Budget and PPAs

        The government is undergoing of what we call GOVERNMENT BUDGETING.  Government budgeting is the allocation of public funds to attain the economic and social goals of the city. It also shows that the management of government expenditures to create the most impact from the production and delivery of goods and services. Government budgeting is important because it enables the government to plan and manage its financial resources to support the implementation of various programs and projects that best promote the development of the city. Through the budget, the government can prioritize and put into action its plans, programs and policies within the constraints of its financial capability.

Budget Includes

Personal Services

MOOE

Capital Outlay

Program, Projects, and Activities (PPA)

PPA 1 - Program on City Promotion, Campaigns and Events Management

PPA 2 - Knowledge Management & Institutional Enhancement

PPA 3 - Servicing & Facilitation (Business, Tourism, & Investment)

PPA 4 -Public-Private-Partnership Projects

PPA 5 - Tourism Infrastructure Projects

PPA 6 - SME Projects

PPA 7 - Office Administration

Planning

When planning for economic development, the mission is to create and maintain the strong and vibrant economy. A central mission of urban and economic development planning is to produce policies and programs to promote economic growth. Planning for economic development helps the city to realize the community's economic mission and vision, and take control the economic future.

The heart and soul of local government units is local development. Each local government unit must have a comprehensive multi-sectoral development plan, as well as a vision, sectoral goals, objectives, development strategies, and policies, according to the Local Government Code of 1991. The Comprehensive Land Use Plan (CLUP)

and the Comprehensive Development Plan (CDP) are two independent documents. The phrase "comprehensive" in the CLUP refers to geographical and territorial development, but the term "comprehensive" in the CDP refers to "multi-sectoral" development. Nonetheless, the two programs are inextricably linked. The CLUP may be thought of as a long-term management strategy for the local area. It determines regions where growth may and cannot be situated and directs public and private investments appropriately as the skeletal-circulatory structure of the territory's physical development. It is done every 9 years. The CDP which is done every 6 years, on the other hand, is the action plan used by every local government to develop and implement priority sectoral and cross-sectoral programs and projects in the appropriate locations in order to gradually and incrementally flesh out the skeleton until the desired shape or form of development is achieved over time.

Local Development Investment Program (LDIP)

The CDP is implemented primarily through the Local Development Investment Program (LDIP). It is a document that converts the CDP into programs and projects and selects those to be funded by the LGU through the yearly general fund budget or special fund generating schemes. The LDIP should be implemented over a three-year period. It has an annual component known as the Annual Investment Program (AIP). The Department of Budget and Management's (DBM) Budget Operations Manual (BOM) for Local Government Units lists the compilation of the LDIP as one of the budget document's foundations. In public finance, an investment program is a strategy for putting the investible portion of a municipality's budget to good use. The local development fund is that portion of the local budget that is “plowed back” to the people in the form of programs, projects and services.

It consists of the following:

1. 20% of the Internal Revenue Allotment (IRA)
2. non-office maintenance and other operating expenses
3. Non-office capital outlay (draperies, microwave oven, refrigerator and other equipment that are not essential for the delivery of services of a particular office or department).

 Annual Investment Program (AIP)

LPDC prepares the AIP (annual slice of the LDIP) for approval by the LOC and submits to the Sanggunian for adoption. In accordance with the provisions of JMC No. 001 Series of 2007, the LDC shall cull out the AIP from the current slice of the LDIP, which upon approval of the Sanggunian, shall serve as the basis for preparing the Executive Budget.  The LDC shall endorse the AIP to the local budget officer for the budget preparation and in determining the annual budgetary allocations for PPA vis-à-vis allocations for other purposes as indicated in the AIP Summary Form. AIP Sanggunian-approved June 07 of every year.

Programs, Projects and Activities (PPA)

The phrase program, project or activity is not specifically defined but is important in referring to the Federal Government’s responsibilities under the law. A PPA is not synonymous for funding out of a particular account or even subaccount, but rather is determined how the operations of a government agency is carried out. Section 252 of the House-passed bill defines and determines the procedures for the “Presidential Order”: Paragraph C of that Section provides that sequestration for funds provided in annual appropriations acts shall be applied to “each affected program, project, and activity (as defined in the most recently enacted applicable appropriations acts and accompanying committee reports for the program, project, or activity in question-including joint resolutions providing continuing appropriations and committee reports accompanying acts referenced in such resolutions).”

