 0% Head video-tagging Roads: Fuel
uploaded
roads video- roads c. 0% 2021 report against plan Annually Capacity
tagged and video- a.100% and assess For on- Developm
uploaded in a tagged and b. 10% issues/ going/co ent
uploaded 2019 c. 5% mpleted
web-based challenges
in a RBIS a.59% projects Video-
portal 2022- affecting
b. Percentage b. 0% a. Befor tagging/
a.100% video-tagging e the
of c. 0% Routeshoo
municipal b. 20% projec t devices
roads c. 10% t (MLGUs)
video- b. 50%
tagged and acco
mplis
uploaded
hment
in a RBIS
c. 100%
c. Percentage
- after
of
issuin
barangay g
roads Cert.
video- of
tagged and Comp
uploaded letion
in a RBIS For
Municipal/
Barangay
Roads –
Annually
143
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
144
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
145
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
146
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
b. Presence of
Updated
LRNDP
aligned to
SDGs
2.4 Preparation of Detailed Engineering Designs (DEDs)
2.4.1 All DEDs a. Percentage 2018 2020-2022 DED, POW Secure copy PEO To determine PEO/ Annually
for all local road ofprovincial a. 100% a. 100% and EMP of DED, POW no. of projects PENRO
projects are roads with and EMP with standard
prepared in DEDsprepare 2019 DED, POW
accordance with d in a. 100% and EMP
DPWH standards accordance
and prepared with DPWH
with minimal standards
revisions
2.5 Result-based Monitoring & Evaluation (RBME) System
147
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
3.1 All road and bridge projects implemented according to DPWH standards
3.1.3 a. Percentage of 2018 2020: Approved QC Secure copy of -LRMT -to determine -PEO Annual No budget
All road and road and bridge a.) 0 a.) 100% Plan the ff: number of requirement
bridge projects by b.) 0 Contract projects with
projects have QC contract with 2021 agreement 1. QC plan QC plan in
plans and other QC plans in 2019 a.) 100% NTP from PEO- compliance
a.) 100% MTQC section
requirements in compliance 2022 with QA
b.) 0
compliance with with QA Manual a.) 100% Manual for
2. contract
QA Manual for for LGUs b.) 50% LGUs
from BAC Sec
LGUs b. Percentage of
road and bridge 3. NTP from
projects by BAC Sec
administration
with QC plans
in compliance
with QA Manual
for LGUs
3.1.2 PEO are a. Number of staff 2018 2020 Certificate of Secure copy of PEO, LRMT, a. To PEO, Annual No budget
capacitated on trained a. 0 b. 1 Participation the ff.: PHRMDO determine the LRMT, requirement
QA/QC thru b. number of hired b. 0 c. 49 Acceptance 1. Certificates Number of PHRMD
continuing Materials c. 0 2021 and Inspection of participation staff trained O
capacity Engineers 2019 a. 10 Report (AIR) from PEO b. To
development and c. No. of acquired a. 14 b. 3 Job Contract Personnel determine the
b. 0 2022 2. copy of AIR number of ME
acquisition or materials
c. 0 a. 5 from GSO hired
out sourcing of testing 3. copy of Job c. To
QA/QC equipment b. 1
contract from determine
equipment/servic HRMDO number of
es acquired
materials
testing
equipment
3.2 Constructor Performance Evaluation System (CPES) conducted
3.2.1 CPES is a. Percentage of 2018 2020 Secure copy of PEO, LRMT a. To PEO, Annual No budget
regularly applied a. 66% CPES Report CPES Report determine the LRMT requirement
148
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
3.3.4 Percentage of 2018 – 0 2020 Local Road Secure copy of LRMT, PEO To determine PEO Annual No budgetary
All provincial all provincial a. 100% Inventory (LRI) LRI, POW and the length of requirement
roads roads 2019 b. 0 Maintenance QMAR from roads
maintained in maintained in a. 100% Program of PEO maintained
fair to good fair to good b. 0 2021 Work (POW)
condition based condition based a. 100% Quarterly
b. 50% Maintenance
on applicable on applicable
Accomplishme
DPWH DPWH
2022 nt Report
guidelines with guidelines with a. 100%
due due b. 100%
considerations considerations
of DRRM-CCA, of DRRM-CCA,
environmental environmental
and gender and gender
concerns concerns
a. Maintained
Road
b. DRRM-CCA,
environmental
and gender
149
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
concerns
3.3.5 Percentage of 2018 – 0 2020 – 50% AMWP Secure copy of PEO, LRMT To determine PEO Annual No budgetary
All maintenance Road Quarterly AMWP and the requirement
work is Maintained in 2019 – 0 2021 – 75% Maintenance QMAR from percentage of
implemented in accordance to Accomplishme PEO fair to good
accordance with AMWP nt Report road
the Annual maintained
2022 – 100% according to
Maintenance Work
AMWP
Program
3.3.3 All fair – Percentage of 2018 – 0 2020-0 -EMK -Secure copy -PEO -to determine PEO, Annual No
good provincial the budget 2019 - 0 Computation of EMK from the LRMT budgetary
roads are allocated for 2021 –0 PEO percentage of requirement
maintained at maintenance fair to good
rates/km/year according to the 2022 – 100% provincial
computed DPWH EMK roads
according to the formula maintained at
DPWH EMK including road rates/km/year
formula safety measures computed
including road and furniture. according to
safety measures the DPWH
and furniture EMK formula
including road
safety
measures and
furniture
3.4.1 a. Number of 2018 2020 Certificate of Secure copy of LRMT a. To LRMT Annual No budgetary
Communities are barangays a. 0 a. 2 Appearance the ff.: determine the requirement
engaged and oriented and b. 0 b. 2 (CA) 1. CA; and no. of
actively consulted on 2019 2021 Attendance copy of barangays
participate in CBRMC a. 4 a. 6 Photos during Attendance oriented/consu
provincial road b. Number of b. 0 b. 6 Barangay from Barangay lted
provincial road 2022 Assembly 2. copy of NTP
maintenance
sections a. 12 Notice to from PGSO- b. To
activities such
maintained with b. 12 Proceed BAC
150
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
3.5.1 Road Percentage of 2018 – 100% 2020 – Perfected Secure copy LRMT To assess the LRMT Annual No budgetary
project and Road projects 2019 - 100% 100% Contract from PGSO- completeness requirement
contract implemented are Document BAC and the
documentation with complete
2021 – efficiency of
are complete and contract project
efficiently documentation& 100%
contract
processed with efficiently
2022 – documentation
strict processed with
observance of strict 100%
standards and observance of
deadlines standards and
deadlines
3.6 Personnel complement
3.6.2 A. Number of 2018 2020 Certificate of Secure copy -PEO To determine -PEO Annual
LGU has PEO staff with A. PEO A. PEO Training from -LRMT the number of -PENRO
adequate staff knowledge and a. 0 a. 34 PHRMDO and -PHRMDO personnel -
with knowledge skills of the b. 3 b. 34 concerned trained PHRMD
and skills in the following: c. 0 c. 5 personnel O
following: d. 0 d. 5
a. RCM B. PENRO – B. PENRO -
Road 1 5
contract 2019 2021
151
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
152
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
153
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
3.7.1 Percentage of 2018 – 6% 2020 –40% Minutes of To secure LRMT To determine LRMT Monthly Budget for
Road Road 2019 - Meetings copy from PGO the frequency PGO meeting
construction construction 2021 –70% PPMC of project
projects and projects and Consolidated Secretariat monitoring
maintenance maintenance 2022 –100% Report
activities are activities are
monitored and monitored and
reported through reported through
a fully functional a fully functional
Provincial Provincial
Project Project
Monitoring Monitoring
Committee Committee
(PPMC)
3.7.2 Percentage of 2018 – 3 2020–100% Minutes of Secure copy of LRMT To determine LRMT Annual No budgetary
Establishing a Coordination coordination Meeting Minutes of the frequency requirement
Feedback Meetings meeting per 2021- Meeting from of meeting per
mechanism conducted project 100% PEO project
participated by 2019 - 3
community 2022–
100%
3.8 Road Safety Management
3.8.3 All Percentage of 2018 – 4% Road Safety Secure copy LRMT, PEO To determine LRMT, Annual No budget
provincial all provincial 2019 – 4% 2020 –100% Audit Report from PEO the number of PEO requirement
roads are roads Note: CMGP (RSA) roadsconstruct
constructed with constructed with Projects 2021 –100% ed with Road
road safety road safety Local Road Safety
features in features in 2022 –100% Inventory features
accordance with accordance with
DPWH standards DPWH
standards
3.8.2 PLGU Percentage of 2018 – 4% 2020 –50% Road Safety Secure copy LRMT, PEO To determine LRMT, Annual No budget
conducts regular all Provincial 2019 – 4% Audit Report from PEO the number of PEO requirement
road safety audit Roads Note: CMGP 2021 –75% (RSA) road sections
154
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
3.9 Rehabilitation and improvement of unpaved, poor to bad paved core provincial roads
3.9.1 Unpaved Number of 2018 - 67.05 2020 – 8 Local Road Secure Copy LRMT, PEO To determine LRMT, Annual No budget
Poor to Bad, kilometer of the km km Inventory of Local Road the length of PEO requirement
paved core identified core 2019 – Inventory from provincial core
provincial roads 254.88 km PEO
roads are 2021 – 10 roads
are rehabilitated rehabilitated and rehabilitated
and
km
improved/upgra and
improved/upgrad
ded 2022 – 15 improved/upgr
ed
km aded
3.10.1 Pursuant No. of CMGP -2018 – 0 2020 – Monthly Secure copy LRMT- Determine LRMT Semi - No
to Paragraph 5, projects billed -2019 - 0 30% Utilization of from TWG the number annual budgetary
Annex “E” monthly 2021 -60% Report PACCO and of projects Requiremen
(Contract Statement of PEO t
billed
Implementation 2022 – Work monthly
Guidelines for 100% Accomplish
the Procurement based on the
(SWA)
of Infrastructure actual/validat
Evaluation
Project,)” Report ed
awarded Disbursemen accomplishm
contractors are t Voucher ent
to prepare
monthly
progress billings
and
corresponding
request for
payments for
work
155
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
accomplished,
supported by the
Statement of
Work
Accomplished or
SWA that is
checked and
validated by the
Project Engineer
4.1.1. a. Portion of 2018 2020-2022 Report of the Secure copy of LRMT To Determine LRMT Every 4th Budget
Performance provincial roads a. 97% a. 100% local road the following: Secretariat the proportion Inventory quarter of Allocation for
condition surveyed or b. 2 b. 2 network; and of the team the year conduct of
assessment of assessed report on the Report of the provincial road physical
assets physical local road network inventory
conducted and b. Presence of 2019 count and network from survey Every 4th and
reported report of the a. 100% assessment PACCO; and quarter of assessment
regularly local road b. 2 on the local report on the To determine the year of roads.
