7 Part II Major Programs and Projects

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2 Congratulations to the Development Academy of the Philippines for the great strides it has taken over the years under the leadership of its seventh President Antonio D. Kalaw, Jr., particularly in achieving its three-fold corporate goals: to play a key role in promoting good governance and improving productivity; to attain financial self-sufficiency by 2011; and to model the Academy s products and services. Being the youngest and the first non Cabinet ranked Chairman elected by the Board of DAP, it was a big challenge for me to step in the shoes of my illustrious predecessors. Yet even as I took over during our country s interesting times, with the help of the management team, I believe we have achieved more than what we hoped and even planned for. During my term as Chairman of the Board, the Academy successfully organized the 5th Eco-Products International Fair in partnership with the Asian Productivity Organization (APO), which the Philippines hosted for the first time. It has graduated its first batch of students under the pioneering Master in Productivity and Quality Management program, and introduced anti-corruption interventions such as the certificate course on corruption prevention, citizen s charter, and code of conduct. Moreover, it has pushed for the adoption of public sector productivity, which paved the way for institutionalizing an ISO 9001-certifiable Quality Management System in government consequently, in achieving its walk the talk goal, DAP clinched a IS0 9001:2008 certification for Project Management and established its own service charter. More significantly, together with then Sec. Emy Boncodin we embarked on a 7 year 500M pesos rebuilding and investment program for DAP. For the first time since it was constructed some 30 years ago, we were able to rehabilitate and renovate our convention facilities in Tagaytay into a meeting destination at par with the other hotels and resorts in the area. We were also able to do the facelift and improvement of the facilities in the Ortigas building. Consequently, it was during my term that DAP was able to build up an endowment fund which will take care of the maintenance of these newly renovated facilities as well as ensure the financial health of the Academy for the foreseeable future. These accomplishments have not only affirmed that the Academy continues to be relevant in the conduct of the country s national and international obligations, but also that it remains consistent and reliable in providing innovative solutions to whatever tasks need to be done. Again, my highest and warmest compliments and regards to the men and women of the Development Academy of the Philippines! JIMMY T. YAOKASIN, JR. Chairman, DAP Board of Trustees Contents 1 Part I About DAP 7 Part II Major Programs and Projects 29 Part III Facilities 35 Part IV Financial Performance 37 Part V Future Directions 41 Part VI Networks DAP Charter At the outset, I congratulate and commend the senior management, staff officers and employees of the Development Academy of the Philippines, led by President Antonio D. Kalaw, Jr., for a job well done over the last five years. My short stint as Board Chairman, was indeed a great personal privilege and opportunity to take part in the remarkable growth and development of a key institution in the collective national effort towards social and economic advancement. For , the Academy initiated and successfully advocated for the approval of Executive Order 910, which provides for the institutionalization of an accreditation and equivalency program that now allows civil servants to earn academic credits for previous trainings to complete a masteral degree in any of DAP s graduate programs. This is a giant step in the professionalization of the bureaucracy. This also gives even the low income earners in government a chance to earn their masters degree and promotion credentials. The governance and policy directions of the Academy are vested on a Board of Trustees composed of the heads of the following agencies: The Academy also broke new ground in the field of development education through its Executive Doctorate in Education Leadership (EDEL) for executives of higher education institutions. we partnered with the Armed Forces of the Philippines Command and General Staff College (AFP-CGSC) for the twinning program on the General Staff Course and the Master in Public Management major in Development and Security. DAP S certificate course on Development Legislation and Governance is also a recent and relevant innovation in public service improvement and among the first graduates of the course Rep. Emmanuel Manny D. Pacquiao and his congressional staff. On the fiscal side, the Academy was able to raise more revenues from the beautifully renovated and upgraded facilities in Pasig and Tagaytay. Moreover, our Endowment Fund has started to earn much more after the management successfully negotiated for better terms and rates from the depository bank. On the whole, the Academy with a clear vision of the future has been able to move forward steadily as one strong and dynamic force for meaningful development. I wish the Academy more success in the years ahead! CARLYZAR S. DIVINAGRACIA Chairman, DAP Board of Trustees

3 I. About DAP The community s authentic institutions are those which symbolize its will to cope with challenges to attain the good life for its people efficaciously, equitably, and even elegantly. The DAP is an authentic offspring of our aspirations as a people. That is why I salute it. Such were the concluding remarks of then President Ferdinand Marcos on the occasion of the Development Academy of the Philippines 10 th anniversary in Though the product of the Marcos Martial Law Regime, the Academy has maintained its reputation as an institution known for its integrity and excellence, being the offspring of its first president Onofre D. Corpuz a visionary and a man ahead of his time. Under his leadership, the Academy was set on the path it continues to follow today: constantly reconfiguring itself according to the needs of Philippine society. In the words of its current president, Antonio D. Kalaw, Jr., DAP is in step with the rest of the Filipino people. The DAP Mandate To address the needs of the Filipino, DAP seeks opportunities to enhance development as mandated, in the areas of good governance and productivity. Its role is to ensure that individuals and organizations are capacitated and thus become more efficient, consequently ensuring that human development in the DAP seventh President Antonio D. Kalaw, Jr. country becomes sustainable. Fulfilling such a role results from the Academy s blueprint for success: The DAP Relevance Framework. With the end in view of attaining an improved quality of life and reduced poverty for the nation, DAP begins by conducting programs and projects in the key areas of education and training, policy action research ( action understood to be the operative word at this level of service intervention), and technical assistance and consulting. These undertakings are geared toward the earlier-mentioned focus areas of governance and productivity. In performing these tasks, the Academy meets its objective of capacitating its clients to adapt and undertake value-adding development, and governance and productivity approaches and technologies. The desired goal of national competitiveness and development thus ensues, bringing to light the fundamental nature of DAP s work. The Academy s Contributions to Development As it approaches its fourth decade, DAP has much to show by way of its contributions to development thinking. Like its founder OD Corpuz, it has always been ahead of its time, pioneering a host of unconventional programs and approaches such as Experiential Learning, Participatory Strategic Planning, Values Driven Management and Leadership Development, Goal and People-Centered Organizational Change Management, Performance Monitoring and Measurement, Integrated Area Planning and Community Resource Mobilization for Sustainable Human Settlements and Local Development, Continuous Productivity and DAP: Providing Elegant Solutions to Development Problems 1

4 Quality Improvement for Organizational Effectiveness and Efficiency, Corruption Prevention Tools and Approaches, and Social Accounting. In addition to these, the Academy has had a notable history of institution building, stemming from its programs and social technologies. Among them, in the 1980s, the Medium and Small Scale Industry Assistance Program (MASICAP) was absorbed by the then Ministry of Trade and Industry, and later became the Department of Trade and Industry s Bureau of Small and Medium Enterprises Development (BSMED). The Career Foreign Service Development Program likewise transformed into the Foreign Service Institute of the Department of Foreign Affairs. The PRODED Educational Reorientation Program of the Department of Education, Culture and Sports (DECS) the values education component of which was laid into context after the assassination of the late senator Benigno S. Aquino was institutionalized as the National Educators Academy of the Philippines (NEAP). Other agencies stemming from earlier DAP programs include the Bureau of Fisheries and Aquatic Resources, which originated from the Fishery Resource Management (FIRM) Project; the Sanggunian Kabataan and the National Youth Commission, which grew out of the Youth and Sports Development Program (YSD); the Housing and Land Use Regulatory Board (HULRB), Pag-IBIG, the National Housing Authority (NHA), the National Livelihood Support Fund and the Livelihood Corporation (Livecorp), and Technology Livelihood and Resource Center (TLRC), all of which were products of the Integrated Area Development (IAD) Program that eventually became the Ministry of Human Settlements; the Metro Manila Development Authority, which originated from the Tondo Foreshore Project; the Subic Bay Metropolitan Authority (SBMA), which was a product of the Olongapo Development Plan; the ULTRA, which was originally the University of Life; and the Farm Systems Development Corporation, which resulted from the Barrio Irrigator s Service Association Project (BISA). While DAP s main clientele remains government agencies, it also counts the private sector, non-government organizations, peoples organizations, and local and international funding/donor agencies as working partners. As such, it has assisted in the development of institutions that include the Social Weather Stations, Inc. of the Philippines, which evolved from the Social Weather Stations project; and the establishment of 20 productivity and quality organizations stemming from DAP S PIONEERING PROJECTS MASICAP FIRM Human Settlements IAD BISA Barefoot Doctors CESDP Policy Research and Program Development 2 DAP: Providing Elegant Solutions to Development Problems

5 the Productivity and Quality Movement and Institution Building project. The DAP study on Population, Resources, Environment and the Philippine Future or PREPF can be credited for starting the trend in Futuristic and Strategic Studies. Its studies on the Exclusive Economic Zone provided relevant inputs to the Treaty of Limits adopted by the UN Conference on the Law of the Sea. Meanwhile, the Academy s productivity and total quality management advocacy, technology development and applications, like the 5S, quality circles, balanced scorecard, and ISO, paved the way for various productivity and quality movements, as well as the institutionalization of a local version of the Malcolm Baldridge award system known as the Philippine Quality Award System, in which DAP is the awards administrator for the public sector. These are but a few of the areas in which the Academy has served as pathfinder for the nation s development. The Academy as Change Catalyst By the mid-1980s, the Academy s efforts in institution-building took on greater significance as they unfolded within a restored democracy. Shortly after taking office in 1986, President Corazon C. Aquino issued Executive Order No. 288, which reconstituted the DAP Board of Trustees into the DAP Board of Visitors, allowing line agencies to be involved in the developmental work of the Academy. DAP then took on a new role as change catalyst, assisting government institutions to align their goals and objectives to the democratic way of governance. Among the agencies in which change management methods were instituted were the Bureau of Internal Revenue (BIR) and the Bureau of Customs (BoC). Constitutional bodies also sought the assistance of the Academy in developing programs that would improve performance of their respective mandates these included COMELEC HOPE (Honest, Orderly and Peaceful Elections), and the CSC in its VIGOR program (Values Integration for Government Officials Reorientation) program, publicly known by its acronym VOW. In the early 1990 s, another milestone was the Countryside Development Program, which contributed to rebuilding the Academy s presence in the area of rural development. Likewise during this period, the Academy strengthened the management of the bureaucracy by developing the Managing the Bureaucracy for Results (MBR) project, an off-shoot of the Career Executive Service Development Program (CESDP), which itself had transformed from a program to an institution to become the Career Executive Service Board (CESB). Thus was born the Master in Public Management (MPM) Program, through the support of a P10M endowment fund from the President s Social Fund. The Academy also assumed more actively its role as the National Productivity Organization (NPO) of the Asian Productivity Organization (APO), and as such, it developed and enhanced productivity consciousness in all sectors of the economy. From the 1990s into the new millennium, DAP reorganized its direction with four thrusts: Local Development, Productivity, Environment Management, and Organizational Effectiveness and Management. In keeping with the times, it addressed development issues such as Newly- Industrializing Country status ( NIC-hood ) and re-engineering, Information Technology, and effective governance hand-in-hand with organizational effectiveness. This focus shifted by 1999, when the Board suggested two main and long-term thrusts: (a) poverty eradication and, (b) governance (along with transparency and accountability), therefore increasing the Academy s presence in local government and community development. By 2000, the main institutional focus was on anti-corruption programs, such as the Key Appointments Watch (which ensured that appointees had a track record of integrity and honesty); fast tracking of high profile and pending anti-corruption cases; Random Lifestyle Check; the Open Public Documents Program; the Mandatory Citizens Charter; transaction re-engineering in selected agencies; the government-wide Report Card System; a civil society partnership; and an anti-corruption legislative agenda. The following year, poverty reduction, which was the buzz word in the late 1990s, became a long-term goal of the Academy s Ten-Year Strategic Plan for , through which it was committed to helping promote a culture of excellence, broadening people s choices, streamlining delivery systems, building social capital, enhancing democracy, and enabling knowledge-based efficiencies. DAP programs were developed in conjunction with the Medium-term Philippine Development Plan (MTPDP) and the global vision at that DAP: Providing Elegant Solutions to Development Problems 3

6 time among industrialized countries and international funding institutions to eradicate poverty through sustainable development. Some projects along this line were acting as Secretariat to the 20/20 Initiative; Mapping of Basic Social Services; and the institutionalization of support for Agrarian Reform Communities (e.g. a comprehensive computer literacy training program for the ARC Development project). The New Leadership Vision As can be seen, the Academy s flexibility in adapting to the country s changing development demands has made it possible for it to sustain its relevance. Upon the installation of Mr. Antonio D. Kalaw, Jr. as president in 2006, he presented his leadership vision as one that would remain along the same think tank role DAP had been known for, but now within the mold of a World Class National Development and Productivity Organization, adapting the line of his predecessor Eduardo T. Gonzales. The Corpuz legacy of enabling the Academy to become not what it aspires to be, but what it can and will be a provider of elegant solutions to the needs of the Filipino in the 21 st century clearly lives on in this new era. These solutions are evident in Mr. Kalaw s leadership aspirations for the Academy s five-year plan up to the year Areas of focus that have been identified are the strengthening of strategic and institutional research and development; the creation of new products coupled with intensified institutional marketing and promotions strategies; the institutionalization of a practitioner-oriented modular and ladderized graduate education program (which includes an innovation by way of e-learning ); renewing local presence through partnerships with the public and private sectors, academe, civil society, and international organizations; reinforcing NPO-ship; adopting alternative manning modes and organizational delivery mechanisms; and maximizing revenue and resource generation, both internally and with regard to clients. These aspirations were transformed into three corporate goals: first, to fulfill a key role in promoting good government and improving productivity towards national development and competitiveness, particularly for poverty reduction and the improvement of quality of life; second, to attain financial sufficiency by the end of the five-year term; and third, to utilize DAP s products services and approaches as a model for the markets it caters to. Mr. Kalaw takes his oath of office as the seventh DAP President before BOT Chair Jimmy T. Yaokasin, Jr. and Architect Antonio Dimalanta. 4 DAP: Providing Elegant Solutions to Development Problems

