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GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 15-18, 2008

ASSOCIATION OF GOVERNMENT ACCOUNTANTS OF THE PHILIPPINES (AGAP) CONVENTION. GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 15-18, 2008. AGAP CONVENTION GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 16, 2008. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE.

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GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 15-18, 2008

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  1. ASSOCIATION OF GOVERNMENT ACCOUNTANTS OF THE PHILIPPINES (AGAP) CONVENTION GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 15-18, 2008

  2. AGAP CONVENTION GRAND MEN SENG HOTEL DAVAO CITY OCTOBER 16, 2008 GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE

  3. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FINANCIAL REFORMS FOR GOOD GOVERNANCE: THE DSWD EXPERIENCE

  4. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE GOVERNANCE ACCORDING TO UN DEFINITION IS THE EXERCISE OF POLITICAL, ECONOMIC AND ADMINISTRATIVE AUTHORITY TO MANAGE A NATION’S AFFAIRS. GOOD GOVERNANCE IS, THEREFORE, A SUBSET OF GOVERNANCE WHEREIN PUBLIC RESOURCES AND PROBLEMS ARE MANAGED EFFECTIVELY, EFFICIENTLY AND IN RESPONSE TO CRITICAL NEEDS OF SOCIETY.

  5. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE REFORMS ARE INITIATIVES INTENDED TOCHANGE/ENHANCE EXISTING ARRANGEMENTS OF MATTERS TO IMPROVE PERFORMANCE AND PURSUE IDEALS OF GOOD GOVERNANCE.

  6. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FINANCIAL REFORMS FOR GOOD GOVERNANCE: THE DSWD EXPERIENCE

  7. FINANCIAL REFORMS FOR GOOD GOVERNANCE : THE DSWD EXAMPLE • RATIONALE FOR THE REFORM: • The need to redefine/clarify the role of financial management under the new paradigm of governance and in these times of digital technology • The need to modernize FM to improve the efficiency and quality of financial reports for both internal and external clients

  8. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE RATIONALE FOR THE REFORM: 3. The need to develop FM information system to assist management and all concerned in decision-making process and strategic planning by providing them with timely and quality information 4. The need and enhance knowledge and skills of FM staff in the use of IT tools

  9. FINANCIAL REFORMS FOR GOOD GOVERNANCE : THE DSWD EXAMPLE • REFORM 1: INTRODUCTION OF A CONCEPTUAL FRAMEWORK AND VISION FOR FINANCIAL MANAGEMENT • Strategic partner of line and staff bureaus and services in delivering the desired organizational outcome. • Financial management advisor • 3. Catalyst of change • 4. ICT champion • 5. Risk management specialist 9 1

  10. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) • FM REFORM 2: INTERNALIZING OPIF FRAMEWORK TO CLARIFY OR REINFORCE ROLE OF FM • DSWD RECOGNIZES OPIF AS THE • ACCOUNTABILITY FRAMEWORK OF • THE GOVERNMENT • MECHANISM WHERE ALL GOVERNMENT AGENCIES AND PERSONNEL CAN BE BOUND TOGETHER TOWARDS ACHIEVING A COMMON ASPIRATION OF OUR SOCIETY 10 1

  11. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) OPIF HOLDS DSWD ACCOUNTABLE TO THE PEOPLE FOR ITS COMMITMENT FOR IMPROVED OUTCOMES OF SWD SERVICES 11 1

  12. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) SOCIETAL GOALS • POVERTY REDUCTION • IMPROVEMENT OF HUMAN • DEVELOPMENT INDEX • IMPROVEMENT OF QUALITY OF LIFE 12 1

  13. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) • SOCIAL SERVICES SECTOR: • DEPED, DOH, DSWD, DOLE, HOUSING AGENCIES • SECTORAL GOAL/OUTCOME: • THE IMPROVEMENT OF WELL- BEING AND THE CAPACITY OF THE COUNTRY’S HUMAN RESOURCES 13 1