network (Annex road network physical count the current
A COA Circular and assessment condition of
2015-008;) and on the local road the assets
report on the network from
physical count Inventory Team. To determine
on the local road the number of
network (Annex reports
C: COA Circular submitted vis a
2015-008) vis the number
of survey
conducted
156
Data Collection Data Analysis
Annual Budget
Target Situation Indicator Baseline MOV Frequency
Targets Description
HOW WHO HOW WHO
4.2.1 a. No. of 2018 2020-2022 Subsidiary 1.Secure a copy PACC 1. Determine PACCO 1. Every 4th Budget
All provincial Provincial Road a. 81 a. 83 Ledger or of Property, Plant O the amount to . quarter of allocation for
road Sections booked PPE Ledger and Equipment - be recorded as . the year Office
infrastructure and updated. Card Annex Local Road adjustment/s . Supplies
and facilities D Network Ledger for .
recorded as 2019 Card (Annex D, improvement
assets in the a. 83 COA Circular or impairments
LGU’s book of 2015-008) of road
accounts in 2. Secure a copy components
accordance with of the PPE for each road 2. Semi-
NGAS and Lapsing Schedule section. Annual
relevant COA 2. Determine
circulars, and the remaining
updated useful life of
regularly; with the assets and
complete compute for
description and depreciation
cost segregation based on
of road PPSAS #17
components to
monitor changes
over time
4.3.1 Presence of 2019 - 0 2020 Copy of Secure a copy of PEO To determine if LRMT Once Budget
Province adopts adopted Local Provincial Provincial a Local Road Secretari Allocation for
and implement Road Asset Prepared Ordinance Ordinance and Management at reproduction.
Local Road Management and adopted and Local Local Road Plan is
Asset Plan the Local Road Management adopted and
Management Road Management Plan. prepared.
Plan for Management Plan.
improved Plan.
157
Data Collection Data Analysis
Annual Budget
Target Situation Indicator Baseline MOV Frequency
Targets Description
HOW WHO HOW WHO
158
Data Collection Data Analysis
Annual Budget
Target Situation Indicator Baseline MOV Frequency
Targets Description
HOW WHO HOW WHO
Number of Continued Status of Secure a copy of LRMT To determine if LRMT Once Budget
Projects implementati Project Status of Project projects in the Allocation for
implemented by on of the Implementati Implementation Local Road Training
PLGU in the Local Road on Management
LRAM Plan Management Plan was
guided by LRAM Plan with implemented
Manual guidance with guidance
from the from Local
Local Road Road Asset
Asset Management
Management Plan
Manual.
159
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
IAD issued by the Annually
personnel. DBM and the
d. Percentage CSC.
of
Implementa Assess the
tion based audit
on AIAP. conducted if
based on the
Annual
Internal Audit
Plan
5.1.2
Road related a. Number of 2018 2020 Audit Report Keep copy of PAO - IAD Assess the LRMT Annually Office
Provincial Road a. None a. 2 Audit Report audit Supplies
Offices are related b. None b. 2 conducted if PFMT Expense
regularly Provincial Approved Keep copy of based on the Annually
subjected to Offices 2019 2021 Annual Annual Internal Annual Office
internal audit audited a. 2 a. 2 Internal Audit Plan Internal Audit Equipment
based on the b. Number of b. 5 b. 2 Audit Plan Plan.
approved Annual Road Representati
Internal Audit related 2022 Verify that the on Expense
Plan Provincial a. 3 actual audit
Offices b. 3 against AIAP. Travelling
included on Expense
the AIAP.
5.1.3
Recommendatio a. Percentage 2018 - None 2020 – 50% Memorandu If SP Ordinance PAO – IAD Verify that the LRMT Annually Office
ns in the Internal of audit m Order OR Secure copy of issued Supplies
Audit Report are recommend 2019 - None 2021 – 75% Office Order SP Ordinance MO/EO/SP PFMT Expense
promptly resolve ation OR SP from SP ordinance
and acted by resolves 2022 –100% Ordinance Secretariat against the Office
LCE and and acted If Memorandum audit Equipment
implemented by by LCE and Order and recommendati
concerned implemente Executive Order on. Representati
provincial offices d by Secure copy of on Expense
concerned Memorandum
offices. Order and Travelling
Executive Order Expense
from PGO - Admin
160
Annual Means of Data Collection Data Analysis Budget
Target Situation Indicator Baseline Frequency
Targets Verification Description
How Who How Who
5.1.4
Internal control a. Number of 2018 - 1 2020 - 2 Baseline Keep copy of PAO – IAD Assess the LRMT Annually Office
systems and Baseline Assessment Baseline internal control Supplies
procedures of Assessment 2019 - 2 2021 - 2 Report Assessment system PFMT Expense
road related Report. Report conducted
offices are 2022 - 2 based on Office
established, Annual Equipment
operational and Internal Audit
documented Plan Representati
on Expense
Travelling
Expense
5.2.1
Trained internal a. No. of 2018 2020 Certificate of Secure copy of PAO – IAD Strengthen the LRMT Office
auditors base on training / a. 4 a. 4 attendance/ certificate of internal auditor Supplies
Cap Dev. plan seminar / b. non b. 100% participation attendance/ skills and PFMT Expense
and able to workshop e participation from knowledge
perform their attended / 2021 Activity the agency who Office
functions conducted. 2019 a. 4 design conduct the Equipment
b. Percentage a. 4 b. 100% training/ seminar/
of b. non Attendance workshop. Traveling
implementat e 2022 Sheets Expenses
ion of Cap a. 5 Keep copy of
Dev. Plan. b. 100% activity design and Training
attendance sheet Expenses
for the training/
seminar/
workshop
conducted.
161
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
KRA 6: Budget, Revenue Generation and Expenditure Management
Increased Percentage of 2018 - Taxable Secure copy of the LRMT To determine LRMT Annually Budget
percentage of Increase of 19.93% 2020-2022: Assessed following the forecasted allocation for
local revenues to Local revenues 2019 - 5% Value Report documents: collection General
augment the 4.50% SRE and Revision
budget for road collection Taxable Assessed To determine
upgrading, report Value Report from Budget
the actual
rehabilitation PASSO allocation for
and collection revenue
SRE and
maintenance. collection.
collection report
from PTO
Increased a. Percentage of 2019 – CY 2020 – Appropriatio Obtain LRMT Comparison of LRMT Yearly Php100,000.
allocation and increase in a.)Php100,0 a.) 100% n Ordinance Appropriation TWG the current member - 00
utilization of budget 00.00 per km b.) 95% Ordinance from member - and previous Budget
Funds for local appropriation for for c.) 2% SP PBO budget Officer
road the maintenance maintenance Statement of personnel appropriation and
d.) 97.5%
maintenance, of roads of local Appropriatio Obtain SAAOB Planning
rehabilitation roads n, Allotment from Provincial Comparison of Officer
and upgrading b.) 94.15% and Budget Office KRA 6 data
CY 2021 –
b. Percentage of c.) Obligations member -
Php62,502,0 a.) 3% PBO
budget increase
appropriation for 70.00 personnel KRA 6
d.) 98% b.) 95.5% members
the rehab of c.) 2%
roads increase
d.) 98%
c. Percentage of
fund utilization CY 2022 –
for local road a.) 5%
maintenance increase
b.) 96%
d. Percentage of c.) 2%
fund utilization increase
for local road d.) 98.5%
rehab
Duly accredited Number of 5 CY 2020- Invitation Obtain copies of LRMT Attendance LRMT January to Php200,000.
Civil Society representativ represent 2022–at letters the invitation TWG KRA and TWG December 00
Organizations es of duly least 1 inviting the letters, minutes of 6 member participation of KRA 6
162
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
(CSOs) to accredited atives CSOs to meetings and - PBO and CSOs in the members
participate in Civil Society from CSO attend and attendance sheets PPDO planning and - PPDO
the planning Organization as participate in personnel budgeting and PBO
and budgeting s to the planning processes personne
processes participate in members
and l
the planning of the budgeting
and Provincial processes
budgeting Developm
processes ent Minutes of
Council to meeting
participat
Photos
e in the
planning Attendance
process
No CSO in
the
Budgetin
g
process.