7 Walk the Talk in other words, leading by example is the by-line of this third corporate goal. In 2007, in seeking to adopt a standard project management system, the Academy staunchly followed the International Standards Operation roadmap so that it could be ISO certified by Receiving ISO Certification in May of that year enhanced the Academy s credibility in providing assistance to other government agencies, especially in their own bids for ISO-certification, as mandated by Executive Order No. 605, Institutionalizing ISO 9001:2000 Quality Management Systems (QMS) in Government. DAP is now the lead agency of the Advocacy and Capability Building (ACB) component of the Government Quality Management Program (GQMP) Committee that ensures the implementation of E.O The program aims to increase the productivity and competitiveness in public sector performance through consistency in the quality of service delivery. In tandem with the Department of Trade and Industry (DTI) and the Department of Budget and Management (DBM), it has assisted a number of government agencies and financial institutions in their journey towards ISO-certification, i.e. Land Bank of the Philippines (LBP), Social Security System (SSS), Philippine Economic Zone Authority (PEZA), Department of Transportation and Communications (DOTC), National Home Mortgage Finance Corporation (NHMFC), Department of Education (DepEd), and the Office of the Government Corporate Counsel (OGCC). Of note is PEZA s obtaining ISOcertification for its export-import business and business registration processes in By the end of 2009, the Academy s Center for Quality and Competitiveness had assisted 35 national As it strives to fulfill its roles of think tank, capacity builder, integrator, and facilitator, DAP remains the authentic offspring in fulfilling its people s needs. Mr. Kalaw and proud DAPpers pose with the ISO 9001:2000 certificate for DAP s project management system in 2008 DAP: Providing Elegant Solutions to Development Problems 5

8 line agencies and local government units obtain ISO 9001:2008 certification. In 2009, the Institute for Solidarity in Asia (ISA), the developer of the Performance Government System in the Philippines (PGS), entered into a new partnership with the Academy. DAP thus joins the ranks of public sector organizations conferred with PGSinitiated status. Installation of the PGS enables agencies to build a strategy-focused and wellgoverned culture. In an affirming turn of events, the PGS uses the Balanced Scorecard, an approach first introduced by the Academy in The BSC employs five strategic perspectives: customer satisfaction, financial performance, internal efficiency, and learning and growth. In September 2010, the Academy was congratulated for its success in moving up the Governance Pathway, during the ISA s PGS Public Forum and Palladium Asia-Pacific Summit held in Manila. Receiving praise from an organization that employs a system DAP itself established signifies that the Academy does indeed Walk its Talk, as it stands at the forefront of the Philippine government s commitment to reform. At present, poverty reduction and improving the Filipino s quality of life remain the desired outcome and overarching national aspiration that the Academy supports and continues to respond to. The major projects and programs it has undertaken underscore its key role in promoting good governance and improving the country s competitiveness, both concerns viewed to create a positive impact on the Philippine situation. Moreover, through its work with the Asian Productivity Organization, whose mission is to contribute to the socioeconomic development of Asia and the Pacific through enhancing productivity and quality, DAP takes on the role of regional adviser, contributing to the furtherance of quality and productivity within the global arena. As it strives to fulfill its roles of think tank, capacity builder, integrator, and facilitator, DAP remains the authentic offspring in fulfilling the people s needs. It continues to look ahead toward the creation of more innovative programs and approaches, in the betterment of governance and productivity. From L to R: VP Carlos A. Sayco Jr., Chairman Carlyzar S. Divinagracia, ISA Chairman Jesus P. Estanislao, President Antonio D. Kalaw, Jr., Palladium Group co-founder David Norton, ISA President Francisco C. Eizmendi, Jr., CIPE Executive Directive John D. Sullivan, Dirs. Normandy Nangca and Grace Gatarin, and VP Monina de Armas when DAP was recognized by ISA, Palladium Group and CIPE for having passed the initiation stage of the Performance Governance System. 6 DAP: Providing Elegant Solutions to Development Problems

9 II. Major Programs and Projects Good Governance Programs Early on, the Center for Governance (CFG) engaged in projects that involved transparency and accountability, following the principle that Good management tools are not enough to repair dysfunctional public institutions that limit accountability. It traces its roots to the Governance Portfolio, which included the integrity development review (IDR), the electoral reform agenda, and fiscal accountability program concepts. Upon the establishment of the Center, it grew to address a host of other concerns such as advancing social equity through rural development; protecting vulnerable groups to meet the Millennium Development Goals (MDGs) and determining the child-welfare index at the provincial level; environmental governance; conducting policy research on social rates of return; determining LGUs capacity to meet basic social services obligations; monitoring absentee voting, campaign finance reform, and the disengagement of teachers from election precincts; advocating for political party development; and looking into the possibility of constitutional change. In 2005, the CFG undertook the replication of a report card survey (a feedback mechanism on performance based on citizens satisfaction and comparison with other LGUs performance along the same dimension of service delivery) for Metro Manila, and of the IDR through the Pursuing Reforms through Integrated Development program (PRIDE), in cooperation with the European Commission (EC) and the Office of the Ombudsman (OMB). The IDR (under the label of Systems Integrity Review) was packaged in 2007 along with SPIDer (Systems/Process Improvement, Development and Re-engineering), under which were the Citizens Charter, the anti-red tape and the electronic LGU systems; PoRDA (Policy Research, Development and Advocacy), under which was the Customized Code of Ethics; BITE (Building Integrity through Training and Education) which included courses on Integrity, Accountability and Counter-Corruption, along with training programs on the Philippine Bidding Documents and Procurement Manual; and IPerM (Integrity Performance Management) under which was the Report Card Survey. All of these endeavors fell under the umbrella program known as SPRING (Strengthening and Promoting Integrity in Government). The CFG was also commissioned to conduct the Government Performance Strengthening Project a review of President Arroyo s 10-point agenda [Beat the Odds] which is embodied in Medium Term Philippine Development Plan (MTPDP). The results of the review served as inputs to the President s state of the nation address (SONA) in July The project also included a review of priority programs, of specific agency performance, and of approaches to enhancing the capability of agencies under the executive branch. The year 2009 ushered in a new type of involvement for the CFG. In response to AO 232, which called for the consolidation of the social protection programs of the country, the Academy through CFG was tasked to undertake a review of such programs for the National Social Welfare Program Cluster. Because social protection programs were perceived to be inadequate and uncoordinated, the study sought to address these shortcomings and was guided by the Social Protection Framework of the Social Development Cluster. The study was undertaken in partnership with the Department of Social Welfare and Development (DSWD) and the National Economic and Development Authority (NEDA) with funding assistance from the United Nations Development Programme (UNDP). The CFG believes that efforts to alleviate poverty in the country will benefit greatly from DAP: Providing Elegant Solutions to Development Problems 7

10 a more transparent, accountable and faithful delivery of services to the Filipino people. Such is the context within which the CFG s projects are done. A case in point is its involvement in the implementation of the Anti-Red Tape Act (ARTA) of 2008 or RA No Because this was a matter of major concern for government agencies that year, DAP through the CFG worked with the CSC as lead agency, the OMB, and the Presidential Anti-Graft Commission (PAGC) to form the oversight committee that ensured the implementation of the said law. Integrity Development Review One of the flagship projects of the CFG is the Integrity Development Review, a corruption assessment tool that has gained widespread acceptance among the country s anti-corruption bodies. The IDR was intended to assist oversight agencies such as the OMB, DBM, CSC and Commission on Audit (COA), in partnership with the EC, to establish a culture of professionalism and integrity in government as well as raise consciousness on corruption prevention and provide corruption prevention tools to improve organizational and systems integrity among government agencies. The IDR methodology involves two major components, namely: Corruption Resistance Review (CRR); and Corruption Vulnerability Assessment (CVA). The CRR is built on the principle that agencies can build internal controls within the systems to reduce the likelihood of corruption. It aims to measure systems integrity and assess the level of corruption resistance. This is done through a management self-assessment (Integrity Development Assessment) and testing of deployment of integrity measures using employee perception (Survey of Employees). The Indicators Research is used to validate and substantiate the self-rating done in the IDA. Taken together, the CRR results offer a unique glimpse at how resistant the agency is to corruption. Building on the levels of corruption resistance in the agency, the IDR takes the agency in an extensive diagnosis of its vulnerabilities to corruption. Assessing an agency s vulnerability to corruption requires an in-depth assessment of the agency s control environment, risk of corruption in operations, and adequacy of existing safeguards. The CVA, on the other hand, allows agencies to comprehensively identify its systems weak points that permit corruption to occur through process mapping and risk assessment. The IDR provides the benchmark by which integrity development and results of anti-corruption can be monitored. It has helped agencies gain focus in developing anti-corruption programs and has already found its way in the Integrity Development Action Program of government. In 2006, the first batch of agencies went through the IDR: the Department of Public Works and Highways (DPWH), the Philippine National Police (PNP), the Bureau of Internal Revenue (BIR), the Bureau of Customs (BOC) and the Land Transportation Office (LTO). In 2007, 11 more agencies undertook the IDR: the Department of Environment and Natural Resources (DENR), Department of Agrarian Reform (DAR), Light Rail Transit Authority (LRTA), National Irrigation Authority (NIA), Philippine Veterans Affairs Office (PVAO), Philippine Navy (PN), Bureau of Corrections (BuCor), Bureau of Fire Protection (BFP), Land Registration Authority (LRA), Procurement Service (PS) under the Department of Budget and Management (DBM), and the Department of Health (DOH). Recently, the IDR was customized and carried out in a local government unit (LGU) and government financial institution (GFI). To their own credit, some government agencies have taken the initiative to improve their governance systems, using the IDR as a basis for fashioning their own in-house reviews. IDR workshop at the Land Registration Authority 8 DAP: Providing Elegant Solutions to Development Problems

11 Graduate Certificate Course on Corruption Prevention The CFG, in partnership with the Graduate School of Public and Development Management (GSPDM), worked with the Presidential Anti- Graft Commission (PAGC) through support from the United States Agency for International Development s Rule of Law Effectiveness (ROLE) project to design and implement the Graduate Certificate Course on Corruption Prevention (GCCCP). The course provided government executives the necessary knowledge, skills and attitudes to develop and effectively implement a Corruption Prevention Action Project (CPAP) to address certain corruption vulnerabilities of their agencies. The course was initially offered in 2006 and produced 13 graduates from various agencies, namely the DPWH, DSWD, DENR, DOH, DILG, BOC, NAPC, PNP and PAGC. Three more batches were conducted from 2008 to Successful scholars were awarded 15 units of graduate credits. The 56 graduates of the course are now part of the integrity network of professionals and anti-corruption champions dedicated to work more intensely on anti-corruption efforts within their agencies. Improving Public Service Delivery, Transparency and Accountability through a Citizen s Charter The development and dissemination of technologies that promote good governance and productivity in the public sector remains an area of emphasis of the DAP. The passage of the Anti-Red Tape Act or Republic Act 9485 in 2007 served as an impetus for DAP to help many LGUs and national government agencies develop their respective Citizen s Charters. But even before the passage of the Anti- Red Tape Act, the DAP partnered with the British Embassy of Manila through its Global Opportunities Fund-Economic Governance Programme to promote the development of a Citizen s Charter as a tool for enhanced transparency and accountability in public service delivery at the local level. Through this project, six cities (Laoag, Sorsogon, Bacolod, Dumaguete, Digos and Iligan) successfully formulated and published their respective Citizen s Charter in Capitalizing on its experience in assisting the said LGUs, DAP produced a handbook intended to guide other LGUs in the country in preparing their Citizen s Charter.s A guidebook called Making a Citizen s Charter: Quality Service, Transparency and Accountability in Local Governance was developed by the Academy initially to assist local governments in formulating their Citizen s Charter a public The DAP, along with the Presidential Anti- Graft Commission and the USAID Rule of Law Effectiveness launch the GCCP. Citizen s Charter guidebooks Citizen s Charter Formulation Workshop DAP: Providing Elegant Solutions to Development Problems 9

12 document that spells out the services provided by the local governments to its citizens, the procedures and requirements for availing these services, service standards, performance guarantees and redress mechanism. The passage of the Anti-Red Tape Act of 2007 has inspired the production of the second edition of the guidebook Making a Citizen s Charter: Quality Service, Transparency and Accountability in the Public Sector. This serves as the accompanying manual of the training programs and technical assistance services provided to various clientele of DAP. Through its public course offering Seminar- Workshop on Citizen s Charter Formulation, the DAP has so far trained more than 1,000 participants coming from agencies/offices/ institutions on Citizen s Charter development. Some of these agencies later tapped DAP to provide customized assistance to support their Citizen s Charter implementation. Based on the 2009 CSC monitoring report, a total of 3,058 out of the 4,628 government entities have already set-up their Citizen s Charter. These include the national and local government agencies/offices/institutions trained and assisted by DAP. Roll-Out of the National Guidelines on Internal Control Systems (NGICS) Strengthening internal control and internal audit systems in government is one goal in the public expenditure management reform agenda implemented under the Philippines-Australia Partnership for Economic Governance Reforms (PEGR). In this effort, the DBM and the Office of the President s Internal Audit Office (OP-PIAO), with the assistance of the Australian Agency for International Development (AUSAID), through the PEGR, launched the National Guidelines on Internal Control System or NGICS (DBM CL issued by the DBM in early 2009). Upon the recommendation of the DBM and the OP-PIAO, the DAP served as institutional partner in the reform assistance on strengthening internal control and internal audit systems in the DPWH and the Department of Education (DepEd). After the projects at DPWH and DepED, the DBM and Malacañang (OP-PIAO) continued to engage the Academy to provide assistance in sustaining the reforms and developing the capacities of other government agencies in internal control and internal audit. The DAP, as the local institutional partner of the Queensland University of Technology (QUT), assisted DBM and Malacañang in standardizing the Philippine Government Internal Audit Manual (PGIAM), which will serve as the key reference for all government agencies (including GOCCs, SUCs and local governments) in establishing their respective Internal Audit Services/Units (IAS/Us) and organizing internal audit processes. To complement the PGIAM, DAP also developed generic, whole-of-government NGICS-learning modules and sets of instructions on Risk Management, Human Resource Management, and Quality Management in preparing for the roll out and use of the NGICS. The learning modules are crucial in promoting NGICS among public officials and employees, and in enhancing organizational capacities to institute its requirements. Developing an Effective Code of Conduct: A Guided Program for Public Sector Managers While there is already a general code of conduct (RA 6713) that governs the public sector in the country, having a published and customized Code of Conduct (or Ethics) lends greater clarity of organizational values, focus on ethics and governance and increased responsibility within organizations. This was the philosophy with which the Developing an Effective Code of Conduct: A Guided Program for Public Sector Managers was conceptualized and implemented by the DAP from March to June 2010 for the PAGC. This program, designed for middle managers and senior executives of public sector organizations who constitute the Technical Working Group (TWG) responsible for crafting or enhancing their respective Codes of Conduct, was combined with a four-day lecture cum workshop series, and coaching and critiquing sessions. The first part of the program, the lecture cum workshop series, featured various topics on the development of agency-specific code of conduct, sharing of experiences on code development and implementation from other public and private sector organizations, workshops, presentation of draft outline of codes of participating agencies and teambuilding exercises. Some 53 participants attended the lecture series representing 14 agencies including the BFP, Clark International 10 DAP: Providing Elegant Solutions to Development Problems