  14. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) ORGANIZATIONAL GOALS DSWD: IMPROVED CAPACITY AND INCREASED OPPORTUNITIES FOR THE POOR, VULNERABLE AND DISADVANTAGED SECTOR OF THE COUNTRY 14 1

  15. MAJOR FINAL OUTPUTS (MFOs) • SERVICES RELATING TO THE FORMULATION AND ADVOCACY OF POLICIES, PLANS AND PROGRAMS • STANDARDS SETTING, LICENSING AND ACCREDITATION SERVICES • PROVISION OF SUPPORT SERVICES AND TECHNICAL ASSISTANCE TO INTERMEDIARIES • PROVISION OF SERVICES FOR COMMUNITY AND CENTER BASED CLIENTS 15

  16. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 3: Semi-automation of the financial management process in the Central Office and three Regional Offices of DSWD under its Computerized Accounting System (CAS) under the supervision of COA. FM REFORM 4: Implementation of E-NGAS in the CO and rollout in 3 FOs including capability building of FM staff 16 1

  17. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 5: INTRODUCTION OF WORK AND FINANCIAL PLANNING SESSION DEPARTMENT WIDE A PROGRAMMING SESSION TO DETERMINE AVAILABILITY OF DEPT APPROVED BUDGET TO PRIORITY PROGRAMS AND PROJECTS OF THE DEPT INCLUDING OTHER COMMITMENTS OF THE DEPT 17 1

  18. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 6: CONDUCT OF ANNUAL FM CONFERENCE AND REGULAR CONSULTATION WORKSHOPS TO RECONCILE FM DATA/REPORTS, CLARIFY ISSUES AND ISSUANCES THAT AFFECTS PERFORMANCE OF OFFICES FM REFORM 7: DEVOLUTION OF FUND CONTROL FUNCTION TO RESPECTIVE HEADS OF OFFICES 18 1

  19. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 8: INSTALLATION OF CASH ALLOCATION/UTILIZATION MONITORING SYSTEM (CAUMS) AN INTERNALLY DEVELOPED COMPUTERIZED SYSTEM USED TO MONITOR CASH BALANCES ON A DAILY BASIS 19 1

  20. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 9: Procurement Systems Improvement and Reforms Including Capability Building for Procurement Staff This involves the strengthening of linkages under the planning-budgeting-payment cycle in procurement; streamlining/simplification of the procurement process; tracking and monitoring system; automation of procurement system particularly records and files, registry and other databases covered in the bidding process; price monitoring and evaluation system; development of e-procurement, and, training of procurement staff 20 1

  21. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 10: Other MIS/IT Improvement Program To enhance the financial management information system, parallel computerization projects will be pursued. This will include Human Resource Information Management System and Physical Assets Management Information System which shall interface with the financial management information system and make efficient personnel transactions and tracking and maintenance of the Department’s physical assets, among others. 21 1

  22. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 11: STRENGTHENING OF FM ORGANIZATION FM STRUCTURE NEEDED TO PURSUE FM FRAMEWORK AND REFORMS INCORPORATED IN THE RATIONALIZATON AND STREAMLINING PLAN OF THE DSWD APPROVED BY DBM. 22 1

  23. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE FM REFORM 12:IMPLEMENTATION OF PERFORMANCE CONTRACTING SYSTEM ALL DIRECTORS OF BUREAUS, SERVICES, REGIONAL OFFICES ARE ACCOUNTABLE TO THE SECRETARY THROUGH A PERFORMANCE CONTRACT. LIKEWISE, ALL DIVISION CHIEFS TO THE DIRECTORS AND RANK AND FILE TO THE DIVISION CHIEF. THE PERFORMANCE CONTRACTING SYSTEM PROVIDES A STRONG MECHANISM FOR MAKING ALL OFFICIALS AND EMPLOYEES ANSWERABLE TO THE SECRETARY OR TO THE PUBLIC OF THEIR PERFORMANCE AND FOR MONITORING AND SPOT CHECKING STATUS OF COMMITMENTS ANYTIME OF THE YEAR TO ENABLE THEM TO PREPARE CATCH UP PLAN.