Synchronized Percentage AIP 2020-2022: Copy of the Obtain copy of the LRMT Tracking or LRMT AIP – Php200,000.
planning and of submis 100% AIP duly AIP TWG KRA Monitoring of Team - January to 00
budgeting compliance submitted 6 member the submission Planning June
with the sion -
calendar, and received - PPDO of AIP and Officer
prescribed October by the personnel Executive and Executive
particularly for 14,
period in the Sangguniang Obtain copy of the Budget and its Budget Budget – Php200,000.
budget submission 2019 Panlalawigan Executive Budget LRMT approval by Officer July to 00
preparation of AIP and TWG KRA the SP October
and LEP and Copy of the 6 member
authorization budget Budget
Executive - PBO
is strictly authorization submis
Budget duly Obtain copy of the personnel
Observed sion - submitted Appropriation
Octobe and received Ordinance
r by the
15,201 Sangguniang
9 Panlalawigan Obtain copy of the
monitoring tool
Copy of the
Budget
163
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
authorizatio Appropriation
n on Ordinance
December
9,2019 Copy of the
monitoring
tool of the
submission
of AIP and
Executive
Budget
Approved Percentage of 100% of 2020- 25% Copy of Obtain copy of the LRMT Verificati LRMT January to
budget Budget budget 2021-50% Appropriation Appropriation TWG KRA on of TWG December
allocation for Appropriation for allocation 2022-100% Ordinance Ordinance 6 member data KRA 6
local road local road for local - PBO memb
rehabilitation road Copy of Obtain copy of the personnel ers
rehabilitation
and upgrading is rehabilitatio LRNDP LDRNP
and n and LRMT
based on
maintenance maintenanc Obtain copy of TWG KRA
LRNDP Copy of AIP
is based on e is based AIP 6 member
LRNDP on LRDNP - PPDO
personnel
The appropriation Percentage of No copy of 2020-2022: Copy of the Obtain a copy of LRMT Verification LRMT Annual Php500,000.
ordinance the items or the 100% approved the approved AIP, TWG of records TWG 0
authorizing the object of approved AIP, LDIP LDIP and PDPFP KRA 6 KRA 0
annual budget(s) expenditures PDPFP and and PDPFP member - member
is linked with the listed in the LDIP PPDO s
Annual Appropriation on hand. personnel
Investment Ordinance Copy of the Obtain a copy of
Program, Local authorizing the CY2019 Appropriati the Appropriation LRMT
Development annual Annual on Ordinance TWG
Investment budget(s) is and Ordinance KRA 6
Program (LDIP) linked with the Suppleme member -
and Provincial Annual ntal PBO
Development and Investment Budgets personnel
Physical Program (AIP), are linked
Framework Plan Local to the AIP.
(PDPFP) Development
Investment
Program (LDIP)
164
Target Situation Indicator Baseline Annual Means of Data Collection Data Analysis Frequency Budget
Targets Verification Description
How Who How Who
and Provincial
Development
and Physical
Framework
Plan (PDPFP)
Provincial a. a. a. 2020- Copy of the Obtain copy of LRMT Evaluation LMRT Monthly
Government Percentage Php95,000, 2022 - 5% monthly the monthly TWG and TWG
operates with of increase 000.00 - b. 2020 - collection revenue KRA 6 monitoring member
credible budget of Revenue Local 2022 - 100% report from collection member – of the s, LFC,
such that actual Targets for Sources PTO report PBO budget PBO
appropriation are Local personnel status
expended for the Sources b. not less
Revenue targets than 100%
and collection b.
improve annually Percentage
of Collection
Efficiency
Provincial No. of Notice of 2018 - 0 2020 – 0 Financial Get a copy of the PACC Search PACC Monthly
Government has Disallowances 2019 - 0 2021 – 0 Statement Financial O for O
no disallowances 2022 – 0 Statement disallow
from the ance
Commission on
account
Audit
Financial reports No. of Financial 2018- 4 sets 2020 – 4 Pictures of Get a copy of PACC Verify PACC Quarterly
are prepared on Statements of Financial sets of Posted picture showing O posting O
time and published and Statements Financial Financial the posting of FS of FS to
published in posted Statements Statements Public
accordance with 2019 - 4 sets to public places Quarterly
DILG’s Full of Financial 2021- 4 sets places
Statements of Financial Screenshot
Disclosure Policy.
Statements of posted FS
Generation of on DILG
timely and 2022 - 4 sets portal.
of Financial Print screenshot of Verify
accurate financial
reports through Statements the posted FS posting
appropriate e- ITCD/P of FS to ITCD/P
system ACCO DILG ACCO
Portal
165
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
KRA 7: Procurement
7.1.1 2020:
PLGU (BAC) a.1. All 2018: a. 25% 1. a. Secure copy of LRMT Assess the LRMT Annually/
uses requested data a. None b. None Communic the following: status of quarterly
an effective (2016 onwards) b. None c. 100% ation development
can be readily c. 100% d. Semeste letter, Accomplishment of the eRMS.
Record
accessed in the d. Annuall r Attendanc report from
Management electronic e Sheet, ITCDD. Determine the
system and y
archiving 2021: minutes of accuracy level
regularly system 2019: a. 75% meeting Reports of the system.
updated, a. None b. None b. generated from
and Database of a.2. Proportion b. None c. 100% Accompli the eRMS from Determine the
Items and cost of data updated c. 100% d. Quarterly shment BAC Secretariat. frequency of
in the electronic d. Annuall report of updating the
related to goods
archiving y 2022: eRMS Printed updated database.
and services in system a. 100% from price list report
analysing and b. All data develope from BAC
evaluating b. Percentage of updated r Secretariat.
proposals. contract c. 100% (ITCDD)
documents d. Quarterly c.
Targets: imported to Reports
electronic * expressed generate
a. Effective
archiving in frequency, d from
Record system number of eRMS
Management times or 2. PPMP,
System; c. Presence of percentages PR, PO,
b. Regularly database of (brief and ObR
updated; goods and concise not 3. APP,
services necessarily printed
c. Database
to be updated
of Goods d. Frequency of expressed in price list
and updating of sentences report
Services prices of goods ex. 30%
d. Database and services Should
of Goods *Answer to answer to
and indicator/s prove the
indicators
166
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
Services (col2)
quarterly
updated a. Client
Feedback
b. Data
generated
c. Data
generated
7.1.2
Reduced Number of days 2018: 2020- 2022: 1. Bidding Secure copy of LRMT Determine LRMT Annually
Procurement reduction Average of Maintained documen the following: from number of
cycle time for 73 calendar the ts BAC Sec calendar days
bidding days for procurement 2. Minutes 1. Bidding reduced on
goods and cycle time of documents procurement
more than for bidding Meeting 2. Minutes of cycle.
90 calendar so as not to 3. BAC Meeting
days for exceed 90 Resolutio 3. BAC
infrastructure days. n Resolution
. 4. Notice of 4. Notice of
Award Award
2019:
Procurement
cycle for
bidding (from
submission/
opening of
bids to
issuance of
NOA) of
a.) goods -
22 days
b.)
infrastructure
-72 days
7.1.3
Adoption of Percentage of 2018: 100% 2020-2022: 1. Biddin Secure copy of LRMT Assess LRMT Annually
standard compliance compliant 100% g the following: completeness
documentation compliance docum 1. Bidding and
167
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
based on Phil. 2019: 100% of complete ents documents compliance in
Bidding compliant bidding 2. Checkli 2. Checklist accordance to
documents. documents st R.A. 9184
(PPMP, PR,
Phil. Bidding
docs, NTP
and
contracts).
7.2.1
Limit or Percentage of 2018: 2020-2022: APCPI Secure copies of LRMT Determine the LRMT Annually
minimize the reduction on the Goods 5% reduction the following: percentage of
use of use of 77.97% of alternative LRMPA reduction on
Alternative alternative mode alternative mode of 1. APCPI from the use of
of procurement Mode of procurement PFMAT BAC Sec alternative
Method of Procurement per year. mode for
Procurement PMR 2. LRMPA from goods.
22.03% were LRMT
subjected to Secretariat
public
bidding. 3. PFMAT from
PBO
100% for
Civil works is 4. PMR from BAC
through Sec
competitive
bidding.
2019:
For goods
d.) 66%
Shoppi
ng
e.) 11.97%
Direct
Contrac
ting for
alternati
ve
168
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
Mode
of
Procure
ment
f.) 22.03%
were
subject
ed to
public
bidding
For Civil
works
c.) 78%
competi
tive
bidding
d.) 22%
negotiat
ed
purchas
e
7.2.2
Promotion and Number of 2018: None 2020: 1. Memora Secure copy of LRMT Determine LRMT Annually
application of offices oriented Promoted ndum the following: number of
Green on green 2019: and applied Order 1. Memorandum offices
Procurement procurement. Promotion Green 2. Attenda Order oriented on
and Procurement nce 2. Attendance green
Presence of application . Sheet/M Sheet/Minute procurement.
green of Green inutes of s of Meeting
procurement 2021-2022: Meeting 3. Green Assessment of
guidelines/ Procurement Applied guidelines/
has not been
3. Green Procurement
policies. Green Procure policies and policies in
started. Procurement ment guidelines accordance to
Percentage of policies Monitoring report/ GPPB related
implementation and Action Plan issuances on
of green green
169
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
procurement guidelin procurement.
guidelines/ es
policies. 4. Monitori Determine
ng percentage of
report/ compliance on
Action green
Plan procurement
guidelines/
policies.