13 and the National Bureau of Investigation (NBI) have submitted copies of their approved customized code of conduct. Public Procurement Practitioners Development Program SVP for Programs Magdalena Mendoza delivers a lecture on defining an effective code of conduct Airport Corporation (CIAC), Center for Information and Communications Technology (CICT), Commission on the Settlement of Land Problems (COSLAP), Department of Agrarian Reform (DAR), DBM, Department of Finance (DOF), Department of Justice (DOJ), Department of Labor and Employment (DOLE), Housing and Urban Development Coordinating Council (HUDCC), LRA, National Police Commission (NAPOLCOM), National Youth Commission (NYC), Philippine International Trading Corporation (PITC), and Subic Bay Metropolitan Authority (SBMA). The coaching sessions, conducted by the DAP, proceeded to render technical assistance and guidance to 18 agencies; 11 of them already presented their draft agency codes to a panel composed of representatives from PAGC, DAP and CSC in June To date, BFP, CIAC, DBM, HUDCC, NYC and SBMA have submitted copies of their final draft codes of conduct while COSLAP, DOF, NAPOLCOM Government procurement has long been perceived as being plagued by corruption, resulting in irregularities, budget losses, and consequently, distortion in the quality and quantity of public services. To uphold transparency, accountability, equity, efficiency, and economy in the procurement process, the GOP enacted the Government Procurement Reform Act of 2003 (RA 9184). The Public Procurement Practitioners Development Program responds to the need to assist the DBM-Government Procurement Policy Board (GPPB) in realizing its mandate pertinent to the provision of capacity building intervention to public procurement practitioners from various government agencies. Such intervention is conducted with respect to the law and its implementing rules and regulations (IRR), the generic procurement manual, and standard bidding procedures. As of March 2009, a total of 3,197 public procurement personnel from 205 government agencies were trained on the law, its Implementing Rules and Regulations (IRR), and the Philippine Bidding Documents. After extensive stakeholder consultations and considering Philippine experience during the early years of implementation of the procurement law, a revised set of IRR was approved and took effect on September 2, As of February 2011, a total of 33 bidders from 19 organizations and 1,214 government procurement personnel have been trained on the revised IRR. Public procurement practitioners listen to Pres. Kalaw during the training on RA 9184 DAP: Providing Elegant Solutions to Development Problems 11

14 Support to the National Anti-Corruption Program of Action Under the auspices of the Office of the President through the Office of the Anti-Corruption Czar (OACC), the National Anti-Corruption Program of Action (NACPA) was crafted to serve as the umbrella program for all anti-corruption initiatives undertaken by government and nongovernment organizations to ensure convergence of efforts. NACPA used the frameworks of the United Nations Convention against Corruption, Millennium Development Goals and the Medium Term Philippine Development Plan (MTPDP). To ensure execution of the NACPA, two major activities were undertaken. The first was the codification of anti-corruption initiatives being undertaken by the three branches of government, the constitutional bodies, the business sector, and the civil society group. The second, a Stakeholder Summit, was conducted primarily to solicit multi-sector commitment to the NACPA. These two support activities have been funded by the UNDP under its Country Programme Portfolio, Fostering Democratic Governance Philippines. Moreover, infrastructures critical for the implementation of the NACPA were set up at the OMB with funding support from The Asia Foundation (TAF) under its Transparent and Accountable Governance (TAG) program. Notably, this initiative paved the way for the formation of the Multi-Sectoral Anti- Corruption Council (MSACC), a consultative and coordinating body organized to reinforce the anti-corruption commitments of government, civil society, and the business sector. Knowledge Management Programs The Center for Knowledge Management (CKM), established in 2002, promotes the utilization of collective experience to strengthen an organization s responsiveness, performance, and creative capacity. As the Academy s technical excellence and resource center in knowledge management (KM), it is the vehicle through which intellectual capital is harnessed to generate organizational growth, productivity, profitability, and quality. CKM supports knowledge-based organizations through programs that focus on enhancing human capital, improving organizational efficiency to deliver quality programs and services via information and communications technology (ICT), expanding existing networks of knowledge experts and practitioners, and fostering an awareness of KM in local and international fora. The Academy began to craft a working definition of KM in 2005, arriving at a framework and methodology it could put to use. KM tools and technologies were subsequently developed to cater to DAP s clients, which were mostly public sector organizations and government agencies. The KM Audit tool and Knowledge Mapping methodologies were later established and applied by a number of government agencies to determine knowledge gaps that hindered the achievement of their mandate and vision. The assessment results were eventually incorporated into their planning exercises. The DAP benchmarking network was further strengthened during this period with the formation of the egovernance Benchmarking Group. This group was composed of LGUs that had computerized revenue generating systems for business permits and licensing, treasury operations management, and others. The group benefited from the regular benchmarking meetings in terms of knowledge, expertise and experiences in egovernment shared. These exchanges resulted in the replication of best practices among the group members. An offshoot of this network was the creation of learning packages for capacity building for Local Chief Executives and barangay officials, and the design of an orientation module on e-governance, funded by TAF. In 2008, DAP broadened the application of ICT-enabled KM through a collaboration with CICT in the area of education. DAP also widened its network through the establishment of the e-agrikultura and K-Agrinet Programs under the Center for Quality and Competitiveness (CQC). In line with ICT, e-learning was increasingly used as another In line with ICT, e-learning was increasingly used as another mode of instruction DAP: Providing Elegant Solutions to Development Problems

15 The Establishment of Community e-centers in Luzon sought to jumpstart electronic governance in LGUs by transforming these units into knowledge-based organizations. mode of instruction with the introduction of two KM courses, namely, (1) KM Concepts and Practices; and (2) Information Security Management Systems, which attracted a sizable number of participants. Establishment of Community e-centers in Luzon The Establishment of Community e-centers in Luzon sought to jumpstart electronic governance in LGUs by transforming these units into knowledge-based organizations. This was the result of Knowledge Exchange and Sharing conferences that the Academy had been conducting on local egovernment exemplars and Community ecenter best practices. The project centers on the Community ecenter, or a community resource center, which is a mini-complex of computer, photocopier, TV with a DVD/ VCD player, digital camera and sound system, all provided for use by farmers. Given these resources, the services that the CeC affords are myriad: In addition to facilitating regular transactions involving clearances, residency certifications, real estate taxes, business permits and licenses, the ecenter is also home to a community e-library and can also be used for e-social marketing. The evaluation of the Forging CeC Directions program stemming from the Knowledge Exchange and Sharing conferences proffered some valuable lessons namely, that speedy action on accountability was needed to set proper directions; that beyond best practices, there was a need to determine next practices ; and that leadership was proven to be a critical factor in this undertaking. Through the CeC project, the community defined as the e-barrage is now provided with a platform for internetworking; marketing services for e-governance, e-education and e-health services; and with a facility for communication and information exchange between barangays. CeCs enable LGUs to operate as social enterprises, with applications taking the form of virtual medical missions, virtual trade missions, electronic transactions on agri-business and literacy campaigns, software development (IT subcontracts) and business process outsourcing (with its telejob database of demand and supply information, i.e., job matching and referrals and skills for hire). The wide range of potential applications makes logical the anticipation for the next practices based on planning approaches, the best practices being based on empirical data. Upon the project s initial implementation, there were already 100 CeCs in operation; by 2007 under the CKM, the number grew to 755. By 2009, there was a 60.3 percent increase, with 1,025 CeCs established in over 600 municipalities. Subsequently, NGOs, the National Computer Center (NCC) and service providers were also involved in CeC operations. The concept of knowledge networking has tended towards supporting enterprising agricultural communities (particularly in the K-Agrinet project), enhancing Farmers Information and Technology Services (FITS) for rural development, utilizing Telemedicine (which involves tele-mentoring and tele-microscopy through the use of digital cameras) to support health care in remote locations, and broadcasting disaster preparedness information among common barangays. Updates from WASH (the Water, Sanitation and Hygiene program) are likewise disseminated to the public through ICT, as it involves matters that are pertinent to many communities. K-Agrinet Project The DAP s celebrity in incubating innovative solutions to development problems has continued with the K-Agrinet (Knowledge Networking Towards Enterprising Agricultural Communities) program, a collaboration with the Philippine Rice Research Institute (PhilRice), the Philippine Council for Agriculture, Forestry and Natural Resources Research and Development (PCARRD), and the Department of Agrarian Reform (DAR) that utilized information and communications technology DAP: Providing Elegant Solutions to Development Problems 13

16 (ICT) to enhance agricultural productivity. The use of ICT in this project ushered in a shift from resource-based to an information-driven and digitally-connected agricultural sector to facilitate transfer of technology, access to market information and promote convergence to raise agricultural productivity. In 2006, the project conducted the ICT Roadshow to promote the various initiatives of the program and generate more participation from farmers, upland dwellers, and rural entrepreneurs in accessing information and technologies on agriculture and natural resources. The DOST Mobile IT Classroom Bus roamed around key towns to provide computer and Internet orientation sessions to encourage farmers to access the Internet to improve productivity, and enable them to keep abreast with the latest technologies. Extension workers and had the opportunity to know the latest information on agri-business, consult with experts online, and trade products and services on the web through the mobile internet bus (MIB). The Academy also launched a book titled K-AgriNet Compendium of Good Practices: Implementing ICT-based Initiatives in the Agriculture Sector. The book showcases the real experiences and documents the initial benefits and gains in implementing the program for five years. Aurora e-village Project The Aurora e-village (AEV) project, an offshoot of the K-Agrinet project, is another revolutionary intervention that is being implemented in Aurora Province. The project installed e-centers in farming barangays in Aurora to link farmers, fisher folks, and other agri-based organizations, entrepreneurs to markets outside the province through the integration of ICT in the community s life towards improving access to information, enhancing productivity, increasing the family s income and improving the community s quality of life in general. The project is anchored on a business model with the Aurora Rice Processing Complex (RPC) serving as the central hub linking the farmers to the market. The model seeks to demonstrate a pull system of palay production and processing based on pre-determined market K-AgriNet ICT Caravan in Legaspi City. 14 DAP: Providing Elegant Solutions to Development Problems

17 requirements. It is envisioned to usher in a shift from supply-driven rice production and marketing (push system) to a rice production based on programmed planting, harvesting and delivery of palay. This shift will minimize inventory carrying costs and uneven supply to the RPC due to traditional cropping practices of farmers. Consequently, since farming activities are guided to meet the requirements of the RPC and its customers (market), it is expected that the price paid to farmers are higher due to a more efficient supply chain. The project also involved setting up of AEV kiosks and towers, ICT road shows, and training of information mediators and farmers on the use of computers and accessing the Internet for information. For the Phase 1 of the project, 52 AEV access points and kiosks were deployed in the central towns of Baler, San Luis, Maria Aurora and Dipaculao, 53 information mediators were trained on management of e-village sites. For Phase 2, the coverage and services of the AEV is extended to the northern and southern towns of Aurora, namely, Dilasag, Casiguran, Dinalungan and Dingalan which will take off through ICT road shows in in February and March If replicated, this e-village Model can revolutionize rice production and marketing in the Philippines. Similar models could likewise be developed in the coconut and other primary agri-industries in the country. The project is being implemented in partnership with two DA institutes, the Agricultural Training Institute (ATI) and PhilRice, and the Provincial Government of Aurora (PGA) in cooperation with the Aurora State College of Technology (ASCOT). Farmers transport the AEV kiosk to their barangay on board a kuliglig Sen. Edgardo J. Angara and DAP President Kalaw visit the Aurora evillage website. Looking on is Aurora Gov. Bellaflor Angara-Castillo The Revenue Generation System project is another product that has emerged from the CeC venture. Normally, the community or barangay is hard put to raise local revenues by itself. It usually relies on the Internal Revenue Allotment (IRA) coming from its share of taxes collected at the national or city/provincial level. Although the Local Government Code empowers barangays to generate revenues (through local taxes, charges, fees, donations, and fund-raising), the absence of technological resources makes this difficult to accomplish. The Electronic Revenue Generation System was thus devised to address this shortcoming. Among the Revenue Generation System supporting electronic systems in this intervention are e-tax mapping, which readily determines amounts that are due and identifies places and establishments that will remit payments; e-tlrc, which provides livelihood information on countryside resources provided by investors, and on prospects and opportunities for revenue generation in rural areas; the e-business Permits and Licensing System, and the e-treasury Operations Management System. As with all the other e-governance tools, particularly those concerning Management and Financial Audit, the chances of replicating these e-systems remain encouraging. DAP: Providing Elegant Solutions to Development Problems 15