Budget Preparation

                 The budget preparation includes

1. Receives budget call from City Mayor’s Office (CMO)
2. Attends budget orientation from City Budget Office
3. Draft memo from PPA incharge, DC budget preparation to submit on set deadline
4. Department Head signs, issues the memo
5. Meets the PPA incharge, DC re: info for budget preparation
6. Gathers the budget proposal submitted (ecopy, hard copy)
7. Consolidate the proposal
8. Print the proposal
9. Department Head approves, sign the proposal
10. Submit the proposal to CMO

What Documents/Forms to Submit

(Department’s Budget Proposals using the budget forms and accompanied by the letters/Endorsement of the Department)

1. Transmittal Letters of Department Head/Authorized Representative
2. LBP Form No.2- Programmed Appropriation and Obligation by Object of Expenditure
3. LBP Form No. 4 Mandate, Vision/ Mission, Major final Output, Performance Indicators and Targets
4. Project Procurement Management Plan-PPMP
5. Summary of Items to be Procured-SIP
6. Budget Notes No. 1(For all Objects of expenditures)
7. Summary of Financial Plan
8. Matrix of Job Order Requirements per PPA

SPMS

          Strategic Performance Management System (SPMS) is focused on linking individual performance vis-à-vis the agency’s organizational vision, mission, and strategic goals that aim to motivate higher performance and greater accountability in the public sector as well as the accomplishment of priority program/project targets of the government.  

          City Economic Management and Cooperative Development Office(CEMCDO) applies SPMS as a core management tool that not only provides a scientific and verifiable foundation for assessing organizational performance and the collective performance of individuals, but also emphasizes strategic alignment of MSUN thrusts with the day-to-day operations of the agency field units. They make it certain that employee performance is linked to organizational performance in order to truly improve the performance orientation of the compensation system.

          The SPMS adheres to the four-stage Performance Management System(PMS) cycle: Performance Planning and Commitment, Performance Monitoring and Coaching, Performance Review and Evaluation, Performance Rewarding, and Development Planning.

General Objectives:

  The SPMS shall be prepared and administered to:

1. Concretize the linkage of organizational performance with the Philippine Development Plan, the Agency Strategic Plan, and the Organization Performance Indicator Framework;
2. Ensure organizational effectiveness and improvement of individual employee efficiency by cascading institutional accountabilities to the various levels of the organization anchored on the establishment of rational and factual basis for performance targets and measures; and
3. Link performance management with other HR systems and ensure adherence to the principle of performance-based tenure and incentive system.

QMS

          A Quality Management System(QMS) is a set of policies, processes, and procedures that are required for planning and execution (production/development/service) in the core of an organization (i.e., areas that can impact the organization's ability to meet the requirements of clients). It basically works with the government and public services to improve their operations, provide social responsibility support, and improve the public's understanding of a wide range of government programs.

          CEMCDO complies with QMS requirements because it enables organizations to identify, measure, control, and improve the various core government processes that will ultimately lead to improved office performance and maintain quality management systems with the power to affect all aspects of the organization's performance. Many government departments achieve this by utilizing an ISO 9001 management system to efficiently deliver services.

Department Planning (DP)

           A Department of Local Government Planning is a long-term vision of where a government wants to be in the future, as well as the steps necessary to get there. CEMCDO ensures that they can anticipate and provide a quality and standard plan for the organization by setting goals that serve as a roadmap in prioritizing objectives and initiatives, as well as looking at key metrics to ensure they are on the right track.

           A strong link between the city's goals and the activities of its employees, according to CEMCDO, is the key to a strategic plan. The department is directly involved in the sectional map amendment process, working with the community to create the Regulating Plan and making recommendations to the Planning Board and District Council.  To obtain permit approvals, the department strictly enforces their policies, as well as the requirements of codes and zoning regulations. The department staff, project teams that develop master plans, sector plans, and other planning efforts provide the foundation and guiding documents that help the organization shape the Regulating Plan discussions.

Office Performance Commitment and Review (OPCR)

           The OPCR is the primary document used to consolidate the Region's performance commitment and evaluation. The office of CEMCDO constantly conducts an OPCR that follows the General Rules:

• All heads of offices shall accomplish their respective OPCRs
• OPCRs must officially identify and declare the targets for the rating period
• OPCRs must be in accordance with the overall strategy map and commitments of the agency 
• Once these are reviewed and finalized by the Performance Management Team(PMT) all OPCRs must be signed and approved by the contracting parties

Individual Performance Commitment and Review (IPCR)

           The performance management tool that an employee is required to submit is referred to as IPCR. Every semester, a worker. It includes his or her pledges to complete office goals and objectives, as well as accomplishments at the end of the rating period. Individual employees must specify their commitment to performance targets in their Individual Performance Commitment and Review (IPCR). 