7.3.1
Adoption and Presence of 2018: None 2020 to 1. Memorandu Secure a copy of LRMT Assessment of LRMT Annually
implementation CPPOM. 2022: m Order the following: CPPOM in
of customized 2019: Adopted and 2. Attendance 1. Memorandum accordance to
Percentage of Drafted and implemented Sheet/Minut Order R.A. 9184.
provincial
application of submitted CPPOM on es of 2. Attendance
procurement Procurement CPPOM. the basis of Determine
Meeting Sheet/Minutes of
operations Operations the Meeting percentage of
3. Provincial
manual by LGU Manual. guidelines Procuremen3. Provincial application of
that is compliant established t Operations Procurement CPPOM.
to RA 9184 as by the DILG Manual Operations
amended, and 4. Monitoring Manual Determine the
Government report on 4. Monitoring report legality and
including IRR
Procurement compliance on compliance of institutionalizat
2016 Policy Board ion of the
of the the Provincial
(GPPB). Provincial Procurement manual.
Procuremen Operations
t Operations Manual by LGU
Manual by
LGU
7.4.1 Secure copy of
All contract Presence of 2018: None 2020-2022: 1. Copy of the following: LRMT Determine the LRMT Annually
documents are particular All contract Memorandu 1. Copy of contracts
prepared by contract 2019: documents m Order Memorandum documents
documents Documents are 2. Project Order provided to
BAC secretariat
provided to are not prepared by Design, PR 2. Project Design, PEO.
and turned over PEO. turned over BAC 3. PhilGEPS PR
to PEO promptly to PEO secretariat Data on 3. PhilGEPS Data
and punctually within in 15 and turned Posting on on Posting on
CD. over to PEO Invitation to Invitation to Bid,
promptly Bid, Opening of Bids,
170
Target Situation Indicator Baseline Annual MOV Data Collection Data Analysis Frequency Budget
Targets Description
How Who How Who
and Opening of NOA, PO, ObR,
punctually. Bids, NOA, 4. ARE/MR
PO, ObR,
4. ARE/MR
7.4.2
NTP should Presence of 2018: None 2020 to Notice to Secure copies of LRMT Determine if LRMT Annually
indicate the start NTP that for 2022: Proceed NTP received by the date start
date, regardless indicates the infrastructure NTP (Notice the contractor is indicated in
on the date of start date. and within 7 to Proceed) from BAC the NTP.
receipt of days for has Secretariat.
Contractor goods upon indicated the
receipt.
specific
2019: Date starting date
is not by the BAC
specifically Secretariat.
stipulated on
the face of
the NTP
instead it is
mentioned
that
“construction
should start
7 days from
the receipt of
NTP
pursuant to
the terms,
conditions,
plans, and
specification
s and in
accordance
with the
implementati
on
schedule”.
171
SECTION 8:
Communication
Plan
Communication Plan
172
The Communication Plan of Davao de Oro describes how the PGRR will be
promoted to its stakeholders to seek their acceptance, support and participation in its
preparation and implementation.
173
Table 8.1. Communication Plan
Key Communication Key Messages Channels/ Expected Frequency
Audience Objectives Medium Results/Outcomes Time Frame
Provincial Make the PGRR as a road Executive Governor approved 4th week
Governor Governor be map to achieve Committee the PGRR and Nov 2018
aware of, reforms in road Meetings supported its
appreciate and governance implementation.
understand the PGRR Governor updated on At least
PGRR and its implementation One on one PGRR progress and once every
merits. will positively meeting results quarter
impact and with the
contributes to the Governor
attainment of
SDGs
Successful
PGRR
implementation
would require
strong executive
and legislative
support
Provincial Make the Vice- PGRR as a road Committee A resolution created 2nd week of
Vice Governor and map to achieve Meetings, adopting the PGRR December
Governor the reforms in road SP Plan 2018
and SP Sangguniang governance Sessions
Panlalawigan PGRR
Members be implementation
aware of, will positively
appreciate and impact and
understand the contributes to the
PGRR and its attainment of
merits. SDGs
Successful
PGRR
implementation
would require
strong executive
and legislative
support
Provincial To The success of PDC A resolution for the 1st Week of
Developm communicate the PGRR Plan is Meeting approval and December
ent to all PDC dependent upon endorsement of the 2018
Council Members: the unending PGRR Plan to the
(Governor, support and Sangguniang
Mayors of 11 cooperation of Panlalawigan
municipalities, various
Congressmen stakeholders.
and Civil
Society
Organizations
Representative
s) the
objectives of
the PGRR Plan
and further ask
for their
continuous
support and
cooperation
174
Local To assure that LRMT members LRMT Presentation of November
Road all LRMT and its Technical Regular PGRR draft 16, 2018
Managem members fully Working Group Meeting
ent Team understood the (TWG), being the
(LRMT) PGRR plan in frontrunners of
and order to the PGRR Plan,
LRMT- effectively relay must fully
TWG to all understand the
concerned plan to effectively
stakeholders communicate the
the objectives/ plan to the
target executive and
situations of the legislative bodies,
plan. and all other
concerned
stakeholders
Regular
Monitoring of the
plan
implementation
Provincial To be The importance PPMC Monitoring and -After the
Project knowledgeable of Monitoring the Regular Evaluation Report approval of
Monitoring of the PGRR PGRR plan Meetings the PGRR
Committee Plan objectives implementation plan
and what are and Evaluation of -Quarterly
their roles and its result
responsibilities afterwards.
towards the
effective
implementation
of the plan.
Other LGU To ensure that The Coordinativ Continuous support After the
Key stakeholders implementation of e meetings/ and cooperation from approval of
Officials & are fully PGRR Plan will conferences the community the PGRR
Constituen informed of the bring the , media towards the plan (First
ts of PGRR Plan community as a outlets realization of the quarter
Davao de objectives whole towards (www.ecom PGRR plan 2018)
Oro economic growth val.gov.ph ;
(MLGU and social Aksyon
and development ComVal TV
BLGU), and Radio
NGAs, Broadcastin
NGOs g, Official
and other Facebook
stakeholde Page of
rs Aksyon
Comval)
175
SECTION 9:
2020 Annual
Reform Action
Plan
176
The 2020 Annual Reform Action Plan refers to the “one-year slice” of the PGRR that
will detail how the PGRR will be operationally implemented for a current year in
terms of plan of activities, clear objectives and deliverables, timelines, responsible
offices/focal persons, budgets and support agencies. This section highlights the
Annual Reform Action Plan which will ensure that the 2020 strategies for the reform
areas will be implemented and targets achieved.
The LRMT will manage and coordinate the implementation of the ARAP. It will
ensure that all concerned PLGU offices will co-operation based on specific roles and
tasks as specified in the ARAP. It will also collaborate with relevant stakeholders for
their support.
The implementation progress of the ARAP will be reported during the LRMT regular
meeting. Issues and challenges as well as lessons learned will be discussed.
There will be an year-end review of the ARAP such that all activities and target
accomplished will be reported, best practices documented and targets not achieved
will be rationalized and/or carried over into the next ARAP.
177
Table 9.1. Annual Reform Action Plan
Supporting
Source of
FY 2020 Specific Actions / Objectives of Means Time Responsible Indicative and Remarks
Strategies Funds
Annual Targets Steps(Activities) the activities (Source) of Frame Office Budget Assisting
(internal)
Verification Agencies
KRA 1: Local Road Information Management
100% of Ensure the 1. Conduct of To generate Inventory Jan- Dec RBIS 250,000.00 Special DILG-CMGP
provincial roads conduct of inventory and information on Report and Team Support
are validated inventory survey data gathering completed/ generated PEO Fund
and updated through PEO improved SDG data
including the Survey Team 2. Encoding of /rehabilitated
DRRM data (if and Inter-office inventory reports roads and RBIS
necessary) SDG Survey bridges; and,
Established Team generated
3. Formatting and establish SDG report
15% of Ensure the
encoding of data
provincial roads conduct of
are SDG generated SDG SDG
inventory for
informed data generated
road and bridge To update the
1. Death related data RBIS report
rate
2. within To establish
2km all SDG database
season Strengthen 1. Gather data to To update Data Jan-Dec PEO, 500,000.00
road collaboration overlay hazard hazard data 1. Hazard PDRRMO
3. freight with Agencies maps and to and establish maps PEO
volume (PPO, BFP, address SDG road accident 2. SDG
by mode MLGUs, etc.) indicators. data indicators
of for the
3. Road
transport collection of 2. Conduct To update
traffic and DRR inventory
4. % capacity road
related report
populatio development inventory
n public accident data
on road/bridges for MLGUs and data for
transport BLGUs for municipal/bar
5. feel safe inventory of angay roads
walking roads for RBIS
along Updating
178
Supporting
Source of
FY 2020 Specific Actions / Objectives of Means Time Responsible Indicative and Remarks
Strategies Funds
Annual Targets Steps(Activities) the activities (Source) of Frame Office Budget Assisting
(internal)
Verification Agencies
Utilization of 1. Ensure 1. Provision of To RBIS Report Jan-Dec 1. PEO DILG-CMGP
RBIS data in the RBIS report copy of /RBIS incorporate 2. LRM
updating of to be report to and utilize Tea
LRNDP and in utilized in concern RBIS data to m
the preparation local road planning planning and
of AMWP and network offices programming
AIP for FY 2021 planning, 2. Utilize RBIS documents
programmi Report for
ng, future
evaluation planning,
and programming,
monitoring evaluation and
monitoring
Updating of GIS- 1. Ensure 1. Transform To Local Road July- PEO 1,000,000.00 DILG-CMGP
based local road collaboratio RBIS data to incorporate Network Map Decemb PPDO
network map, if n and GIS-based and utilize er
necessary and utilization local road GIS-based
utilization in the of GIS network map data to
updating of based local through the planning and
conduct of programming
LRNDP and in the road
mapping documents
preparation of network
activities
AMWP and AIP map for
for FY 2021 planning, 2. Utilize GIS-
programmi based data to
ng, the local road
evaluation network map
and
monitoring.