18 Productivity Programs The Academy s mandate on productivity promotion and improvement began when the Productivity and Development Center (PDC) was transferred from the National Economic and Development Authority (NEDA) to DAP through a memorandum of agreement (MOA) signed by the Academy s six founding institutions. Productivity programs were first managed under PDC; later, when PDC was elevated to the Academy level, the Center for Quality and Competitiveness (CQC) took on the task of promoting productivity and quality (P&Q) concepts, principles and practices to strengthen both the public and private sectors competitiveness and help them achieve performance excellence through program interventions on value chain productivity management, quality management, SME productivity development and agriculture productivity enhancement. Institutionalizing the ISO 9001 Certifiable Quality Management System (QMS) in Government After several attempts to institutionalize ISO-QMS, DAP along with other agencies was given the mandate during the National Competitiveness Summit in 2006 to implement Administrative Order No. 161 on institutionalizing QMS in government. A year later, in 2007, this mandate was strengthened with the issuance of Executive Order No. 605: Institutionalizing the Structure, Mechanisms and Standards to Implement the Government Quality Management Program (GQMP) for public sector productivity improvement. The mandate provided opportunities for DAP to widen the adoption of a QMS certifiable system to ISO 9001, as well as implement other P&Q approaches such as 5S and Work Improvement Teams (WIT) to complement it. As the program proponent, DAP sits as one of the members of the Government Quality Management Committee (GQMC), which was created under EO 605 to oversee the implementation of the GQMP. The other committee members include the DBM, the OP-Internal Audit Office, the DTI, and the DILG. DAP takes the lead in the Advocacy and Capability Building (ACB) aspect of the program. The Government Quality Management System Standards (GQMSS) drafted by the GQMC Technical Working Group was packaged and printed by DAP in The GQMSS translated the technical requirements of ISO 9001 into a language suited to public sector organizations. Almost 3000 copies together with GQMP brochures have been distributed thus far among government agencies. Apart from holding orientations, training programs and seminar-workshops on ISO 9001, one of the major ACB activities being done by DAP is conducting the annual ISO 9001 conference, which brings some 300 agency representatives together to learn from the experiences of those who have successfully implemented the QMS, so that they can emulate them. A recognition ceremony was also established in 2009 to honor agencies that have taken the path of ISO 9001 to improve their service delivery. The recognition is conferred upon honorees by the President of the Republic of the Philippines at the Malacañang Palace. To support another component of the GQMP with regard to the creation of a certifying body (CB) in government, the Academy conducted the Lead Auditors Course for two batches of participants. Before the issuance of AO 161, less than 20 agencies possessed ISO certifications. As such, DAP piloted the adoption of the ISO- QMS in different government agencies. The first agency to be introduced to the QMS was the Land Transportation Office; this was done to complement the agency s computerization Former Pres. Arroyo recognizes 35 LGUs, GOCCs and GFIs that have obtained their ISO 9001 QMS from 2008 to DAP: Providing Elegant Solutions to Development Problems

19 program Linking Technology and Order. After a year of mentoring, the LTO acquired in 2005 its ISO certification for drivers licensing operations at its head office. To date, some 95 agencies have successfully acquired ISO 9001 certification. The Academy continues to assist a number of agencies in the development, implementation and certification of their respective ISO-QMS. Among those that have secured ISO certification are Land Bank of the Philippines, Philippine Economic Zone Authority, some DOTC-attached agencies, Social Security System, Bureau of Internal Revenue, Career Executive Service Board, Development Bank of the Philippines, and the Office of the President. It is expected that QMS practitioners in government will increase threefold with early QMS converts opting to expand their advocacy nationwide. President Benigno S. Aquino III poses with Mariwasa Siam Ceramics, Inc (MSCI) President Khun Kraiwitchaicharoen and VP for Manufacturing Khun Jiraphat Oebchokhai who were who received the PQA recognition for Commitment to Quality Management at the 13th PQA Conferment Ceremony at the Malacanang Palace in January Also in photo are (from L-R): National Competitiveness Council Co-Chairman Ambassador Cesar Bautista, DAP President and Award Administrator for the Public Sector Antonio D. Kalaw, Jr., and DTI Secretary Gregory Domingo. Philippine Quality Award DAP has underscored the need to establish a governmentsupported NQA as a major strategy to help promote Productivity and Quality in the country. In preparation for this undertaking, DAP conducted the first Quality Management Assessors Training in June 1996, with senior officers of the Academy comprising the first batch of participants. The activity was held with the assistance of the Asian Productivity Organization-Technical Expert Services (APO- TES) Program. DAP-PDC subsequently formulated the mechanics of the Philippine Quality Award (PQA), embodying the best features of both the American and Australian experiences in setting up an NQA System. The PQA seeks to promote standards in organizational performance comparable to those of leading businesses abroad, pursuant to the country s effort to be globally competitive; establish a national system for assessing quality and productivity performance, thus providing both private and public sectors with criteria and guidelines for self-assessment to guide their continuous improvement efforts; and recognize organizations that have achieved the highest level of quality and business excellence, thus providing Philippine industries with benchmarks and models to emulate. Today, the PQA is a full-fledged program managed by the DTI and administered by the DAP and the Philippine Society for Quality (PSQ). In relation to other Philippine awards, the PQA embodies the highest level of national recognition for exemplary Senior Deputy Executive Secretary Jose Amor Amorado (center) receives the ISO 9001:2008 certification from TUV Rhineland Phils Inc. CEO Tristan Arwen Loveres (left), looking on is Pres. Kalaw. DAP provided assistance to the Office of the President leading to the ISO-certification for the provision of completed staff work for presidential issuances. DAP: Providing Elegant Solutions to Development Problems 17

20 o r g a n i z a t i o n a l performance. The award is given to organizations from both the private and public sectors. From 2006 to 2010, nine PQA recognitions (Levels 1-3) have been given to public sector organizations which include the National Transmission Corporation or TRANSCO (2006), NEDA-Region I (2006), and PCARRD (2009) and private sector companies such as Johnson and Johnson (2006), First Sumiden Circuits, Inc. (2006), First Philippine Industrial Corporation (2008), Mariwasa Siam Ceramics, Inc (2010). In 2008, United Laboratories (UNILAB) achieved the highest level and became the first-ever PQA for Performance Excellence winner. In 2009, the Academy developed a technical assistance package on Transformation of Agencies towards Performance Excellence to help PQA aspirants conform to the PQA criteria. Thus, in 2010, four DOST agencies availed of the TA package to guide them in preparing their journey towards institutionalizing QMS in their respective organizations following the PQA way. Value Chain Productivity and Technology Enhancement Program for SMEs The Value Chain Productivity and Technology Enhancement Program for Food Processing SMEs (VCPTEP-SME) provided an integrated package of productivity and technology assistance to some 18 food processing SMEs in the Cordillera Administrative Region (CAR). SMEs are often inefficient in terms of quality and minimum cost of delivery, with no motivation to change, or capabilities even if motivated. The VCPTEP-SME thus contained a package of intervention strategies and approaches that addressed the need to improve the productivity and technical operations of the SMEs towards increasing their products value added and enabling them to resolve problems encountered in competing and maintaining their competitiveness within their value chain. Important features of the Program were the creation of effective communication and common goals among companies suppliers and support business along the value chain, particularly in addressing problems on quality, cost and delivery; and the establishment of an improved environmental consciousness among the SMEs towards adopting environmentfriendly production systems and processes. At the same time, the Program also provided for the strengthening of the program team s institutional capability by enhancing their VCTEP Forum in Baguio City 18 DAP: Providing Elegant Solutions to Development Problems

21 Food processing SMEs in CAR benefit from the VCTEP through enhanced production systems and processes. managerial and technical competence to enable them to effectively assist their SME clientele. The experiences and learnings of six out of 18 participating pilot companies from the Program were shared during a VCPTEP Forum held in early 2006 at Golden Pines Hotel in Baguio City. The entire project was conducted in coordination with the Canadian International Development Agency Private Enterprise Accelerated Resource Linkages (CIDA PEARL2), which sought to incorporate sustainability cum gender and development agenda into the endeavor. Sustainable Human Development Program The Center for Sustainable Human Development (CSHD) develops and implements programs and projects in the fields of environmental management, community development, and other areas of sustainable human development. It was established in 2004 in line with DAP s thrust of reducing poverty by broadening Filipinos choices and improving their level of being, without impairing the ability of future generations to broaden their own choices and improve their own level of being. CSHD houses the Environmental Management Office (EMO), which the DAP organized in 1993 to serve as a resource center on environmental management for the DAP program offices, as well as for selected clients in the government, particularly the Department of Environment and Natural Resources (DENR). The EMO continued the environment-related projects that DAP initiated in the 70s and 80s, such as integrated area development and human settlements. The Center also has a Community Development portfolio through the Program for the Health Sector and the Program for the Energy Sector. These two programs provide training and other forms of technical assistance to cooperatives, nongovernmental organizations, donor institutions, and government agencies that implement poverty-reduction programs and projects. The Community Development thrust is an offshoot of the Agrarian Reform Infrastructure (ARISP) II Institutional Development Component that the CSHD implemented for the Department of Agrarian Reform (DAR) from 2001 to DAP: Providing Elegant Solutions to Development Problems 19

22 The Programs and Services of CSHD cover the following: Developing individual competencies in such areas as analyzing environmental problems, identifying impacts of programs and projects, formulating environmental management plans, ensuring proper stakeholder identification, applying technologies of participation, as well as negotiation and conflict resolution and management; Capacity building, including coaching and mentoring, of organizations and institutions to ensure that key mandates, like energy management, health systems management, waste management, and natural resources management, are implemented; Advocacy, promotion and piloting or demonstration of sustainable development approaches and technologies, such as environmental management systems, ecotourism, community-based rural tourism, green productivity-integrated community development, environmental assessment, integrated solid waste management, renewable energy, waste-to-energy, urban health equity, disaster risk reduction, and climate change adaptation; Implementation of poverty-reduction, natural resources management, and disaster risk reduction-climate change adaptation programs and projects; and Undertaking facilitation, consultation, conflict management, and team building activities for clients in order to forge consensus, resolve conflicts, ensure buy-in and ownership by stakeholders, and set clear goals, objectives and strategies. Strategic and business planning workshop for a community e-center. Establishment of Community e-centers for Rural Development In 2006, the CSHD was the implementing agency of the National Computer Center (NCC) in setting up 49 community e-centers (CeCs) in various local government units (LGUs) in Luzon and Visayas. CSHD also trained the local management teams of the CeCs on the technical aspects of CeC operations and management, as well as on financial and business planning. The CeCs helped the intended beneficiaries in accessing information using information and communication technology (ICT) to improve farm production and marketing, apply for jobs that are offered in nearby cities and overseas, and transact business with government agencies, such as the Government Service Insurance System (GSIS) and the Social Security System (SSS). At present, CSHD is involved in the continuing professional education of CeC managers through the Center for Knowledge Management. 20 DAP: Providing Elegant Solutions to Development Problems

23 Integrated Waste Management for Green Productivity After conducting training programs on solid waste management offered to the general public, CSHD focused its intervention on the Provincial Government of Northern Samar. CSHD trained selected cohorts in the province on integrated solid waste management and environment management. This sixmonth project was funded by the Australian government through the Philippines-Australia Human Resource Development Facility (PAHRDF). The technical assistance consisted of training, coaching, and mentoring in waste analysis and characterization, identifying appropriate technologies for waste recycling, reduction and re-use (3Rs), formulating a provincial solid waste management plan, and convening of the provincial solid waste management board. With this and other related previous experiences, the United Nations Environment Program International Environment Technology Centre (UNEP-IETC) partnered with CSHD in 2007 to identify and assess global cellulosic biomass resources, as well as environmentally sound technologies to convert waste biomass into useful energy and materials. In 2009, CSHD expanded its scope by implementing an international conference in support of the Eco-Products International Fair sponsored by the Academy, the Asian Productivity Organization (APO), and the Philippine Business for the Environment (PBE). At present, CSHD is assisting target local government units in using biologically indigenous microorganisms (BIMs) for the rapid composting of rice straw, rice-hull powered micromill to mill rice, and identifying suitable technology to process waste plastic into fuel. CSHD is also partnering with the Department of Science and Technology (DOST) in conducting a series of training programs on biogas technology as part of the Global and the Philippine Methane Initiatives. The initiatives are supported by the United States Environmental Protection Agency (USEPA) to urge stronger international and national action to address climate change while developing clean energy and stronger economies. Series of workshops on integrated solid waste management for the Provincial Government of Northern Samar At present, CSHD is assisting target local government units in using biologically indigenous microorganisms (BIMs) for the rapid composting of rice straw, rice-hull powered micromill to mill rice, and identifying suitable technology to process waste plastic into fuel. DAP: Providing Elegant Solutions to Development Problems 21

24 Energy Efficiency and Conservation Taking off from the experiences of the Academy in running training programs for energy managers in the 80s, CSHD was tasked in 2007 by the Department of Energy (DOE) and the United Nations Development Programme (UNDP) to design and run the Renewable Energy Training Program (RETP). RETP formed part of a program designed to reduce the annual growth rate of greenhouse gases (GHG) emissions by replacing part of the current fossil fuel use in the Philippines through the removal of major barriers that will lead to the development and widespread utilization of renewable energy (RE) systems and applications. To help eliminate the barriers to renewable energy development, the RETP aimed at strengthening the capacities of RE stakeholders to carry out their respective roles in the development and widespread commercialization of RE in the country. This project paved the way for investors to take a good look at the potentials of RE investments, such as biogas, solar, wind and hydro technologies. It also helped the financing institutions to reconfigure their loan packages in response to the non-conventional financing requirements of RE projects. About 700 participants nationwide took part in the different RETP streams, such as basic RE technologies, RE project development, RE project financing, entrepreneurship, and technicians training on solar, hydro and wind technologies. In 2008 and 2009, CSHD focused on energy efficiency using the e-learning mode of delivery. This was in partnership with the APO. And in 2010, CSHD finalized an agreement with the DOE to implement 15 trainingworkshops on energy efficiency and conservation nationwide. The expected main result of these interventions is a percent reduction in power consumption nationwide and savings for the commercial and industrial sectors. Participants to the RETP on field visits 22 DAP: Providing Elegant Solutions to Development Problems