           Monitoring and evaluating IPCR should be done at least quarterly in order to effectively assess employee work performance. Employees' ratings will be based on predetermined target/success indicators, as well as the duties and responsibilities outlined in their duly approved Individual Performance Commitment Review (IPCR) and targets, as well as their individual job description.  

Personelling

           The City Economic Management and Cooperative Development Office Public officials have an important role in the City as professionals. They are dedicated to maintaining the greatest levels of integrity. They are committed to provide the finest possible administration. They are firm to fair and transparent governance, high-quality service delivery, and cost-effective stewardship of government finances, as well as accountability.

           The CEMCDO Administrative and Finance Division's devoted individuals who are dedicated to strengthening the city's policymaking and service delivery capacities are listed below.

AWARDS

          Awards are given to organizations that excel in productivity and deliver exemplary performance. It is also a great way of recognition for the organization’s quality management and stimulates its continuous improvement. Being an active and productive organization, the City Economic Management and Cooperative Development Office (CEMCDO) received many awards and recognition which serve as an outstanding achievement in strategizing on boosting economic growth despite the challenges brought by the COVID-19 pandemic.

COOPERATIVE DEVELOPMENT OFFICE IN REGION 12 LGU Gensan's City Economic Management and Cooperative Development Office (CEMCDO) took pride as they received the Recognition as Brisk Efficacious that Stands-out as Trailblazers (BEST) Cooperative Development Office in Region 12. The award was given by CDA ASEC Abdulsalam A. Guinomla and ASEC Dr. Virgilio A. Lazaga, MD, as witnessed by CDA Region 12 RD Elma R. Oguis, in Kidapawan City.

General Santos City was awarded a special citation award on its Local Public Transport Route Plan (Ordinance No.36, series of 2017). The award is intended to recognize provinces, municipalities, and cities for their efforts and practices in implementing good governance reforms that will improve LGUs' competitiveness in boosting local trade and investment. 

The Cities and Municipalities Competitiveness Index ranks Philippine cities and municipalities based on the sum of their ratings on four pillars: economic dynamism, government efficiency, infrastructure, and resilience. In 2020, General Santos City consistently ranked No. 3 as the Most Competitive Highly Urbanized City in Mindanao and overall ranked No. 16 out of 32 HUCs in the nationwide survey.

Open Review

               The CEMCDO Professional organizations often evaluate employees' work  related achievements based on specific organized criteria. The open review serves as an evaluation for employees. Management takes a  specific set of  criteria and judges the employee by the criteria achieved within a specified time of  period. Open review also tackles the importance of the Strategic Performance Management System Cycle,  such as Performance Planning and Commitment, Performance Coaching and  Mentoring, Performance Review and Evaluation, Performance Rewarding and  Development Planning. It also includes the training and development program of all  employees and the training policies.

     The backbone for excellence in public service is a skilled staff that is hired, developed, and promoted. The Human Resource department ensures that the council and its partners have the finest possible employees, that they are well-motivated and rewarded, that they are adequately taught, and that they have access to development opportunities.

Training Internal and External

            Through intensive, hands-on, and teambuilding training programs, HR CEMCDO helps each employee to have professional development. These are designed to arm employees with new resources to succeed in their positions, even preparing them to accept additional duties within the organization, these programs are gaining in popularity, complexity, and necessity.

            Internal training will formalize employees’ previous knowledge, and training. External training will give employees a chance to think outside of the box where their ideas will not be influenced by current regulations and practices.

            The training will be conducted in the employee's assigned working environment, and may take place while he or she is doing his/her job. It might also happen in other sections of the organization, if there are designated training rooms, workstations, or equipment. 

Department Training Plan

            Organizations prioritize employee training and development to prepare for the future. Training helps employees refresh their workforce, adopt new technologies, and enter new opportunities.  To make an effective staff training plan, the City Economic Management and Cooperative Development Office considered the following:

• A detailed breakdown of the training program
• How many, and which,trainer do you need to assign or hire
• How many, and which, physical work rooms or training spaces you’ll need
• A general schedule for the overall training
• Precise dates and times of in-person training sessions (webinar or office-based)
• Scheduled sessions to inform employees about their upcoming training
• Evaluation criteria and performance metrics for the effectiveness of your training

 The reopening of workplaces necessitates the implementation of new health and safety protocols that take COVID-19 into account. Below, the City Economic Management and Cooperative Development Office outlined some guidelines to protect their employees and customers as they transitioned back to work.