100% of1. Enhance ICT Maintain existing To ensure Video-tagged Jan-Dec PPDO 200,000.00
Provincial Roads infrastructuredatabase and ICT availability of Data (kml and
are video-tagged as repositoryequipment (tablet, ICT video files)
and uploaded in of video-desktop computers) equipment in
RBIS. tagged data. acquiring
data on road
conditions
179
Supporting
Source of
FY 2020 Specific Actions / Objectives of Means Time Responsible Indicative and Remarks
Strategies Funds
Annual Targets Steps(Activities) the activities (Source) of Frame Office Budget Assisting
(internal)
Verification Agencies
through
video-tagging
or routeshoot
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
Functional 1. Ensure the 1. Conduct of To ensure Minutes of January LRMT Php200,000.0 General DILG
LRMT conduct of LRMT monthly the the Meeting – 0 Fund–
implemented LRMT coordination functionality Decemb Maintenan
Monthly meetings of LRMT er 2020 (13,000 x 35 ce and
60% of the
Coordination towards the pax x 16 Operations
Annual Reform Meetings to achievement regular and for Special
Action Plan facilitate the of the ARAP special Bodies
(ARAP) 2020 achievement 2. Quarterly report Quarterly January LRMT meetings) DILG
of at least per Key Reform accomplish –
60% of Area (KRA) on ment report Decemb
ARAP 2020 the status of per KRA er 2020
ARAP 2020
Accomplishment
s.
Post-Activity 2
nd
At least 60% of 1. Facilitate 1. Assist multi- To increase LRMT DILG
the identified involvement stakeholders in knowledge & Report Quarter
stakeholders of multi- the attendance skills among 2020
participated in to meetings & stakeholders
stakeholders
road network consultations; on road
to various network
planning and road network2. Provide capacity planning,
investment planning & development investment &
programming
programmin activity to multi- programming
activities stakeholders
g activities
(offices/organiz
180
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
ation) including
women on local To ensure
At least 10%1. Ensure road network multi- Post-Activity 3rd PPDO General
of women in participation planning; and stakeholders Report Quarter Fund
attendance of women participation 2020
participated 3. Conduct LRNDP in the
and other
in road updating LRNDP
network stakeholders activities with Updating
planning and in the the participation
investment LRNDP of multi-
programming updating stakeholders
activities and women.
Achieved 1. Ensure the1. Conduct IEC To ensure Activity January PPDO/ DILG
Satisfactory conduct during the that the Report – PEO/
Rating for Information Community community Decemb LRMT
Education Consultation in has the full er 2020
CMGP in the
Campaign the beneficiary understandin
citizen (IEC) on barangays g and
participation CMGP support of
Satisfaction Program the project
Survey.
Post-Activity 2
nd
Updated 1. Ensure 1. Conduct LRNDP To ensure PPDO General
LRNDP with coordination Updating coordination Report Quarter Fund
PDC among activities among 2020
Approval incorporating all different
BLGUs,
and SP local roads of stakeholders
Adoption MLGUs and the province and in the
PLGU for the mainstreaming updating of
updating of SDG result LRNDP
LRNDP matrices.
PDC and SP 3
rd
2. Ensure that1. Present the draft To ensure PPDO
the PDC and LRNDP to PDC approval and Resolution Quarter
SP are well- for approval and adoption of Updated 2020
informed of SP for adoption. the plan LRNDP
the updated
LRNDP
181
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
At least 31. Ensure that1. Prepare To guarantee Detailed January PEO
provincial the adopted Climate that the Engineering –
road projects and Resilient-DED prioritized Designs Decemb
provincial (DED) Plans er 2020
which are prioritized 3 plans for at least
road projects
climate provincial 3 prioritized are climate
resilient are road projects provincial road resilient
prioritized are climate project
and resilient 2. Incorporate the To ensure its AIP January
incorporated 3 provincial implementati –
in the LRNDP road projects in on Decemb
and AIP er 2020
the AIP
Post-activity 1
st
Updated 1. Provide 1. Conduct To capacitate PENRO DILG
LRNDP continuous Capacity PENRO and report quarter
adopting capacity Development PEO 2020
environmenta building to Activity on technical
environmental personnel in
l and social engineers, social incorporating
safeguard ESS safeguards for ESS policies
policies personnel in PENRO and in road
incorporating PEO technical planning and
environment personnel designing
al and social
safeguards
in road
planning and
designing
Post-activity 2
nd
2. Strengthen 1. Incorporate the To strengthen PENRO
environment updated ESS in the report quarter
al social environmental LRNDP
safeguards social
in the safeguards
LRNDP policies in the
updating LRNDP
updating
182
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
Revised 1. Revisit and1. Constitute To ensure Approved 3rd quarter PPDO/
LRNDP amend the LRMT team as alignment of LRNDP PEO
aligned to LRNDP to the core team LRNDP and
for the updating SDGs
SDGs mainstream
and amendment
SDGs of LRNDP
2. Conduct data
gathering and
planning
workshops
183
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
Institutionaliz 1. Reconstitute 1. Facilitate the To Executive 1st PPDO/
ed results- the reconstitution of reconstitute Order Quarter PPMC
based and Provincial the PPMC the team
SDG-linked Project
M&E Monitoring
mechanism Committee
(PPMC)
2. 2.
Post-activity 2
nd
3. Provide 3. Conduct To capacitate PPDO/ DILG
CapDev CapDev Activity the PPMC report quarter PEO
Activity to on SDG-linked- members in
RBME monitoring
PPMC
mechanism to LRNDP
members on PPMC members implementati
SDG-linked on
RBME
mechanism
4. Mainstream 3. Integrate RBME To integrate Approved 3rd PPDO/
results- mechanism RBME LRNDP quarter PEO
based and during the mechanism
SDG-linked LRNDP in the
updating activity LRNDP
monitoring
and
evaluation
mechanism
in the
LRNDP
updating
184
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
KRA 3: Local Road Construction and Maintenance
100% of the total 1. Inclusion of 1. PEO to To guarantee Minutes of Jan – PEO, DILG
road & bridge QCP coordinate or the Meeting Dec PGSO-
projects requirement communicate / submission 2020 BAC
implemented by in the request with of QCP
BAC
contract have QC Philippine the BAC on the
Resolution
Plan Bidding suggested
inclusion
Documents Request or
particularly communicatio
2. PEO to
in Section III. discuss with n Letter
Bid Data BAC and
Sheet (BDS) request/ Attendance
ITB Clause emphasize the
31.4(f) inclusion
during the Pre-
Procurement
2. Formulation Conference
of Policy or
BAC
Resolution
enforcing the
submission
of the QCP
in the
Bidding
Documents
185
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
Acquisition of 49
1. Inclusion of 1. Purchase of To ensure Acceptance Jan – PEO 1,500,000.00 General
units of various
budget MTQC Equipment the conduct and Dec Fund
Material testing
requirement in of material Inspection 2020
equipment the AIP and testing Report
Appropriations
Ordinance for the
procurement of
MTQC
equipment
2. Hiring of 2. Hire Material Jan – 420,000.00
technical Engineer Job Contract Dec
personnel for 2020
MTQC / Material
Testing Engineer
14 3. Strengthen the 3. Conduct of To enhance Certificate of July – 200,000.00
PEO/PAGRO/PPD capability Capability the PEO Appearance Dec
O Staff are development of Development on personnel on 2020
capacitated in PEO personnel MTQC MTQC
Certificate of
QA/QC thru on the usage,
continuing application and participation
capability conduct of
developments material testing
using the newly
acquired
equipment.
100% application 1.Ensure the 1. Coordination of To evaluate CPES Report Jan – PEO 40,000.00 General DILG
of CPES to conduct of CPES CPES-IU with the Dec fund
Provincial road and timely the relevant performance 2020
projects by submission to offices and of the
contracts using PDCB-CIAP committees constructor
the CPES NEDA CPES related
guidelines.