25 Local Health Systems Enhancement In 2006, CSHD assisted the Philippine Coalition Against Tuberculosis (PHILCAT) in reviewing the performance of the Public-Private Mix DOTs (PPMD), a project funded by Global Fund to increase the detection and cure rates of patients infected with TB. CSHD also helped in formulating the sustainability plan of the PPMD using the viability indicators of the Philippine Agenda 21. As a result, PHILCAT has put in place the pillars of PPMD sustainability for the benefit of thousands of poor patient In 2008, CSHD piloted the Short Course on Urban Health Equity (SCUHE) with funding support from the World Health Organization (WHO) and the Department of Health (DOH). The SCUHE is a six-month course that aims to a) improve the knowledge, practice and skills of relevant LGU-level stakeholders to address urban health challenges, particularly in relation to the social determinants of health; b) improve the participants knowledge, practice and skills in using action-research tools and methods; c) support the development and evaluation of interventions to address social determinants of health; and d) strengthen the network and inter-sectoral collaboration among and between stakeholders of participating institutions and LGUs in implementing interventions that aim at decreasing health inequity. The SCUHE design was based on the SCUHE China Module developed by the WHO Kobe Centre. In 2008, it was piloted among selected staff and officers of the DOH, Metro Manila Development Authority (MMDA), and the two cities of Parañaque and Taguig. Based on the results of the first batch, the SCUHE curriculum was reviewed and improved by incorporating and emphasizing the use of the Urban Health Equity Assessment and Response Tool (HEART) as the primary instrument to identify specific health inequities in the urban setting, and to plan interventions to reduce equity gaps. Aside from the Urban HEART, the concept and practice of City-wide Investment Planning for Health (CIPH) was also introduced into the SCUHE Philippine Syllabus. The second and third batches of SCUHE were implemented in 2009 and 2010, respectively, with 11 participating LGUs in each batch. To date, SCUHE has resulted in the implementation of 24 short-term projects in Metro Manila and key cities in Luzon, Visayas and Mindanao. These projects address urban health inequities related to maternal and infant mortality, teenage pregnancy, and other health and sanitation problems. SCUHE Participants DAP: Providing Elegant Solutions to Development Problems 23

26 Disaster Risk Reduction (DRR) - Climate Change Adaptation (CCA) Around 2005, the Asian Disaster Preparedness Center (ADPC) based in Bangkok, Thailand partnered with the CSHD in piloting the Urban Disaster Mitigation Course in the Philippines. Building on this experience, CSHD designed and implemented a trainingworkshop on disaster risk reduction (DRR) that has benefited more than 30 LGUs nationwide. In 2009, CSHD enhanced the DRR design through a project entitled Developing Climate Change Mitigation and Adaptation Strategies for Green Productivity. The LGU-partners were the provinces of Ifugao and Northern Samar. This project enabled the partner-provinces to assess their hazards and vulnerabilities, as well as formulate doable DDR-CCA strategies and actions. In 2010, CSHD was asked to provide technical assistance to the Special National Public Reconstruction Commission (SPNRC), which was formed to undertake a study on the causes, costs and actions to be taken in the wake of typhoons Ondoy, Pepeng and Frank. CSHD helped in crafting the strategic plan of the SPNRC and the private sector-led Philippine Disaster Recovery Foundation (PDRF) in formulating the Indicative Rehabilitation Expenditure Plan (IREP) as inputs to the Rehabilitation Master Plan, and in designing the Reconstruction Monitoring and Evaluation System (RMES). These interventions contributed to ensuring that urgent infrastructure investments are undertaken to lessen the negative impacts of natural disasters to agriculture and related sectors. Eco-Products International Fair and Conference For the first time the Philippines hosted the Eco-Products International Fair (EPIF) the largest environmental fair in Asia in March 2009, with DAP as the lead local organizer. The EPIF is a flagship project under the Green Productivity Program of the Asian Productivity Organization (APO) which aims to showcase the most advanced environmentally friendly products, technologies, and services that enhance sustainable development and competitiveness. Despite the global crisis, the Philippines gathered a total number of 131 exhibitors, which is 45 percent above the previous four-year average. The Philippines attracted 83,469 visitors which is 96 percent above the previous four-year average attendance for the EPIF of 42,489 visitors and exceeded the all Philippine events benchmark of 50, DAP: Providing Elegant Solutions to Development Problems

27 Former President Fidel V. Ramos keynotes the EPIF Conference on Sustainable Production, Sustainable Consumption, Sustainable Future visitors by 67 percent. In 2004 and 2006, the EPIF was only held for three days (four days for the other years), average daily attendance for the country posted an average of 20,687 visitors per day which is 80 percent above the four-year daily average of 11,581 visitors. A parallel event during the EPIF conducted by the Academy is the International Conference on the Sustainable Production, Sustainable Consumption, Sustainable Future which enabled the 300 foreign and local delegates listen to global, regional and local experts presentation on their experiences, views and propositions in promoting sustainable development through production and consumption of eco-products and services. Former President Gloria Macapagal-Arroyo visits the EPIF along with former Trade and Industry Secretary Peter Favila and former DAP Board Chair Jimmy T. Yaokasin, Jr. DAP: Providing Elegant Solutions to Development Problems 25

28 Development Education Program The Graduate School of Public and Development and Management (GSPDM) grew out of a need to produce knowledge practitioners in government and, to a certain degree, the private sector. In this capacity, it produces three types of graduates: (a) quality managers for the national and local bureaucracies, (b) quality managers and productivity practitioners for the business sector, particularly small- and medium-scale businesses (which comprise 80 percent of domestic enterprise), and (c) quality and productivity experts of other groups and organizations, local or foreign, who want to avail of its course programs. A degree-granting institution, the GSPDM is unique in that it customizes graduate programs for middle managers who are due to be given greater responsibilities in their respective agencies; it develops course programs derived from actual practice rather than theories in public management and productivity. Hence, its faculty members are hired not so much for their academic achievement, but for the expertise they have acquired over years of management and production work in various fields (e.g., public administration, environment, national security, health, finance, and even manufacturing). The other facet of the practitioner orientation of the Graduate School is that the students themselves carry with them a wealth of experience and their own familiarity with management problems. Being professionals employed in government, their theses take the form of action plans, with heads of their respective agencies acting as thesis advisers. The action-plans are implemented upon their return to their mother agencies, and because they address real problems, are oftentimes funded by the agencies themselves. Because the Program Centers incubate such innovative and relevant projects as ISO-aligned QMS for government, anti-red tape schemes, integrity improvement, and efficiency/productivity in public governance, the GSPDM is in a position to use ladderized/ modular approaches for its degree programs. The modular approach widens and facilitates the Graduate School s ability to bring its core business development education to a wider market. Investing in modules is thus beneficial not only because it is the best way to model DAP products, but more so because such modules bring relevant knowledge systems to the rank and file of the government bureaucracy. To date, the GSPDM has successfully administered the Master in Public Management major in Biodiversity Conservation and Management (MPM-BCM) program for the DENR, MPM-Educational Advancement for Governance Leaders in the Energy Energy Sector (MPM-EAGLE) for the Department of Energy (DOE), and the MPM- Development Security (MPM-DevSec) program for the Armed Forces of the Philippines (AFP). These programs, conducted upon the request of sponsoring agencies, are offered to agency scholars and other interested and qualified applicants. The School manages two Institutes: the Institute of Public Management and the Institute of Productivity and Quality. While these institutes are maintained structurally, the work system is primarily based on the context of a seamless set-up, such that programs and services are carried out by composite project teams with members coming from both institutes. This set-up is envisioned to enable the GSPDM to return to the basics of providing its primary mandate education. In doing so, it can concentrate on such academic functions as preparing the curriculum and its degree programs, monitoring its students, and looking for educational preferences in the market. Graduate Degree Programs The Master in Public Management (MPM) is DAP s professional education vehicle for building the individual capacities of those who wish to pursue a career in public management. The goal for such individuals would be good governance, with citizen-driven service at its core. The MPM graduate is ideally a bureaucratic scholar, a team leader, a problem solver, a change leader, and a pathfinder. 26 DAP: Providing Elegant Solutions to Development Problems MPM Biodiversity Conservation and Management graduates

29 The MPM is an intensive program that equips students with knowledge, approaches, managerial tools and values development in such areas as governance, organization development, human resource management, environmental management, sustainable development, quality management and development management. Master in Public Management Major in Local Government Management (MPM-LGM) The MPM-LGM is an interdisciplinary program oriented towards enhancing the developmental skills as well as the leadership and managerial acumen of the country s local chief executives, other local officials and LGU officers, and development workers, civil society leaders and staff of other organizations involved in local governance. Program graduates are expected to rise to senior managerial positions in local government units and other organizations concerned with local governance. Master in Public Management Major in Biodiversity and Conservation Management (MPM-BCM) This interdisciplinary graduate program is aimed at developing a cadre of professional biodiversity conservation managers who will be the principal stewards of protected areas in the Philippines and the ASEAN region. The program upholds the Millennium Development Goals of the World Summit for Sustainable Development (WSSD) to reduce biodiversity loss by 2010, and instills the scientific, leadership and managerial learning competencies needed to achieve such goals. Master in Public Management Major in Development and Security (MPM-DevSec) This program was initially implemented at the Armed Forces of the Philippines Command and General Staff College (AFPCGSC) as a joint program of DAP and the National Security Council (NSC). Created as a twinning program for the mandatory mid-career course of AFP officers before they are promoted to 06 position, the intensive degree program seeks to build the competencies of future leaders within the overarching framework of development and security. Master in Public Management Major in Health Systems and Development The Department of Health requested DAP to design a special program for its Doctors to the Barrios (DTTB) Program, in recognition of the need to provide them with Continuing Medical Education (CME), which aims to enhance their skills for the effective performance of their tasks, roles and functions. The 44-unit MPM-HSD is an 18-month interdisciplinary graduate program for local and national practitioners and policy makers in the health sector. It incorporates the Academy s distinctive features of praxis on the one hand, and developing personal and managerial efficacy on the other. These features cover research, planning and implementation of programs on health sector reform and other related initiatives. The Master in Productivity and Quality Management (MPQM) is a first of its kind in Philippine education today. The MPQM is DAP s response to the global challenge of building a culture of continuous improvement towards performance excellence. It aims to develop a corps of Productivity and Quality (P & Q) professionals who will advocate and institutionalize productivity and quality improvement as a way of life at the organizational and national levels. The course was launched in 2006 and graduated its first batch in The Master in Organization Development Transformation Management (MOD-TM) is an interdisciplinary graduate program for practitioners and aspirants of Organizational DAP: Providing Elegant Solutions to Development Problems 27 MPM Development and Security Batch 2 graduates

30 Table 1. Number of Graduates in Degree Courses ( ) Course Title No. of Graduates Master in Public Management (Batches 10 & 11) 5 MPM- Biodiversity Conservation and Management (1&2) MPM- Educational Advancement for Governance Leaders in Energy Sector (1&2) MPM-Local Governance Management 7 MPM-Development and Security 69 Master in Productivity and Quality Management 8 Total 131 Development, both in the private and the public sectors. As such, it merges DAP technology and IL International s transformational strategies in OD. It aims to develop graduates who are envisioned to be World Class Transformation Leaders and Advocates of Renewal who willingly anticipate and ride the change within self, the organization and society as a way of life. The Executive Doctorate in Education Leadership (EDEL) is the highest academic degree program of the Academy. It is an 18-month post-graduate degree program consisting of 42 units earned through various forms of intensive academic discourse and reallife application of state-of-the art technologies in higher education management and leadership. Designed specifically for senior-level managers of higher education institutions (HEIs) and related government and private agencies, EDEL aims to provide an academic framework where leaders can further their understanding and skills in better managing and leading HEIs towards performance excellence and global competitiveness. Certificate Courses Certificate Course for ISO 9001:2000 QMS for Lead Auditors This course aims to develop and enhance participants skills in conducting IQA of the QMS in their respective organizations using the ISO 9001:2000 framework. Flagship Course on Health Sector Reform and Sustainable Financing for DOH The Flagship Program on Health Sector Reform and Sustainable Financing is a strategic course that educates health service professionals from the national (DOH Central and Regional Offices) and local (LGUs) levels on the principles behind FOURmula ONE for Health, and helps build their capacity to translate such principles into reform strategies. As part of its continuing commitment to sustain the program and tailorfit it to Philippines needs and resources, the DOH partnered with the Academy for the third until the eight run of the flagship course which graduated 345 health professionals. Certificate Course on Development Legislation and Governance This is the GSPDM s latest and most wellpublicized certificate course, as the result of a congressional session that involved Rep. Emmanuel Manny D. Pacquiao of the lone district of Sarangani Province and his congressional staff. The primary purpose of this course is to provide a comprehensive theoretical as well as practical understanding of the duties and responsibilities of a congressman. It contains nine main lectures and one special lecture for the congressional spouse, all conducted in a span of 10 days. The course involves executive coaching designed by DAP to provide technical knowledge that is essential in carrying out a congressman and his staff s tasks; to acquaint them with the processes and procedures in the parliament and in the committees of the House of Representatives and the Senate; and to provide facts and information from the national to local levels that may be vital to the representative s legislative agenda. Table 2. Number of Graduates in Certificate Courses ( ) Rep. Manny Pacquiao showns off his certificate. He is flanked by DAP President Antonio D. Kalaw, Jr. and DAP Board Chair Carlyzar S. Divinagracia. Course Title Effective Local Legislation for Local Legislators (Executive Coaching) Certificate Course on Development Legislation and Governance (Executive Coaching) No. of Graduates DOH Flagship Course (3rd to 8th runs) 345 Total DAP: Providing Elegant Solutions to Development Problems