Safety and Health Protocols:

• Daily Monitoring

• • Be prepared to show your vaccination card and have your temperature checked prior to entering the building.
  • All CEMCDO employees and staff must fill-out the COVID-19 daily monitoring sheet each day for easier contact tracing.

• Physical Distancing

• • Stay at least 1 feet apart from others at all times.
  • Handshakes and other types of physical contact are strictly prohibited.
  • Minimize non-essential movement around the workplace.

• Hygiene

• • Wear your mask at all times.
  • All facilities and equipment should be cleaned and disinfected, and cleaning should be increased at the end of the day.
  • Provide suitable equipment to encourage cleanliness and prevent the sharing of equipment.

• Facilities and equipments

• • After each usage, disinfect printers and photocopiers.
  • Limit the number of staff inside each office to four at a time.

• Quarantine

• • Employees and staff should stay home if sick. Individuals with disturbing symptoms or who may have been exposed to COVID-19 through close contact should immediately self-isolate and schedule an appointment for testing.

OSH Compliance

          Republic Act No. 11058, also known as "An Act Strengthening Compliance with Occupational Safety and Health (OSH) Standards and Providing Penalties for Violations Thereof," promotes and protects worker health and safety in the Philippines.

          CEMCDO appoints a Safety Health Officer to guarantee adherence to OSH Standards, as well as the promotion and successful implementation of OSH in their workplace.

CEMCDO complies all the requirements needed  in Pursuant to Republic Act No. 11032: An Act Promoting Ease of Doing Business and Efficient Delivery of Government Services, Amending For The Purpose Republic Act 9485, Otherwise Known As Anti-Red Act Of 2007, And For Other Purposes.

Frontline Communication Services

            Frontline Communication Services involves government offices that are concerned with the client’s application for any privilege, right, permit, reward, license, concession, or any modification, renewal, or extension.

Receiving and Outgoing Correspondences

           The City Economic Management and Cooperative Development Office is a department of General Santos City's Local Government Unit that is responsible for the city's economic development. Below shows the  receiving and outgoing communication between their current and potential customers:

Receiving Correspondence

Regular Mails

• Ordinary mail is opened by the registry unit, sent to the recipient, and then filed by the filing unit according to file codes.

Confidential Mails

• Unopened confidential mail is delivered to the addressee by the register unit.

Outgoing Correspondence

Confidential Mails

• The sender decides whether the letter is regular or confidential. Check the signature of the certifying authority on the envelope if it is sealed.

 Records Management deals with the control of a company's valuable information from concept to disposal.

            The City Economic Management and Cooperative Development Office (CEMCDO) has historically served as an auxiliary of the City Mayor's Office in guiding General Santos' tourism and business environment toward growth in the economy and prosperity. They intend to provide a comprehensive approach for resolving current city economic issues as well as long-term social objectives. As public servants, they ensure to make important relevant information available for business needs and compliance audits.

5S Compliance of Maintenance Files

        5S is a method for organizing your workspace in a systematic way. It produces a workplace that is adaptable and successful. The five steps of 5S are:

1. Sort (seiri). Get rid of all of the unnecessary tools and stuff, and make a clutter-free workplace environment.
2. Set in Order (seiton). Provide a logical and consistent system for storing and retrieving equipment, and supplies. Documents are properly identified in this phase to make them simpler to find.
3. Shine (seiso). Clean the workplace on a daily basis and eliminate any dirt and filth. Its main purpose is to keep everything in good working condition so that it can last as long as possible without collapsing.
4. Standardize (seiketsu). Incorporate the 5S into standard procedures. In essence, you will use the first three S's to create rules for how and when these jobs will be completed. These guidelines may include timetables, charts, lists, and etc.
5. Sustain (shitsuke). Give employees and staff the commitment, and motivation to follow each step everyday. Assign responsibilities, keep track of progress, and repeat the process.

         Because these steps flow into one another, the order is crucial. When the whole organization accepts 5S ideas, and the workers realize that the organization is improving, the actual power of 5S is shown.