requirements,
documents and
activities i.e.,
a.) BAC on all
awarded
186
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
provincial
road project
b.) PEO
Constructio
n Division
on the
progress of
each
project in
preparation
for the
schedule
and
conduct of
CPES
c.) Accredited
Constructor
s
Performanc
e
Evaluators
(CPEs) on
the
schedule
and
conduct of
evaluation
d.) PDCB-
CIAP on the
submitted
Summary of
Evaluation
Reports
2. Planned and To conduct
strategize the the CPES on
187
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
schedule of its desired
CPES activities timeline
based on the
Approved
Construction
Schedule of all
projects
submitted by the
Contractors
3. Issuance of To ensure the
Policy or timely
Memo/Office submission of
Order on the CPES Report
timely to PDCB-CIAP
submission of
CPES report to
CPES-IU by the
accredited
CPEs after
every conduct of
evaluation To ensure
4. CPES IU to the
ensure correctness
completeness of of the CPES
report prior to data
submission to
PDCB-CIAP
All Fair to 1. Plan and 1. Implement To sustain Quarterly Jan – PEO 36,856,000.00 Gen fund DILG
Good ensure the maintenance work the fair and Maintenance Dec
provincial implementation good Accomplishm 2020
roads are of maintenance condition of ent Report
maintained in works based on provincial
good condition the Annual road
based on Maintenance
applicable Work
188
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
DPWH Plan/Program
guidelines vis-à-vis
workforce and
equipment
requirements
All 1. Plan the 1. Prepare AMWP To be use as AMWP First PEO DILG
maintenance implementation for 2020 basis for Quarter
work is of maintenance maintenance 2020
implemented works based on work
and 50% is in the Annual 2. Utilized AMWP in schedule
accordance Maintenance the implementation
with the Work of maintenance
Annual Plan/Program works
Maintenance vis-à-vis
Work Program workforce and
equipment
requirements
100% of the 1. Ensure the 1. Conduct of To ensure Maintenance Jan-Dec PEO DILG
maintenance 100,000.00 per maintenance work the Quarterly 2020
budget using kilometer for all fair and good implementati Accomplishm
100k/km will be allocation for condition road on of road ent Report
allocated for the maintenance maintenance
maintenance of
Fair to good
provincial road
including road
safety measures
and furniture
Maintenance of 1. Orientation of 1. Conduct To inform the Photos and Jan-Dec CBRMC DILG
two (2) provincial additional two (2) consultation with the community Minutes from Team
road section barangays on Two (2) barangay on regarding the Barangay
under Community Community CBRMC during the CBRMC
Participation Participation on Barangay Assembly
through provincial road by the CBRMC
Negotiated maintenance Team
Procurement activities
2. Identification of To be utilized POW
189
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
2. Plan and Scope of Works, as basis for
strategize the preparation of implementati
implementation Straight-Line- on of
of CBRMC Diagram, and POW maintenance
(including for two (2) CBRMC work
preparation of Project
Straight-Line-
Diagram, POW 3. Conduct of To capacitate
and other training and capacity the Certificate of
procurement development for the participating Participation
related additional community associations
documents / associations as
requirements) Service Provider of
CBRMC
3. Inclusion of
Community 4. Implementation To maintain Quarterly
Engagement/Part of road the provincial maintenance
icipation thru maintenance thru roads with
report
Community- CBRMC participation of
Based Road the community
Maintenance
Contracting in the 5. Conduct of year- To assess
AIP and end assessment the Action Plan
Appropriations and evaluation of implementati
Ordinance CBRMC on of
implementation CBRMC
with the Service
Provider to identify
issues and
concerns and
improve the
CBRMC approach
on provincial road
maintenance
190
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
Road project and 1. Maintain the2. Coordinate with To verify the Minutes of Jan-Dec PEO and DILG
contract contract BAC as to the completenes meeting/coord GSO-
documentation documentation completeness of the s of the ination BAC
are complete and according to RA contract contract
efficiently 9184 documentations documentatio
processed with ns
strict observance
of standards and
deadlines
49 staffs with 1. Train PEO 1. Conduct of To enhance Certificate of Jan-Dec PEO 200,000.00 DILG Proposed last
knowledge and staff from Capability the Appearance PHRMD 2019
skills in the construction Development for knowledge and O
following: division on Road the following: and skills of Participation PENRO
Road contract Contract Mgt., the PEO and
management Construction a. Road Contract PENRO staff
(34) Supervision & Management
Construction Mgt. and Project
Supervision and Monitoring & b. Construction
Management Evaluation; and Supervision and
(34) PENRO & PEO Management
Project staff from
Monitoring and planning division c. Project
Evaluation (5) on Environmental Monitoring and
Environmental and Social Mgt Evaluation
and Social
management 2. Ensure the d. Environmental
(10) continuing Social
capability Management
development of
the personnel
191
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
days technical/ 2. Inclusion of 2. Update To raise Orientation
skills trainings/ Policy briefing Employees’ awareness of Program PHRMD
seminars and in the Orientation the newly- Briefer O
short-termed Orientation Program Briefer hired
courses Program for employees in
newly-hired this particular
employees Policy
40% of all the 1. Strengthen the 1. Conduct field To ensure PPMC Report Jan-Dec PPMC 100,000 Maintenan DILG -
road construction PPMC monitoring the ce of CMGP
projects and implementati Special
maintenance on of the Bodies
activities are projects. (PPMC)
monitored and
reported by
PPMC
Full 1. Strengthen tie- 1. Conduct To address Minutes of Jan-Dec PPDO 100,000 Maintenan DILG-CMGP
implementation ofups with quarterly meetings the issues meeting ce of
feedback stakeholders and concerns Special
mechanism in the project. Bodies
participated by
community
100% of 1. Ensure the 1. Conduct of To acquire Certificate of Jan-June PHRMD DILG Proposed last
provincial road inclusion of road Capability knowledge participation O and 2019.
projects safety features in development for about Road PEO
implemented by all provincial road ROAD SAFETY Safety Audit
contract are projects AUDIT
constructed with implemented by
Road Safety
road safety contract 2. Preparation of To July-Dec PEO
features in Road Safety implement Features
accordance with Features Inventory road project Inventory
DPWH standards with Road
Safety
features
192
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
50% of all 1. Strengthen the 1. Conduct of Road To ensure Road Safety ` Jan- PEO 50,000.00 DILG
Provincial Roads conduct of road Safety Audit that Audit Dec
conducted with safety audit provincial
Road Safety Audit roads has
based on DPWH road safety
guidelines features
8 km of the 1. Ensure the 1. Inclusion the 1. To ensure AIP, AO Jan-Dec PPDO DILG
identified core rehabilitation/imp budget requirement funds
roads are rovement of in the AIP and
rehabilitated and provincial core Appropriations
improved/ roads Ordinance the
upgraded rehabilitation/improv
ement of provincial
core roads
2. To ensure Approved
2. Conduct of DED and
Topographic Survey the
completeness POW and
and Preparation of EMP
DED and POW of DED and
POW
30% of project Ensure inclusion 1. Coordinate with To ensure BDS Jan-dec PEO DILG
implemented by of monthly BAC the Billing
contract will progress billing in compliance statement
observed monthlythe Philippine of monthly
progress billing Bidding billing
and Document
corresponding Section V.
request for Special
payments for Conditions of
work Contract, GCC
accomplished, Clause 41.1 and
supported by the 41.2
Statement of
Work
Accomplished or
SWA that is
checked and
193
Supporting
Specific Actions / Means Time Responsible Indicative Source of and
FY 2020 Objectives of Remarks
Strategies Steps (Source) of Frame Office Budget Funds Assisting
Annual Targets the activities (internal)
(Activities) Verification Agencies
validated by the
Project Engineer
Means Supporting
FY 2020 Specific Actions Time Responsibl Indicative Source of
Objectives of (Source) of and Remarks
Annual Targets Strategies / Steps Frame e Office Budget Funds
the activities Verification Assisting
(Activities) (internal)
Agencies
194
Means Supporting
FY 2020 Specific Actions Time Responsibl Indicative Source of
Objectives of (Source) of and Remarks
Annual Targets Strategies / Steps Frame e Office Budget Funds
the activities Verification Assisting
(Activities) (internal)
Agencies
1 .Recorded 1. Ensure that 1. Get a copy of To bring into Journal 4th PACCO
adjustments road network the inventory agreement the Entry Quarter
for the assets are report ; book balance Voucher &
completion of recorded in the 2.Compute the of Road Annex D of
the books of increases for Network COA
improvements accounts in improvements on Assets Circular
of road accordance road components account 2015-008
components with COA and prepare against
for each road Circular 2015- adjusting journal physical
section. 008 and Entry inventory
2. Record Philippine
depreciation Public Sector
and impairment Accounting
loss of each Standards #17
road section by
road 2. Ensure that 1. Prepare To match the Journal 4th PACCO
components depreciation Lapsing Schedule cost of Entry Voucer Quarter
and and compute productive & Annex D
impairment of depreciation asset, that has of COA
road network based on DILG a useful life of Circular
assets are Circular 2017-002, more than a 2015-008
properly PPSAS #17 and year, to the
accounted for LRAM Manual if revenues
in accordance applicable earned by
with PPSAS 2. Prepare using the
and DILG adjusting entries asset. To
circular No. fo possible have a
2017-002. impairment loss Financial
Statement
prepared and
presented in
accordance
with PPSAS
195
Means Supporting
FY 2020 Specific Actions Time Responsibl Indicative Source of
Objectives of (Source) of and Remarks
Annual Targets Strategies / Steps Frame e Office Budget Funds
the activities Verification Assisting
(Activities) (internal)
Agencies
3. Strengthen 1. Prepare To have a data Duly 3rd PACCO and N/A N/A
coordination request letter on the cost of received quarter PGO
with DPWH for addressed to road networks request letter
cost of road DPWH district improvements to DPWH
improvements engineer to undertaken by
undertaken by furnish PLGU with DPWH as
their agency data on the cost of basis for
road networks recording/book
improvements ing of Road
undertaken by Assets
their agency
Preparation 1. Equip the 1. Secure a copy To have a Copy of 2nd PACCO
and adoption LRMT, TWG, of Local Road reference for Local Road Quarter
of the Local Poject Asset the formulation Asset
Road Asset Planners and Management process of the Management
Management Implementors Manual as guide Local Road Manual
Plan. with enough and reference for Asset
knowldege the creation of Management
about Local Local Road Asset Plan
Road Asset Management Plan
Management
Plan
2. Conduct To have Executive 2nd LRMT PLGU
2. Establish coordination personnel in- Order Quarter 7,000.00 Gen. Fund
Technical meeting with charge in the
Working stakeholders and preparation of
Group and parties involved in the draft on
formulate the preparation Local Road
Local Road and adoption Management
Management phase for the Plan
Plan with creation of
guidance from technical working
LRAM Manual group that will
take charge in the
preparation of the
draft on Local
Road
Management Plan
196
Means Supporting
FY 2020 Specific Actions Time Responsibl Indicative Source of
Objectives of (Source) of and Remarks
Annual Targets Strategies / Steps Frame e Office Budget Funds
the activities Verification Assisting
(Activities) (internal)
Agencies
3. Conduct LRMT To discuss Minutes of 2nd LRMT PLGU
meeting in matters about meeting Quarter 7,000.00 Gen. Fund
preparation of the Local
formulating the Road Asset
Local Road Management
Management Plan Plan and
scheduling of
formulation
process
activities
4. Formulation of To produce Draft of the 2nd LRAM Plan CMGP DILG
the LRAM Plan draft of the Local Road Quarter Formulation 180,000.00 DILG
Local Road Asset TWG
Asset Management
Management Plan
Plan
5. Present the To review the Copy of the 3rd LRAM Plan PLGU DILG
draft of the Local draft for any proposed quarter Formulation 14,000.00 Gen. Fund
Road corrections Local Road TWG and
Management Plan and Asset LRMT
to LRMT for subsequent Management
critiquing and finalization of Plan
finalization. the Local
Road Asset
Management
Plan
6. Submit the To adopt and Copy of duly 4th LRMT
Local Road institutionalize received Quarter
Management Plan the Local transmittal
to the Road Asset letter to SP
Sangguniang Management
Panlalawigan for Plan
adoption and
institutionalization
of the Local Road
Management Plan
197
Means Supporting
FY 2020 Specific Actions Time Responsibl Indicative Source of
Objectives of (Source) of and Remarks
Annual Targets Strategies / Steps Frame e Office Budget Funds
the activities Verification Assisting
(Activities) (internal)
Agencies
7. After approval To reproduce Copy of the 4th LRMT PLGU
from SP, the Local and distribute SP Quarter 50,000.00 Gen. Fund
Road the Approved Ordinance
Management Plan Local Road
is then: Asset
Management
a. Reproduced Plan to various
and packaged interested
users
b. Distributed to
different
government
agencies and
offices.