31 III. Facilities In order for DAP to fulfill its mandate of capacitating organizations and individuals to perform more efficiently, it is guided by its Relevance Framework (which ensures that its programs and projects contribute to a better quality of life in tandem with poverty reduction) and also by its Viability Framework. It is within the Viability Framework that the Academy, being a government corporation, engages in support business operations to offset overhead costs and provide its day-to-day cash flow. Among its support business operations, asset development and management enable the Academy to retain its independence while at the same time optimizing and achieving its objectives in the area of knowledge creation and transfer. Capitalizing on the income potential of its prime asset, the DAP Conference Center in Tagaytay City was recognized as a means of generating increased revenues when the Academy assessed its performance after three decades as a pioneering institution in productivity and quality management. The DAPCC is one of the most modern and elegantly appointed conference facilities in Southeast Asia. Originally envisioned as a training center for the Development Bank of the Philippines, the complex was later donated for another purpose when in 1973, then DBP Chairman Leonides Virata and former Secretary of Education O. D. Corpuz recognized its greater potential because revolutions happen in quiet places. Thus, the Academy was established and inaugurated that same year, with the vision of honing a DAP: Providing Elegant Solutions to Development Problems 29

32 Business Center new generation of leaders, of which the country was in urgent need. Located in the highlands overlooking Lake Taal, the DAP Conference Center is an hour away from Manila, occupying 4.1 hectares of prime property. Because of the temperate climate, its environment is conducive for livein training functions, seminars, workshops, conferences, and conventions, or simply for a respite from the city. The Conference Center is equipped with function rooms of varying sizes complete with basic audio-visual equipment and wi-fi connection that can accommodate more than 2500 participants; guest rooms can house up to 500 persons. To complement the array of training services it offers, the staff is well prepared to provide not only the amenities one expects from a lodging facility, but also those required for business functions, at a moment s notice. Thus, the DAPCC is literally built to generate knowledge, and with 37 years of conference management experience, it provides the quintessential learning experience. In 2006, the Academy received budgetary support in the amount of 20M from the government for the rehabilitation of the Conference Center. This was followed in 2008 by a P45M Government Appropriations Act subsidy allocated for the 3 R s the repair, rehabilitation, and renovation first of the DAPCC facilities in Tagaytay, and by 2009, of the DAP building in Pasig. As a result, the Conference Center has gradually been given a facelift over the past five years, providing a new look for the first time since it was constructed. The facilities that have been targeted through budgetary support include the dining area, guestrooms, lobby, hallways and storage rooms in the Residence Hall, which have been rehabilitated; the façade, which has been repainted; new flagpoles that have been erected; a disabled-friendly ramp constructed near the main entrance; the front perimeter fence, which has been reinforced; and the front landscape, which has been upgraded. A new 30 DAP: Providing Elegant Solutions to Development Problems Cottage Cottage interior

33 generator set system, power transformers, airconditioning and water-heating units have also been purchased and installed as part of the 3R projects. In addition to these, the complex now has a Business Center and internet café which offer a wide range of computer services at minimal cost. A variety of international as well as traditional native cuisine is available at the banquet restaurant, and a videoke bar, mini-gym, bake shop, and souvenir shops have recently been opened at the facility. These new and innovative features, which together enable DAP to provide services that are beyond those of other conference facilities, have been the product of good resource management. Being the only conference facility that boasts of a sprawling landscape, DAP Tagaytay also affords participants and guests the opportunity to engage in a variety of indoor and outdoor sports; basketball, volleyball, racquetball and tennis courts are available on the grounds, and the Residence Hall houses a game room for playing billiards and table tennis. The Learning and Leisure Park and outdoor adventure facilities are ideal for team building and fostering camaraderie, as well as providing recreation for groups of families and friends. Among the clients who visit and utilize the DAPCC facilities regularly are those from Gym Studio Room national line agencies, government-owned and controlled corporations, international organizations, local government units, private corporations, academe, and religious organizations. After the initial refurbishment, the Tagaytay Conference Center has enjoyed an increase in business, as noted by the DAP Asset Management Center. This has been in keeping DAP: Providing Elegant Solutions to Development Problems 31 Leisure Park

34 DAP Shoppe The Academy is focused on maximizing its income potential in order to support its research and development mandate Front Desk Function Room with the second of three goals set in the DAP Strategic Plan, which was to achieve financial self-sufficiency by To supplement the improvements made on the Academy s physical facilities, ICT support infrastructure e.g. the installation of videoconferencing facility in both the Pasig and Tagaytay offices was likewise established, toward upgrading existing hardware and software and the overall ICT systems capabilities of the Academy. 32 DAP: Providing Elegant Solutions to Development Problems

35 Auditorium Together, these developments contributed to DAP s increasing its revenues by 29 percent in 2007 compared to its performance in 2006; in 2008, these endeavors, coupled with creative marketing strategies and efforts to contain operational expenses, resulted in a positive return on net income ratio of 24 percent. Moreover, in generating returns on the use of both the refurbished Pasig and Tagaytay assets as facilities-for-rent, revenues of M were registered, thus making these the largest contributors to the Academy s revenue generation for As these achievements clearly show, the Academy is focused on maximizing its income potential in order to support its research and development mandate. The business plan it has successfully adhered to stresses research and development as intrinsic to DAP s function as an active and inventive participant in institutionbuilding. In further carrying out this plan, continued improvement at the Tagaytay facility is anticipated with the forthcoming rehabilitation and upgrade of the conference area, repair and restoration of cottage units, waterproofing of the roof deck, road and drainage repair, and the rehabilitation and upgrade of the athletic courts and construction of a swimming pool. These developments, while entailing considerable investment, are envisioned to contribute much toward carrying out DAP s mission that of public service through social renewal. Dining Buffet DAP: Providing Elegant Solutions to Development Problems 33

36 Main entrance RENOVATED DAP TAGAY TAY FACILITIES DAPCC Facade Bridgeway Dormitory 34 DAP: Providing Elegant Solutions to Development Problems

37 IV. Financial Performance (CY 2006-CY 2010) Overall Performance Over the last five years, the Academy has been able to maintain a modest net income from its operation. In CY2008, there was a significant decrease in income brought about by the slowing down in the delivery of services of the core business due to depleted technical personnel. The Academy was not able to augment its technical personnel requirement because of the implementation of Executive Order No. 366 known as the Rationalization Act. This was further aggravated by the transfer of one of its major lessees in the Pasig office, the Commission on Higher Education (CHED). This thereby reduced the revenue from its facilities operation by a sizeable amount, coupled with the fact that it also started the renovation of the two facilities in Pasig and Tagaytay. Yet, the Academy started to recover from this situation and re-strategized its operation in CY2009, and it began to regain its foothold by the end of that year with a higher net income (PhP1.08M) as compared to CY2008 level (PhP0.83M), further sustaining this growth in CY2010 (PhP1.46M). During the same five-year period, the Academy s operations were further strengthened by continued budgetary/financial support from the National Government, which regularly released to the Academy subsidies for the repair/rehabilitation/renovation of its facilities; funding for its research and development activities; and build-up of investible money through the endowment fund. The first and second tranches for the repair/rehabilitation/ renovation of the Tagaytay and Pasig facilities were completed in CY2009 and CY2010, respectively. DAP: Providing Elegant Solutions to Development Problems 35

38 On Revenue Financial Health The major source of revenue of the Academy is its core business operations. Over the last five years, the core business operations have contributed on the average 43% to the total revenue generated of the Academy. Other sources were the support business (32%), subsidy from the national government (20%), and interest income from short- and long-term investments. On Expenses The Academy gradually decreased its liabilities over the last five years, from PhP304M in CY2006 to PhP195M in CY2010. This was achieved through improved collection efficiency thereby providing sufficient cash to settle its obligations. Its total assets have been maintained at the average level of PhP450M through prudent fund management. Total equity gradually increased, attributable to the continued release of subsidies from the National Government as endowment fund. Major expenses of the Academy over the last five years have involved Personal Services, Institutional MOOE and Project-related MOOE. Of these, Project-related MOOE has had the largest share at 39 percent, followed by the Institutional MOOE, 31 percent, and lastly, Personal Services, 30 percent. Despite the several increases in the salaries of the government personnel, the Academy has been very prudent in staffing its organization by maintaining and hiring only core personnel necessary to its operations. The last five years also marked the achievement of the Academy s financial goal, that is, to wipe out the negative Retained Earnings by CY2010. This was accomplished as early as CY2008 wherein the Academy s Retained Earnings posted a positive PhP14.67M. Donated Capital also grew to PhP162M. 36 DAP: Providing Elegant Solutions to Development Problems

39 V. Future Directions Vision and Mission The Academy welcomes the next five years with renewed commitment to continue pursuing good governance and productivity improvement as its key thrust areas in the DAP Strategic Plan This is declared in the vision statement, to make DAP the foremost catalyst of transformational change towards effective governance and productivity for sustainable development. This statement supports the governance agenda of the new Administration under President Benigno S. Aquino III that is spelled out in the Philippine Development Plan (PDP ), particularly in the key strategies on: (d) Promoting transparent and responsive governance; and (e) Boosting competitiveness to generate employment. Thus, the DAP StratPlan paves the way for the Academy to become more relevant in government s efforts to address national development needs. The StratPlan is the result of an in-depth consultative process that took a holistic look at the organization s unique circumstance and identity as a government institution engaged in promoting development. Moreover, the Academy Mission Statements cover the broad functions that DAP needs to perform in order to realize its Vision. These functions correspond to the broad mandates laid out in the original charter (PD 205) that established the organization. Specifically, for the period , the Academy seeks: To enhance capacities of agencies of government in fulfilling their mandates of serving the citizenry; To foster and support synergy among the development forces at work in nation-building; and To catalyze/promote exchange of innovative ideas and expertise on development in the Philippines and Asia. Such functions correspond to DAP s traditional roles as a capacity builder, systems integrator and change catalyst. As a capacity builder, DAP aims to: establish a culture of integrity in critical national and local government organizations; and build institutional and individual capacities of development actors (government, private business, academe and civil society) to introduce, manage, and institutionalize reforms and change initiatives. As a systems integrator, DAP endeavors to forge and strengthen working partnerships among various stakeholders for good governance and productivity improvement. Finally, as a change catalyst, DAP intends to broaden adoption of policies, systems and procedures, and programs that promote good governance and enhanced productivity in both government and private sector organizations. It also seeks to come up with new, pioneering, innovative, value adding ideas, approaches and technologies. DAP: Providing Elegant Solutions to Development Problems 37

40 Focus Areas Inspired by its newly-crafted vision and mission statements, the Academy adopts the four focus areas for : 1) Accountable Governance; 2) National Productivity and Competitiveness; 2) Policy and Program Development; and, 4) Internal Organizational Sustainability. Accountable Governance The Aquino Administration s PDP cites gaps and lapses in governance among factors that have made inclusive growth elusive. The Administration has therefore adopted Promoting Transparent and Responsive Governance as one of its key strategies to bring about inclusive growth. Among governmentwide initiatives to support this strategy are the following: Improve transparency and accountability; Promote integrity and respect for the rule of law; Enhance the role of local government units (LGUs); Maintain peace and order; Improve private sector governance; and Strengthen government regulatory function. For its part, the DAP supports this key thrust of the Administration by adopting Accountable Governance as one of its focus areas. The component strategies under this focus area are the following: Increase organizational capacities of LGUs, national line agencies and other government institutions for improved service delivery. DAP shall harness all units, agencies and institutions of the entire government in efforts to bring about sustainable development. It shall assist all government instrumentalities, especially those that need the most assistance, to make their organizations more efficient and effective in delivering their mandated services to the public. Enhance the technical, managerial and leadership capabilities of key personnel groups for development by developing and strengthening the necessary competencies of individual personnel or groups of personnel who perform critical roles and are directly involved in priority programs, projects or activities under the national governance agenda or determined in various other fora as crucial to sustainable national development. Develop integrity in key agencies of government. Values formation is a crucial element in preventing corruption in government and instituting good governance. DAP shall assist key government agencies in instituting internal mechanisms that discourage errant behavior and promote integrity and good moral conduct. Incorporate disaster risk management and climate change adaptation issues in building sustainable communities. Sustainable national development entails taking proper measures to mitigate risks from disaster and climate change. DAP shall help strengthen the capacities of national and local government agencies in addressing gaps and vulnerabilities of communities to disaster and climate change risks. To support these strategies under Accountable Governance, the DAP shall undertake specific programs such as: Integrity Development Review; Career Executive Service Development Program; Masters in Public Management degrees (majors in Development and Security, and Health Systems and Development); Change Management; Organizational Development; Human Capital Development; Climate Change Adaptation and Disaster Risk Reduction. 38 DAP: Providing Elegant Solutions to Development Problems