  24. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE • REFORM INITIATIVES IN THE PIPELINE: • CAPABILITY BUILDING OF DSWD STAFF ON PUBLIC FINANCIAL MANAGEMENT (PFM)– AWAITING FINAL DRAFT OF PFM MANUAL TO BE USED IN TRAINING COURSE AT UP • CAPABILITY BUILDING OF INTERNAL AUDIT STAFF UNDER PEGR • MEDIUM TERM EXPENDITURE PLAN (MTEP) 2009-2013. SUBMITTED TO DBCC FOR APPROVAL

  25. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE OTHER COMMENDATIONS: WB, UNICEF, EC AND OTHER IFIs HAVE COMMENDED THE STRONG INTERNAL CONTROL IN DSWD 25 1

  26. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE DECIDE TO BE PILLARS OF THE FUTURE. CONTINUE THE REFORM PROCESS. DECIDE TO BE PILLARS OF GOOD GOVERNANCE. 26 1

  27. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE THANK YOU! 27 1

  28. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE PILLARS OF GOOD GOVERNANCE: 1. TRANSPARENCY. ENFORCEMENT OF PLANS, PROGRAMS, PROJECTS, SERVICES AND TRANSACTIONS ARE DONE CONSISTENT WITH LAWS/FRAMEWORK, RULES, REGULATIONS. INFORMATION ARE FREELY AVAILABLE, ENOUGH AND ACCESSIBLE TO ALL CONCERNED AND PROVIDED IN EASILY UNDERSTANDABLE FORMS 28 1

  29. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE PILLARS OF GOOD GOVERNANCE: 2. ACCOUNTABILITY. RESPONSIBILITY FOR ACTIONS MADE ARE CLEAR AND THEY ARE ANSWERABLE TO THE PUBLIC. IT MEANS THAT TANGIBLE OR PUNITIVE CONSEQUENCES EXIST AND WILL BE ENFORCED FOR FRAUD OR VIOLATIONS MADE. TRANSACTIONS AND ACTIONS ARE CAPABLE OF EXPLAINING. 29 1

  30. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE PILLARS OF GOOD GOVERNANCE: 3. HONESTY AND INTEGRITY. TRANSACTIONS AND ACTIONS MADE ARE ABOVE BOARD AND POSSESS THE QUALITY OF ADHERENCE TO HIGH MORAL AND PROFESSIONAL STANDARDS. INTEGRITY ALSO CALLS THAT EVERY OFFICIAL AND EMPLOYEES TRANSCEND BEYOND THE PERCEPTION OF MALPRACTICES. 30 1

  31. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE PILLARS OF GOOD GOVERNANCE: 4.EFFECTIVE AND EFFICIENT. STRUCTURE AND PROCESSES PRODUCE RESULTS TO ACHIEVE DESIRED ORGANIZATIONAL OUTCOME WHILE MAKING THE BEST USE OF AVAILABLE RESOURCES. 5.RESPONSIVE. DSWD STRUCTURE, SERVICES AND PROCESSES SERVES CLIENT WITHIN REASONABLE TIME FRAME 31 1

  32. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE • 7 HOW’S TO STRENGTHEN FM IN DSWD: • STRONG FOUNDATION ON PUBLIC FINANCIAL ACCOUNTING FOLLOWING ACCRUAL AND ACCOUNTING CONCEPTS • APPRECIATION OF CURRENT EFFORTS ON PERFORMANCE CULTURE • 3. ENHANCE KNOWLEDGE AND APPLICATION SKILLS OF FM IT TOOLS • 4. FULL UNDERSTANDING OF FUNDAMENTALS AND PROCESS OF STRATEGIC PLANNING • 5. CRITICAL CONCERNS ON CASH PLANNING AND MANAGEMENT • 6. DEVELOP FM INFORMATION SYSTEM • 7. PRODUCTION AND UTILIZATION OF BUDGET OVERSIGHT DATA REQUIREMENTS (SYNCHRONIZED WITH INTERNAL MANAGEMENT REQUIREMENTS) 32 1