c. Posted to
official website of
the province
Orientation of 1. Orient and 1. Secure copy of To be guided LRAM 1st LRMT CMGP/DILG
the inventory Capacitate Local Road in the Manual Quarter
team and LRMT LRMT Management implementatio
TWG on the members and Manual from n of projects in
Local Road TWG on DILG, reproduce accordance
Asset DILG's Local and distribute to with Local
Management Road Asset LRMT team and Road
Manual Management other concerned Management
Manual. offices Manual from
2. Conduct DILG Minutes of 1st LRMT PLGU None
meeting with meeting Quarter 7,000.00 Gen. Fund
concerned offices
for planning
3. Conduct After 1st PACCO CMGP DILG
Orientation Training Quarter 190,000.00 DILG
seminar about Report
Local Road Asset
Management
Manual
198
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
KRA 5: Internal Audit
5.1.1.1
Request for Increase Request letter To increase Request January PAO – IAS (2) Plantilla PS
two (2) the to the the number of letter – position:
additional number of Organizationa plantilla SP Decembe SPO IAUD III
plantilla plantilla l position of Ordinan r 2020 IAUD II
position for position of Development internal auditor ce LCE
IAUD III and internal Committee and aligned
IAUD II with auditor. (ODC) for the the office as
budget. Ensure creation of per DBM and
that the additional CSC
organizati plantilla Guidelines.
onal Realignment
structure of
is based Organizationa
on the l Structure
DBM and based on
CSC DBM and
Guideline CSC
s. guidelines.
Increase Hiring of one To increase Contract January PHRMDO (1) Internal MOOE
number of (1) Internal the auditable of – Auditor
5.1.1.2 Internal Auditor area. Service Decembe PAO – IAS personn
Employ one (1) Auditor personnel. r 2020 el (JO)
Internal personnel
Auditor
personnel.
Adoption Prepare, To discuss the Approve January PGO Office MOOE
and discuss and overall audit d 2020 – March Supplies,
Implement submit the activities of the AIAP 2020 PAO Office
5.1.1.3 ation of three (3) internal auditor Equipment
Implement 3years years based on their PAO–IAS
100% of 2020 (2020 to Strategic Plan priorities.
Annual 2022) 2020 - 2022
Internal Audit
199
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
Plan (AIAP). Strategic and 2020
Plan. AIAP to the
Provincial
Administrator
s (PAs) and
Local Chief
Executive
(LCE) for
approval.
Conduct To gather
Audit sufficient
Execution documents
and analyze
evidences,
determine the
probable
cause,
integrate audit
findings.
200
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
Audit Report all observation Audit
and Report
recommendati
on based on
the evidence
gather.
201
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
5.1.1.4 the internal on their annual Decembe Office
Develop 2021 audit audit trust. r 2020 Equipment
AIAP. personnel.
5.1.2.1
Audit two (2) Ensure Identify the To assess the 2020 January PAO Based on MOOE
processes of that all Road related effectiveness Annual – PAO – IAS Audit
two (2) Road offices Offices and internal control Internal Decembe PGO - LCE Engagement
related and include the process of the Audit r 2020 Plan
Provincial process process to be Road related Plan
Office based identify in audited at the Offices.
on the Annual the Annual
Internal Audit Annual Internal Audit Audit
Plan 2020. Internal Plan. Report
Audit Plan
are Audit
implement Execution
ed
including Audit
road Reporting
related
provincial
offices.
5.1.3.1
50% of Audit Ensure Discuss to To determine Memora January PAO – IAS Based on MOOE
recommendati that those the PAs and the cause, ndum to PGO - LCE 2020 Annual
ons are resolved LCE the audit effect, and Order Decembe Audit Plan
resolved and and acted findings and condition of OR r 2020
by the recommendat audit findings Executiv
acted by LCE and the LCE
LCE was ions. e Order
and implement will resolve the
implemented ed. issue.
by concern Audit
offices. Conduct To ensure that Follow-
Audit Follow- all up
up implementatio Report
n adopted by
202
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
the LCE thru
audit
recommendati
on.
5.1.4.1
Two (2) Ensure Review the To determine BAR January PAO-IAS Base on MOOE
internal that the Internal the internal to Other offices MOOE
control system internal Control control system Decembe under review
and control system and and procedure r 2020
procedures of system procedure. are
road related and established,
offices are procedure operational
established, s of road and
operational related documented.
and offices are
documented. establishe
d,
operation
al and
document
ed.
5.2.1.1 Strengthe Attend audit To strengthen Certifica January PAO - IAS Based on MOOE DILG
Four (4) n the related the skills and te of to MOOE
continuous internal training and performance Attenda Decembe
capacity audit seminar of Internal nce/Part r 2020
developments personnel conducted by Auditor. icipation P500,000.00
for internal based on DILG/COA/D
audit
the BM/AGIA/ Activity
Capacity etc. such as Design
personnel to Developm but not limit to
acquire skill ent Plan Operations & Attenda
and knowledge 2020. Management nce
in audit Audit; Internal Sheet
function. Ensure Control
Capacity System Audit Post
5.2.1.2 Developm for LGUs; Activity
100% ent Plan Risk Report
203
Means
FY 2020 Specific Actions Source of Supporting
Objectives of (Source) of Time Responsibl Indicative
Annual Strategies / Steps Funds and Assisting Remarks
the activities Verification Frame e Office Budget
Targets (Activities) (internal) Agencies
implementatio 2020 will Assessment;
n of Capacity be Cash
Development implement Management
Plan 2020. ed and Control
properly System;
and Training on
accordingl Audit
y. Execution;
Technical
Writing
workshop;
and etc.
Conduct
follow through
activities of
those Audit
related
training
conducted by
DILG/COA/D
BM/AGIA/
etc.
204
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
205
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
206
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
Real
Properties
subject to
Public Auction Posted Notice PTO, P 30,000.00 Trust Fund
7. Conduct of PASSO,M
(Tarp)
Public Auction TO,
MASSO,
8. Submit report PAO
on the result of
Public Auction
to the
Sangguniang
Panlalawigan
Ensure the 1. Set a meeting To obtain Appropriation CY 2020 PASSO, P 75,000.00 GF
conduct of and send updated Fair Ordinance PTO
Annual meeting communication Market Value ITCDD
of Appraisal to the of Quarry
Committee to members of Product
monitor the fair the appraisal
market value of committee
quarry products
Strictly enforce 1. Ensure the To improve File of PTO P 12,000.00
the rules and provisions of tax revenue communicatio PENRO GF
regulation on funds for the assessment n letter duly
sand and gravel maintenance/ and increase received by
operations subscription of collections
the committee
ETRACS
members.
Minutes of the
meeting
1. Monitor the To minimize Monitoring Tuesday PTO, P 75,000.00 GF
Operation of illegal Schedule/Rep to Friday PENRO,
quarry extraction ort of every LGU,
permittees and Week PGO-
through the transportatio CSU
Revenue n of sand,
Generation gravel, and
207
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
208
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
209
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
pamphlets and
other similar
nature.