41 National Productivity and Competitiveness Achieving sustainable national development is only possible at a certain level of national productivity and competitiveness. While the Philippines has enjoyed some measure of economic growth in the past, this has not been sustained at a high enough level. Thus, the productivity and competitiveness of our local enterprises, both public and private, must be raised so that our economic growth reaches a critical level that would make development irreversible. In the PDP , the Aquino Administration emphasizes that growth must also be inclusive, rather than just being sustained at the prescribed high level. Inclusive growth implies that development should be of the kind that: 1) involves all sectors of society in contributing to socioeconomic growth; and 2) benefits all sectors, most especially the disadvantaged. In this regard, the priority programs of the national government include, among others, those that support micro, small and medium enterprises (MSMEs), promote microfinance, and foster human capital development. The Administration s agenda of inclusive growth corresponds fully with the Academy s prevailing thrust on productivity as it readily adopted National Productivity and Competitiveness among its focus areas. It has the following component strategies: Assisting in redefining vital service delivery processes toward quality improvements. To make a substantial impact on raising national productivity and competitiveness, DAP will assist its clients in reviewing, reorganizing and restructuring processes to institute quality improvements in their respective organizations. It will draw on its established expertise in quality management and other relevant disciplines. Promoting the adoption of productivity concepts and best practices. In line with its mandate as the Philippines National Productivity Organization (NPO), DAP shall broaden awareness and application of productivity concepts and best practices to raise national productivity and competitiveness advocacy, training and education services. Facilitating the effective implementation of a national competitiveness program. A coherent national program is necessary to coordinate and guide all efforts involved in raising the country s competitiveness. As an institution geared toward catalyzing exchange of ideas (change catalyst), building organizational capacities (capacity builder), and supporting developmental forces (systems integrator), DAP has the capacity and the expertise to help the national government in the formulation and effective implementation of such competitiveness programs. Institutionalizing knowledge management systems in the public sector. Knowledge management (KM), the theory and practice of harnessing intellectual and human capital, can help government institutions improve immensely their services to the public. DAP shall promote awareness and practice of knowledge management tools and techniques in the public sector. Intensifying research for innovation. Innovation is a key to success for organizations and countries alike in today s age of fast changing trends and technologies. To thrive in this age requires not just the ability to adapt, but the very aptitude to introduce and wield innovations that will shape the market. To bring our country to the forefront of innovation, DAP shall dedicate more of its research capabilities toward understanding innovation and keeping abreast of changing trends and technologies. To support these strategies under National Productivity and Competitiveness, the DAP shall undertake the following programs, among others: Knowledge Management Systems Installation; ISO 9001 Quality Management Systems Development; System Design Reengineering; Philippine Quality Awards Program; MSME Productivity Development; DAP: Providing Elegant Solutions to Development Problems 39

42 Green Productivity; Master s Program in Productivity and Quality Management, major in Microfinance; National Competitiveness Measurement; and LGU Competitiveness. Policy and Program Development As a capacity builder, systems integrator and change catalyst in government, DAP has the capability, mandate and ability to advocate policy reform that is geared towards supporting the Aquino governance agenda. It has adopted Policy and Program Development among its focus areas, with the following component strategies: Promote policy review and revsions in support of the Philippine Development Plan (PDP). Facilitating inter-agency partnerships toward integrating and harmonizing policies and designing programmatic solutions. Government can serve the public much more efficiently and effectively if there is greater synergy among its institutions. DAP shall bring to bear its mandate and expertise as a systems integrator to facilitate interagency partnerships in government, especially in relation to the pursuit and implementation of priority policies, programs and projects. DAP adopts a programmatic approach to address a wide range of development problems and generate solutions that are innovative, integrated, and holistic. Advancing organizational policy development in support of planned change. Internal Organizational Sustainability To perform its own functions well, DAP itself must adopt a culture of continuous improvement. It must constantly look at building and honing its expertise so that it remains relevant and effective as an institution supporting the national government. Realizing this, DAP has adopted the fourth focus area, Internal Organizational Sustainability, and its component strategies: Continually strengthening the capacities of DAP to perform its role effectively. DAP must keep abreast of the brisk developments in today s age of innovation, or it will risk becoming irrelevant. DAP shall therefore continually look at how its organization, structure, programs and services can be improved in the light of these developments to become much more effective and efficient in carrying out its mandates. Developing a more sustainable business model. As an institution with no regular fiscal support from the national government, DAP is constrained to support itself financially through its operations. It must continually find the means to sustain itself through more profitable operations. To substantiate these strategies, DAP will pursue the following programs: ISO Certification; Asset Management; Strategic HR Management; Partnerships and Collaboration; and International Cooperation. The specific programs to be undertaken under this focus area include: Systems and Process Evaluation; Performance Management Systems Review and Design; and Action Research. 40 DAP: Providing Elegant Solutions to Development Problems

43 VI. Networks When President Kalaw assumed leadership of the DAP in 2006, one of the strategies he set out to pursue to achieve its mandate was to establish new institutional networks and strengthen existing ones towards a concerted advocacy for good governance and improved productivity. The Academy, as the country s National Productivity Organization (NPO), maintained close ties with the Asian Productivity Organization (APO) as it continued to implement productivity improvement and quality enhancement programs and projects locally and internationally. The APO is a regional intergovernmental organization of 20 member countries whose mission is to contribute to the sustainable socioeconomic development of Asia and the Pacific through productivity enhancement. It performs five key roles: think tank, catalyst, regional adviser, institution builder, and clearinghouse for productivity information. In March 2009, DAP took the lead in organizing the APO-sponsored 5 th Eco- Products International Fair (EPIF) in Manila. It also hosted the 50 th Workshop Meeting of Heads of NPOs in Manila in October 2009 with 70 delegates from APO-member countries. During the Workshop Meeting, DAP President Kalaw successfully pushed for the adoption of public sector productivity as one of the APO thrust areas starting At the local level, DAP re-established its working partnerships with private-sector organizations involved in P&Q improvement and promotion such as the Philippine Quality and Productivity Movement (PQPM), Productivity Improvement Circles Association of the Philippines (PICAP), Philippine Society for Quality (PSQ), Production Management Association of the Philippines (PROMAP), Philippine Chamber of Commerce and Industry (PCCI), National Competitiveness DAP: Providing Elegant Solutions to Development Problems 41

44 Council (NCC), and the Philippine Quality Award Foundation among others. It also linked up with relevant government agencies and organizations like the Philippine Association of State Universities and Colleges (PASUC) and the League of Provinces to work towards increasing competitiveness in the public sector. In 2007, the Academy s Graduate School actively participated in the Association of Schools of Public Administration in the Philippines (ASPAP), being its institutional President. The ASPAP is a non-stock national organization of colleges and universities in the Philippines that is committed to the development and continued improvement and strengthening of the study, practice, instructions, and research of public administration, governance, government/ public sector management and its related fields. Likewise, it partnered with the Law of Nature (Batas Kalikasan) Foundation in designing modules for the School of the Seas (SOS), the first environmental experiential learning center in the Philippines. In recognition of this partnership, SOS offered to the School its facilities for studies in biodiversity conservation and management and agreed to collaborate on curricular and co-curricular activities for the advancement of their respective programs. Moreover, the School also forged ties with COTECNA, a Geneva-based consulting firm, to introduce new and innovative P&Q tools and approaches to the Philippines. This resulted in the conduct of Six Sigma Awareness courses in both the public and private sectors, and the course s inclusion as a sub-module in the MPQM s major course on P&Q Tools and Approaches. In the area of good governance, the Academy collaborated with Australia-based Griffith University through its Institute for Ethics, Governance and Law (IEGL) to run an Integrity Training Package (ITP) in the Philippines under the Public Sector Linkages Program (PSLP). The PSLP is intended to promote and enhance education and training towards institutionalizing values-based governance and anti-corruption practices within the Philippine public administration. This resulted in the: 1) development and implementation of four integrity training courses and workshops for Delegates from APO member countries pose with former Executive Secretary Eduardo Ermita and APO Secretary General Shigeo Takenaka at the 50 th workshop meetings of the heads of NPOs in Manila. 42 DAP: Providing Elegant Solutions to Development Problems

45 NPO heads visit the Philippine Cut Flower Corporation in Tagaytay City. executive agencies and constitutional bodies; 2) establishment of the Governance Research Network (GovNet), and 3) formation of the Integrity Development Academy (IDA) in the Office of the Ombudsman. The Academy also established a strong partnership with the Department of Health (DOH) by providing technical and training support towards the advancement of the Health Sector Reform Agenda (HSRA). In 2007, to sustain the gains of the HSRA and address the perceived gaps in health reforms implementation, DAP implemented the DOHinitiated Introductory Course on Health Reforms, a three-phased capacity building program for DOH and PHIC managers responsible for the operationalization of health reform strategies. Another significant DAP- DOH collaboration involved the conduct of the third to ninth batches of the Flagship Program on Health Sector Reform and Sustainable Financing, which will later be developed into the MPM major in Health Development (MPM-HealthDev). The E-Agrikultura project, a component of the K-Agrinet Program that was handled by the Academy, was also implemented in collaboration with other institutional players in the agricultural sector: DAR, DA-PhilRice, and DOST-PCARRD. Through this project, DAP provided technical assistance to the Commission on Information and Communications Technology (CICT) in establishing extension centers and promoting the extensive use of such facilities by the target beneficiaries/ communities, introducing new technologies geared towards strengthening cooperatives and establishing new networks for the promotion of P&Q approaches in agriculture. These alliances demonstrate that the Academy continues to lead in the field in which it broke new ground half a century past. As envisioned by President Kalaw, augmenting productivity and good governance is achieved through collaborations with local and global partners sharing DAP s goal of improved quality of life. Strengthening these affiliations helps to ensure further growth and adoption of relevant policies and programs on good governance and productivity enhancement for the long term. DAP: Providing Elegant Solutions to Development Problems 43

46 The Charter Presidential Decree No. 205 Creating and establishing the Development academy of the Philippines, Defining its Powers, functions, responsibilities, and for other purposes. WHEREAS, on May 11, 1973, the Central Bank of the Philippines, the National Economic and Development Authority, the Development Bank of the Philippines, the Government Service Insurance System, and the Philippine National Bank, as developmental instrumentalities of the government dedicated to the promotion of wealth and welfare in the New Society, have entered into a memorandum agreement to establish, as their joint project, the Development Academy of the Philippines. WHEREAS, the Development Academy of the Philippines was conceived by the said founding institutions for the purpose of promoting and supporting the development efforts of the country, by carrying out human resource development programs designed to instill development perspective and advance management capability in the leadership of key sectors of the government and the economy, as well as research, analysis, and publication programs of depth and quality to serve the requirements of development planning, management, and implementation at both the macro and project levels; WHEREAS, in order to effectively fulfill its purposes, it is imperative that the Development Academy of the Philippines be endowed with judicial status and conferred with certain privileges, to the end that its activities be undertaken with greater vigor, resources and direction; NOW, THEREFORE, I FERDINAND E. MARCOS, President of the Philippines, by virtue of the powers vested in me by the Constitution of the Philippines, and pursuant to Proclamation No dated September 21, 1972, and General Order No. 1 dated September 22, 1972, do hereby create and establish a body corporate to be known as the Development Academy of the Philippines, which shall operate in accordance with the following provisions; SECTION 1. Purpose. The purposes of the Academy are: (a) To foster and support the developmental forces at the work in the nation s economy through selective human resources development programs, research, data-collection, and information services, to the end that optimization of wealth may be achieved in a manner congruent with the maximization of public security and welfare; (b) In the line with the foregoing objective, to promote, carry on and conduct scientific, inter-disciplinary and policy-oriented research, education, training, consultancy, and publication in the broad fields of economics, public administration, and the political and social sciences, generally involving the study, determination, interpretation and publication of economic, political and social facts and principles bearing upon development problems of local, national or international significance; (c) To discharge a regional role in initiating and catalyzing exchange of ideas and expertise on development activities in the region of Asia and the Far East. SECTION 2. Corporate Powers. To fulfill its purposes, the academy shall have the following powers: (a) To adopt, alter and use a corporate seal; (b) To take and hold by bequest, devise, gift, purchase, or lease, either absolutely or in trust for any of its purposes, any property, real or personal, without limitation as to amount or value; to convey such property and to invest and reinvest any principal, and deal with and expend the income and principal of the said Academy in such manner as will best promote its objects; (c) To collect, receive and maintain a fund or funds, by subscription or otherwise, and to apply the income and principal thereof to the promotion of its aims purposes hereinbefore set out; (d) To contract any obligation, or enter into any agreement necessary or incidental to the proper management of its corporate powers; In general, to carry on any activity and to have and exercise all of powers conferred by the laws upon private or governmentowned or controlled corporations; and to do any and all of the acts and things herein set forth to the same extent as judicial persons can do, and in any part of the world, as principal, agent, factor, or otherwise, alone or in syndicate or otherwise in conjunction with any person, entity, partnership, association or corporation, domestic or foreign. SECTION 3. Domicile. The principal of the Academy shall be established at Tagaytay City. The Academy may also have branches or offices at such other place or places, within or without the Philippines, as the operations and activities of the Academy may require. SECTION 4. Board of Trustees. The governance and policy direction of the Academy shall be vested in, and its powers exercised by, a Board of Trustees, which shall be composed of eleven members as follows: (a) The Secretary of Finance (b) The Executive Secretary (c) The Secretary of National Defense (d) The Director-General of the National Economic and Development Authority (e) The Governor of the Central Bank of the Philippines (f) The Chairman of the Board of Governors of the Development Bank of the Philippines 44 DAP: Providing Elegant Solutions to Development Problems