  33. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE Doing the first step is difficult. But every worthy endeavor is difficult. IT IS NOT A MATTER OF TALENT BUT IT IS A MATTER OF PURPOSE. “GREAT REFORM WAS NOT FOUNDED IN WEALTH, IT WAS FOUNDED IN THE POWER OF ONE SOUL.” 33 1

  34. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE THERE ARE NO GREAT PEOPLE. THERE ARE ONLY GREAT CHALLENGES ORDINARY PEOPLE RESPONDS TO. INTEGRITY IS ESSENTIAL IF WE ARE TO COPE UP WITH LIFES DIFFICULTY. IT IS NOT POVERTY, IT IS NOT WEALTH BUT IS THE HEART FOR NATION BUILDING 34 1

  35. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE GREAT CHALLENGES ARE GREAT PATH FOR GREAT CHANGES. EVERY COUNTRY THAT GROWS STARTED WITH DIFFICULTY. EVERY THING WORTHY AND EXCELLENT IS DIFFICULT. THE PURPOSE OF WORK IS TO GIVE SIGNIFICANCE AND TO FULFILL YOU 35 1

  36. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE DECIDE TO BE A PILLAR OF THE FUTURE. BE A PILLAR OF GOOD GOVERNANCE. 36 1

  37. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE TOGETHER WITH CONCERNED DSWD LINE BUREAUS/OFFICES, REDESIGNED/REVISED FORMS TO EFFECTIVELY MONITOR PHYSICAL ACCOMPLISHMENTS AND PERFORMANCE INDICATORS IN CONSISTENCY WITH OPIF FRAMEWORK. STRENGTHENED FMS AND ADMINISTRATIVE SERVICE COLLABORATION/LINKAGE ON PPE THROUGH STRENGTHENING CUSTODY AND RECORDING MECHANISM AND ACCOUNTABILITY SYSTEM. CREATED COMMITTEES FOR THIS PURPOSE. AS A RESULT ACCOUNTING AND AS WERE ABLE TO RECONCILE PPE INVENTORY WITH THE BOOKS OF ACCOUNTING. THE SAME MECHANISM IS REPLICATED IN FOS. INSTALLED MECHANISM TO RECONCILE CO RELEASES TO FOS AND FINANCIAL DATA AND RECORDS OF BOTH WHICH ACTIVITIY IS INCLUDED IN THE FINANCIAL MANAGEMENT CONFERENCE HELD EVERY JANUARY OF THE YEAR TO ENSURE EARLY SUBMISSION OF ANNUAL REPORTS STRENGTHENED CAPABILITY/FLEXIBILITY OF FO DIRECTORS TO MANAGE CM FUNDS THROUGH THE ISSUANCE OF A DEPARTMENT ORDER AUTHORIZING THE ADVANCE RELEASE OF CMF TO FO UP TO SECOND OR THIRD QUARTER REQUIREMENTS UPON RECEIPT OF THE DEPARTMENT OF ABM SUBJECT TO MIDTERM REVIEW . 37 1

  38. GOOD GOVERNANCE AND FINANCIAL REFORMS: THE DSWD EXAMPLE PERFORMANCE CONTRACTING SYSTEM: ALL DIRECTORS OF BUREAUS, SERVICES, REGIONAL OFFICES ARE ACCOUNTABLE TO THE SECRETARY THROUGH A PERFORMANCE CONTRACT. LIKEWISE, ALL DIVISION CHIEFS TO THE DIRECTORS AND RANK AND FILE TO THE DIVISION CHIEF. THE PERFORMANCE CONTRACTING SYSTEM PROVIDES A STRONG MECHANISM FOR MAKING ALL OFFICIALS AND EMPLOYEES ANSWERABLE TO THE SECRETARY OR TO THE PUBLIC OF THE RESULTS OF PERFORMANCE AND FOR MONITORING AND SPOT CHECKING PERFORMANCE STATUS ANYTIME OF THE YEAR TO ENABLE THEM TO PREPARE CATCH UP PLAN IN CASE. 38 1