210
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
Franchise
holder to Official
submit a sworn Receipt
statement of
their gross
sales/receipts
duly notarized
Ensure the 1. Facilitate the To inform the Tarpaulin 1st week PTO P 15,000.00 GF
posting of notices printing of professional posted at of
in conspicuous tarpaulin concern on conspicuous January
places on who containing the their places 2020
are liable to pay information on obligation to
the professional the imposition pay
tax and the date of Professional professional
the tax in due. Tax pursuant tax.
to the
provisions of
Provincial Tax
Ordinance and
post to
conspicuous
places in the
eleven (11)
municipalities
Copy of Notice
2. Issue/Send
Notice of of Billing duly
Billing to received by the
business management
establishment
to pay
professional
tax
211
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
212
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
2. Facilitate the
procurement of Stickers Last Provincial P 67,500.00 GF
stickers for To identify Quarter Treasurer
delivery delivery of 2019 ’s Office
Trucks/Vans trucks/Vans and
used by ,PGSO,B
operators/ow AC
3. Issue stickers ners in their
to all Delivery business Official January to PTO
Trucks/Vans operation Receipt(OR) October
and collect 2020
corresponding
Fees and
taxes due and
issue Official
Receipt
213
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
214
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
collection if not
paid.
a. Maintain the Ensure 1. Inclusion in the To include in AIP Jan-June PPDO 100,000/km of GF
Php100,000.00 appropriation of AIP as one of the AIP 2020 PEO fair to good
per kilometer budget for fair to the priority roads
budget good provincial projects for the
appropriation for roads amounting maintenance
fair to good local to P 100,000/km of fair to good
roads and 2% increase roads with at
for rehabilitation least
b. 95% fund and upgrading of 100,000/km To appropriate Executive On or PBO
utilization for local roads and increase in an amount of Budget before
local road the 100,000/km Oct. 16,
maintenance appropriation for fair to good 2020
for roads
c. 2% increase of rehabilitation Appropriation Dec SP
budget and upgrading Ordinance 2020
appropriation for of poor to bad
rehabilitation and local roads
upgrading of 2. Inclusion in the
local roads Appropriation
Ordinance
d. 97.5% fund
utilization of the
budget allocation
for rehabilitation
and upgrading of
local roads and
bridges
215
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
216
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
100% of the items Ensure that the 1. Conduct To link the PDPFP Jan-Dec PPDO,
or object of appropriation updating of appropriation LDIP PBO
expenditures ordinance is PDPFP for ordinance AIP SP
listed in the linked with the planning and with the AIP, Appropriation
Appropriation AIP, LDIP and budgeting updated
Ordinance
Ordinance PDPFP purposes LDIP and
authorizing the 2. Conduct revised
annual budget(s) coordination PDPFP Minutes of
is linked with the meeting with Meeting
Annual the concerned To have
Investment offices and close
Program (AIP), other coordination
Local stakeholders between
Development concerned
Investment offices and
Program (LDIP) other
and Provincial stakeholders
Development and
Physical
Framework Plan
(PDPFP).
a. 5% increase of Ensure increase 1. Require the To have a Monthly Jan-Dec PTO
Revenue Target of local revenues PTO to furnish check and collection PBO
for Local Sources copy of the balance of report
b. 100% monthly receipts and
collection collection expenditures
efficiency report to PBO
as reference in
the release of
allotment
2. Strict E-SRE Quarterly PTO
compliance of PACCO
the E-SRE to PBO
BLGF
217
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
Attained Zero Ensure full 1. Conduct To come up with Minutes of 1st LFC
Disallowances compliance to meeting with action plan meeting Quarter
accounting rules concerned
and procedures offices
in all transactions
Website
4. Post Financial To adhere to PACCO
posting/Print
218
Supporting
Specific Actions / Means Time Responsible Indicative Source of and Remarks
FY 2020 Steps Objectives of (Source) of Frame Office Budget Funds Assisting
Strategies (internal)
Annual Targets (Activities) the activities Verification Agencies
Supporting
FY 2020 Specific Actions Means Time Responsible Indicative Source of and
Objectives of Remarks
Annual Strategies /Steps (Source) of Frame Office Budget Funds Assisting
the activities (internal)
Targets (Activities) Verification Agencies
KRA 7: Procurement
7.1.1 Install mechanism to 1. Coordinate with 1. To establish 1. a. 1. 3rd 1. ITCDD 1. P25,000 1. General DILG
Upgraded the ensure updating of ITCDD electronic Communica quarter and BAC 2. P300,000 Fund PLGU
Record database quarterly. regarding the Records tion letter, 2. Every Sec 2. Capital GPPB
Management creation of Manageme Attendance quarter 2. BAC Outlay DICT
system and eRMS. nt System Sheet, 3. TWG and
updated 2. Prepare the 2. To obtain minutes of BAC Sec
database of related the budget meeting
items and cost documents for allocation b.
of related the and Accomplish
goods and procurement of approval ment report
services. updated IT and to of eRMS
219
Supporting
FY 2020 Specific Actions Means Time Responsible Indicative Source of and
Objectives of Remarks
Annual Strategies /Steps (Source) of Frame Office Budget Funds Assisting
the activities (internal)
Targets (Activities) Verification Agencies
equipment with acquire the from
the necessary developer
recommendatio IT (ITCDD)
n and equipment c. Reports
assistance of 3. To update generated
ITCDD database of from eRMS
3. Conduct market items and 2. PPMP, PR,
survey on cost related PO, ObR
related cost of goods and 3. APP,
goods and services printed
services to every updated
determine the quarter price list
most report
reasonable
price.
7.1.2 Ensure to maintain 1. Strict 1. To ascertain 1. Bidding Every BAC P50,000 MOOE PLGU
Maintained the the procurement observance of the bidder’s documents quarter Secretariat
procurement cycle time for procurement compliance to
2. Minutes of
cycle time for bidding (as procedures the required Meeting
bidding so as practiced). from documents as3. BAC
not to exceed submission/ope basis for the Resolution
90 days. ning of bids to contract 4. Notice of
NOA signing Award
7.1.3 Verification of 1. Review the 1. To prove the 1. Bidding Every 1. Requisitio - - PLGU
100% bidding documents submitted completeness documents week ning office
compliance of based on R.A. 9184 documents and and 2. Checklist 2. BAC Sec
complete and other assess the appropriatene
bidding issuances. completeness ss of bidding
documents and documents
(PPMP, PR, appropriateness 2. To revise,
Phil. Bidding of bidding correct and
docs, NTP and documents provide any
contracts). 2. Return lacking
incomplete information
documents to the
requisitioning
office for
appropriate
220
Supporting
FY 2020 Specific Actions Means Time Responsible Indicative Source of and
Objectives of Remarks
Annual Strategies /Steps (Source) of Frame Office Budget Funds Assisting
the activities (internal)
Targets (Activities) Verification Agencies
action
7.2.1 Ample time in 1. Implement bulk To lessen the Quarterly 1. BAC Sec P200,000 MOOE 1. DILG
5% reduction reviewing the PPMP procurement use of alternative 2. TWG 2. PLGU
of alternative to APP particularly 2. Consolidate procurement 3. BAC
mode of with the mode of procurement of 4. Requisitio
procurement procurement. goods by ning office
per year. category
3. Continue the use
of competitive
bidding as a
default mode of
procurement for
civil works
4. Consolidate
procurement of
similar projects
7.2.2 Strengthen RO’s 1. Conduct To discuss the 1. Memorandu 2nd 1. PENRO P20,000 MOOE PLGU
Promoted and understanding orientation on content and m Order quarter 2. BAC DILG
applied Green regarding Green green activity design 2. Attendance 3. All
Procurement. Procurement procurement process, Sheet/Minut concerned
through capacity identify the es of Offices
development. Resource Meeting
Persons and 3. Green
plan activities Procuremen
t policies
and
guidelines
4. Monitoring
report/
Action Plan
221
Supporting
FY 2020 Specific Actions Means Time Responsible Indicative Source of and
Objectives of Remarks
Annual Strategies /Steps (Source) of Frame Office Budget Funds Assisting
the activities (internal)
Targets (Activities) Verification Agencies
7.3.1 Enforce 100% 1. Conduct To invite/inform 1. Memoran 3rd 1. BAC, BAC P100,000 MOOE DILG
Adopted and application of the coordination all concerned dum quarter Sec PLGU
implemented procurement meeting in order offices regarding Order 2. TWG
CPPOM on the operations manual. to adopt and the adoption and 2. Attendanc 3. All
basis of the implement implementation e concerned
guidelines CPPOM. of CPPOM Sheet/Min offices
established by utes of
the DILG and Meeting
Government 3. Provincial
Procurement Procurem
Policy Board ent
(GPPB). Operation
s Manual
4. Monitoring
report on
complianc
e of the
Provincial
Procurem
ent
Operation
s Manual
by LGU
7.4.1 Quarterly turn-over 1. Issuance of 1. To give order 1. Copy of 1. 1st 1. PGO-PS PLGU
All contract the Bid Documents memorandum by to the Memorandu quarter 2. BAC 2. P150,000 2. Capital DILG
documents (Infrastructure the LCE to concerned m Order 2. 2nd Outlay
are prepared Projects) to PEO. provide copies of office to 2. Project quarter
by BAC contract provide Design, PR
secretariat documents to copies of 3. PhilGEPS
and turned PEO contract Data on
over to PEO 2. Procurement of documents to Posting on
promptly and additional PEO Invitation to
punctually. photocopier to be 2. To reproduce Bid,
used for copies of Opening of
reproduction of contract Bids, NOA,
contract documents PO, ObR,
documents efficiently and 4. ARE/MR
to provide
222
Supporting
FY 2020 Specific Actions Means Time Responsible Indicative Source of and
Objectives of Remarks
Annual Strategies /Steps (Source) of Frame Office Budget Funds Assisting
the activities (internal)
Targets (Activities) Verification Agencies
promptly to
PEO
7.4.2 Ensure that NTP 1. Serve NTP to To avoid delay NTP Every BAC, - - DILG PLGU
NTP (Notice to will be served to contractor within in the awarding BAC Sec,
Proceed) has the contractor 10 days after implementatio TWG
indicated the within 3 days and contract signing. n of the
specific then the contractor 2. Indicate the start project
starting date will commence date in the Notice
by the BAC within 7 calendar to Proceed
Secretariat. days to start the
project from the
indicated start date
in the NTP.
223
ANNEXES
Annexes
224
ANNEX 1. Documentation
Local Road Management Team and TWG Meetings for the formulation of PGRR
225
226
227
Capacity Assessment
228
229
230
231
232
233
Follow-through activities
234
235
236
237
238
During PDC
239
During SP Session
240
241
ANNEX 2. LIST OF PARTICIPANTS
242