47 (g) The General Managers of Government Service Insurance System (h) The Administrator of the Social Security System (i) The President of the Philippine National Bank (j) One member, to be appointed for a term of two years by the forenamed trustees, who shall be a Muslim Filipino of National Prominence. (k) The President of the Academy. The Trustees shall not receive any compensation or remuneration for their services as such, but they may be reimbursed for actual expenses incurred in discharging the business of the Academy. SECTION 5. Responsibilities of the Board. In the exercise of the powers granted to it under this Act, the Board of Trustees shall: (a) Prepare and adopt such rules and regulations as it considers necessary for the effective discharge of its responsibilities; (b) Authorize the fields of human resources development, investigation and major studies to which the available funds are allocated, without determining, controlling or influencing the methodology of particular investigation or the conclusions reached; (c) Constitute the Executive Committee, as herein after defined; (d) Appoint the President, and one or more Vice Presidents to assist the President, in the administration of the affairs of the Academy; (e) To review periodically the administration and the programs of Academy. SECTION 6. Executive Committee. There shall be an Executive Committee consisting of the President of the Academy and not fewer than three or more than five other members to be elected by the Board. Members of the Executive Committee, other than the President of the Academy, shall hold office for terms of two years, unless at the time of election a shorter term is specified, and shall be eligible for re-election. The Board shall elect the Chairman of the Executive Committee from the membership of the Committee. SECTION 7. Functions of the Executive Committee. The Executive Committee shall administer the affairs of the Academy in accordance with such functions, powers and responsibilities as may be delegated by the Board of Trustees. In the exercise of such delegated functions, powers and responsibilities, the Executive Committee shall have all powers of the Board, excepting the power to fill a vacancy on the Board and to amend the rules and regulations of the Academy. SECTION 8. President of the Academy. The President of the Academy shall be its chief executive officer, who shall be appointed by the Board of Trustees, and receive such compensation and remuneration to be fixed by the Board. His powers and duties are: (a) To submit for the consideration of the Board of Trustees and the Executive Committee the policies and measures which he believes to be necessary to carry out the purpose of the Academy; (b) To recommend, coordinate and administer the programs and projects of the Academy; (c) To direct and supervise the operations and internal administration of the Academy, and to delegate administrative responsibilities in the accordance with the rules and regulations of the Academy; (d) To submit an annual report to the Board of Trustees setting forth the work of the Academy during the year, its financial operations and status, and a program and budget for the ensuing year; and (e) To exercise such other power and to discharge such other function as may be vested in him by the Board of Trustees and the Executive Committee. SECTION 9. Financial Report. Until such time as the Academy shall be financially self-sufficient, its operations shall be financed through the contributions of the founding institutions, parties to the memorandum agreement dated May 11, A Development Academy of the Philippines Endowment Fund shall be created for the purpose of attaining self-support capability for the Academy, on the basis of contributions, investment and other income accruing to the Academy and its operations, and with the view of terminating the need for annual contributions from the parties to the said memorandum agreement. The Endowment Fund shall be administered as a trust with the Board of Trustees of the Academy as trustee thereof, provided that the principal of said endowment fund shall not be subject to impairment, and provided furthermore that only the earning thereof shall be available for expenditure. For this purpose the founding institutions are hereby authorized to make contributions in the form of investments to the endowment fund, at the rate of three million pesos (P3,000,000) each in June 1973 and four and one-half million pesos (P4,500,000) in June 1975, provisions of their respective charters to the contrary notwithstanding. SECTION 10. Expenditures and Disbursements. Expenditures and Disbursements made by the Academy in the conduct of its affairs shall not be subject to the procurement requirements and restrictions imposed by existing law upon government agencies, instrumentalities and government-owned or controlled corporations. SECTION 11. Staff Appointments. Any provision of law to the contrary notwithstanding, appointments to the administrative or research staff of the Academy may be on a part-time basis and shall be exempt from the requirements and restrictions of the Civil Service Law, laws, rules and regulations on position-classification and salary standardization and Section Two Hundred Fifty-Nine of the Revised Administrative Code. Provided, that any government retiree employed in the Academy shall not be required to reimburse or refund any gratuity received from the government nor shall any pension or annuity to which he is entitled be suspended or reduced on account of this employment in the Academy. DAP: Providing Elegant Solutions to Development Problems 45

48 SECTION 12. Exemption from Taxes. Any provision of existing laws to the contrary notwithstanding, any donation, contribution, bequest, subsidy or financial aid, which may be made to the Academy, shall be exempt from taxes of any kind, and shall constitute allowable deductions in full from the income of the donors or givers for income tax purposes. The Academy, its assets, acquisitions, income, and its operations and transactions shall be exempt from any and all taxes, fees, charges, imposts, licenses and assessments, direct or indirect, imposed by the Republic of the Philippines or any of its political subdivision or taxing authority thereof, except import taxes, duties and fees. SECTION 13. Disposition of Assets upon Dissolution. In the event of the dissolution of the Academy, its remaining assets, after return of the principal of the endowment fund to the contributing founding institutions, and payment of other liabilities, shall be disposed of and turned over to any foundation or institution dedicated to the same or similar pursuits as the Academy, or to the Republic of the Philippines or any of its agencies or instrumentalities, as the Board of Trustees may determine. SECTION 14. Transfer of Functions, Properties and Appropriations of the Productivity and Development Center. All the functions vested in a and conferred upon the Productivity and Development Center of the National Economic and Development Authority, as well as all assets, funds and properties belonging to it, including the budgetary appropriations, are hereby transferred to the Academy, which shall execute, administer, dispose of and handle such functions, assets, properties and appropriations in accordance with the provisions of this decree. Done in the City of Manila, 7 th day of June in the year of our Lord, nineteen hundred and seventy-three. FERDINAND E. MARCOS President Republic of the Philippines Presidential Decree No Amending Paragraphs Four and Nine of Presidential Decree No. 205 WHEREAS, the programs and activities of the Development Academy of the Philippines have expanded greatly since its establishment; WHEREAS, with the abolition of the Office of the Executive Secretary, there is a need to fulfill the vacancy created in the Board of Trustees of the Academy; WHEREAS, to enable the Academy to continue effectively its programs of development for the country, it is urgently necessary for the Academy to secure additional funds and resources for its operations; WHEREAS, THEREFORE, it has become imperative to amend certain portions of the Academy s Charter to enable it to respond to change and to discharge its functions adequately; NOW, THEREFORE, I, FERDINAND E. MARCOS, President of the Philippines, by the virtue vested in me by the Constitution of the Philippines, and pursuant to Proclamation No dated September 21, 1972 and General Order No. 1 dated September 22, 1972 do hereby order and decree that: Section 4 and 9 of Presidential Decree No. 205 be, as they are hereby, amended to read as follows: SECTION 4. Board of Trustees. The governance and policy of the Academy which shall be vested in, and its powers exercised by, a Board of Trustees, which shall be composed of TWELVE (12) members, as follows: (a) The Secretary of Finance (b) The Presidential Assistant (c) The Secretary of the National Defense (d) The Director-General of the National Economic and Development Authority (e) The Governor of the Central Bank of the Philippines (f) The Chairman of the Board of Governors of the Development Bank of the Philippines (g) The General Manager of the Government Service Insurance System (h) The Administrator of the Social Security System (i) The President of the Philippine National Bank (j) One member, to be appointed for a term of two years by the aforenamed Trustees, who shall be a Muslim Filipino of national prominence (k) The President of the Land Bank of the Philippines (l) The President of the Academy The Trustees shall not receive any compensation or remuneration for their services as such, but they may be reimbursed for actual expenses incurred in discharging their business of the Academy. SECTION 9. Financial Support. Until such time as the Academy shall be financially self-sufficient, its operations shall be financed through the contributions of the founding institutions, parties to the memorandum agreement dated May 11, 1973; A development Academy of the Philippines Endowment fund shall be created for the purpose of attaining self investments, and other income accruing to the Academy and its 46 DAP: Providing Elegant Solutions to Development Problems

49 contributions for the parties to the said memorandum agreement. The endowment fund shall be administered as the trust with the Board of the Trustees of the Academy as trustee thereof. The Principal of the said endowment fund shall not be subjected to impairment and only the earnings thereof shall be available for expenditures, provided that the Academy shall be authorized to the withdraw from the said Endowment Fund from time to time amounts not exceeding three million pesos ( 3,000,000) and provided further that the total of such amounts shall not exceed six million pesos ( 6,000,000) at any one time and provided finally that each such amount withdrawn shall be fully paid back into the Endowment Fund over a period not exceeding three years from date of withdrawal. For this purpose, the founding institutions are hereby authorized to make contributions in the form of investment to the Endowment Funs, at the rate of THREE MILLION PESOS ( 3,000,000) each in June 1973 and FOUR AND ONE-HALF MILLION PESOS ( 4,500,000) in June 1975 provisions of their respective charters to the contrary notwithstanding. The LAND BANK OF THE PHILIPPINES is hereby included as one of the developmental instrumentalities entitled to participate in the governance and policy direction of the Development Academy of the Philippines and shall support its programs by making financial and contributions to its operations in the same amounts and under the same conditions as the original founding institutions, effective fiscal year Presidential Decree No Done in the City of Manila, this 9 th day of December, in the year of Our Lord, Nineteen Hundred and Seventy-Six. By the President JUAN C. TUVERA Presidential Assistant EXECUTIVE ORDER NO. 288 (Under the Freedom Constitution) FURTHER AMENDING THE CHARTER OF THE DEVELOPMENT ACADEMY OF THE PHILIPPINES, AND FOR OTHER PURPOSE WHEREAS, the programs and activities of the Development Academy of the Philippines (DAP) have expanded greatly since its establishment; WHEREAS, there is a need to realign the management and funding structure of the DAP to enable it to better cope with the changing requirements of its program and operational thrusts and priorities; WHEREAS, it is accordingly necessary to effect appropriate amendments to the DAP Charter to allow the realization of such desired changes in its management and funding structure, such as reconstituting the membership of the Board of Trustees and its Executive Committee, and redefining its funding sources; WHEREAS, the DAP provides assistance and consultancy services to agencies of the entire national government, particularly to those in the executive branch that are critical in the development process; NOW, THEREFORE, I, CORAZON C. AQUINO, President of the Philippines, by the virtue of the powers vested in me by the sovereign will of the Filipino people and by the Constitution, do hereby order: SECTION 1. Sections 3, 4, and 6 of Presidential Decree No. 205 as amended by Presidential Decree No are hereby amended to read as follows: Section 3. Organizational Location and Domicile. The principal office of the Academy shall be established at Metropolitan Manila. The Academy may also have branches or offices at such other place or places within or without the Philippines, as the operations and activities of the Academy may require. Section 4. Board of Trustees. The governance and policy direction of the Academy shall be vested in, and its powers exercised by, a Board of Trustees, which shall be composed of eleven members representing the following: (a) Office of the President; (b) Department of Finance; (c) Department of Education, Culture and Sports; (d) Department of Budget and Management; (e) Department of Agriculture ; (f) Department of Environment and Natural Resources; (g) Department of Health; (h) Department of Agrarian Reform; (i) National Economic and Development Authority; (j) Civil Service Commission; and k) The Academy. The Trustees shall elect from among themselves the Chairman and Vice Chairman of the Board. The Trustees shall receive per diem as may be authorized for every meeting of the Board and its Executive Committee actually attended, in addition to reasonable transportation and representation expenses, subject to existing rules and regulations. Section 6. Executive Committee. There shall be an Executive Committee consisting of the President of the Academy and four other members to be elected by the Board of Trustees from the membership of the Board. Members of the Executive Committee, other than the President of the Academy, shall hold office for terms of two years, unless at the time of election a shorter DAP: Providing Elegant Solutions to Development Problems 47

50 term is specified, and shall be eligible for reelection. The Board shall elect the Chairman of the Executive Committee from the membership of the Committee. SECTION 2. A new Section 7-A is hereby added, after Section 7 of Presidential Decree No. 205, as amended, to read as follows: Section 7-A. Board of Visitors. The Academy shall have a Board of Visitors to be composed of the heads of the financial institutions which constitute the founding members of the Academy, as follows: (a) The Chairman of the Development Bank of the Philippines; (b) The Governor of the Central Bank of the Philippines; (c) The President of the Government Service Insurance System; (d) The Administrator of the Social Security System; (e) The President of the Philippine National Bank; and (f) The President of the Land Bank of the Philippines. The Board of Visitors shall have authority to conduct a review of the policies, programs and operations of the Academy and make suggestions with respect to its thrusts and orientation. SECTION 3. A new Section 9-A Funding Sourcesis hereby added, fater Section 9 of President ial Decree No. 205, as amended to read as follows. Section 9-A. Funding Sources. The Academy funds shall come from the following sources: (a) Revenue generated from its operations; (b) Donations, bequests, and similar financial contributions; and (c) Others, such as investment and interest income. SECTION 4. Separability. Any portion or provision of this Executive Order that may be declared unconstitutional shall not have the effect nullifying other portions or provisions hereof as long as such remaining portions or provisions can still subsist and be given effect in their entirely. SECTION 5. Repealing Clause. All laws, rules, and regulations or parts thereof inconsistent with the provisions of this Executive Order are hereby repealed or modified accordingly. SECTION 6. Effectively. This Executive Order shall take effect immediately. DONE in the City of Manila, This 25th day of July, in the Year of Our Lord, Nineteen Hundred and Eighty-Seven. By the President JOKER P. ARROYO Executive Secretary 48 DAP: Providing Elegant Solutions to Development Problems

51 DAP Publications ( ) A Journey to Performance Excellence: A Compendium of PQA Recognized Organizations Best Practices Cooperative Banking in the Philippines Making a Citizen s Charter: Quality Service, Transparency and Accountability in the Public Sector (1st Edition) Making a Citizen s Charter: Quality Service, Transparency and Accountability in the Public Sector (2nd Edition) How to Develop Project Feasibility Studies (Revised Edition) Enhancing Taxation on Idle Agricultural Lands (A Policy Study in Aid of Legislation) In the Hands of Farm Workers: Can Banana Commercial Farms Survive? Government Quality Management Systems and Standards Forging elocal Government Ventures in the Philippines Management Manual for Office of the Senior Citizens Affairs and Senior Citizens Organizations The Project Team Trygve A. Bolante / Maria Aurora O. Umali Supervising Fellows Joanne Q. Nuque Project Manager Paolo Primitivo M. Castillo / Shirley T. Cubilla Project Assistants Angelo G. Bernardo / Joanne Q. Nuque Writer/Researcher Carlos A. Sayco, Jr. Editorial Consultant Connie J. Maraan Editor Rolando F. Santos Layout Artist

52 50 DAP: Providing Elegant Solutions to Development Problems