  39. National Social Welfare and Development Reform Agenda Rationale for the Reform: 4. The on-going challenges of devolved social welfare and development service delivery 5. Inadequacy of general government spending on SWD services 39 1

  40. National Social Welfare and Development Reform Agenda Rationale for the Reform: 1. Deterioration of the poverty situation 2003 – 24.4% 2006 – 26.9% 40 1

  41. Poverty Incidence of Families 1991-2006 (in percent) 41 41 1

  42. National Social Welfare and Development Reform Agenda Rationale for the Reform: 2.Urgent need to protect the poor from rising prices 42 1

  43. SOURCES OF VULNERABILITY • INCREASE IN FOOD PRICES • REDUCED INCOME • LOSS OF WORK • NATURAL AND MAN-MADE DISASTERS • Source: 2004 APIS 43 43 1

  44. National Social Welfare and Development Reform Agenda Rationale for the Reform: 3.Fragmented and uncoordinated approach to social protection 44 1

  45. National Social Welfare and Development Reform Agenda Rationale for the Reform: 4.The on-going challenges of devolved social welfare and development service delivery 45 1

  46. DSWD MANDATE Executive Order 15 (August 20, 1998) as Amended by Executive Order 221 (June 30, 2003) Provide assistance to LGUs, other NGAs, NGOs, POs and members of civil society in implementing programs, projects and services that will alleviate poverty and empower disadvantaged individuals, families and communities for an improved quality of life 2. Implement statutory and specialized programs directly lodged with the Department 46

  47. DSWD MISSION “TO PROVIDE SOCIAL PROTECTION AND PROMOTE THE RIGHTS AND WELFARE OF THE POOR, VULNERABLE AND THE DISADVANTAGED INDIVIDUAL, FAMILY AND COMMUNITY TO CONTRIBUTE TO POVERTY ALLEVIATION AND EMPOWERMENT” 47 3

  48. DSWD VISION “A society where the poor, vulnerable and disadvantaged families and communities are empowered for an improved quality of life.” 48

  49. ORGANIZATIONAL PERFORMANCE INDICATORS FRAMEWORK (OPIF) ORGANIZATIONAL OUTCOMES DEPED: ENHANCED KNOWLEDGE, SKILLS, ATTITUDES AND VALUES OF FILIPINOS TO LEAD PRODUCTIVE LIVES DOH: IMPROVED HEALTH STATUS OF THE POPULATION DOLE: PRODUCTIVE AND COMPETITIVE FILIPINO WORKERS 49 1

  50. OPIF HIERARCHY OF OUTCOMES SOCIETAL OUTCOMES: 1) REDUCED POVERTY INCIDENCE 2) IMPROVED QUALITY OF LIFE 3) IMPROVED HUMAN DEVELOPMENT SECTORAL OUTCOME: IMPROVED WELL-BEING AND CAPACITY OF THE COUNTRY’S HUMAN RESOURCES ORGANIZATIONAL OUTCOMES: DEPED: ENHANCED KNOWLEDGE, SKILLS, ATTITUDES AND VALUES OF FILIPINOS TO LEAD PRODUCTIVE LIVES DOH: IMPROVED HEALTH STATUS OF THE POPULATION DOLE: PRODUCTIVE AND COMPETITIVE FILIPINO WORKERS DSWD: IMPROVED CAPACITY AND INCREASED OPPORTUNITIES FOR THE POOR, VULNERABLE AND DISADVANTAGED SECTOR 50 1

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