2003
DAR MEMORANDUM CIRCULAR NO. 05-03
SUBJECT : National Transparency and Accountability Agenda
The crafting of National Transparency and Accountability Agenda is being spearheaded by the Presidential anti-Graft Commission (PAGC), Presidential Commission on Effective Governance (PCEG) and Transparency and Accountability Network (TAN), a coalition of civil society organizations engaged in anti-corruption initiatives. SEHaDI
A preparatory and prioritization workshop on the matter was held on July 5, 2002 attended by two representatives from DARCO and came out with an output, which had been reviewed and revised by a Technical Working Group of the Administrative Service. The review and revision was based on the criteria provided by PAGC, namely: that it should embody major/strategic anti-corruption measures with high impact to improve service delivery; that it should be systems and process reform; that it should have support of the head of agency and that its implementation should have notable results by 2004. This initiative is being consolidated with other anti-corruption initiatives in an Anti-Corruption Plan by the Presidential Management Staff (PMS) and was presented to the Cabinet last October 15. A Focused Group Discussion shall be held in January 2003 to further refine, validate and finalize the output.
I. THE PROPOSED DAR TRANSPARENCY AND ACCOUNTABILITY AGENDA, 2002 (SECOND SEMESTER) TO 2004
A. VULNERABLE AREAS TO CORRUPTION:
Settlement of Administrative cases and DARAB Processes related to Agrarian Laws and Implementation (ALI) had been pinpointed. This would include exemptions, exclusions, conversions, and deferment of implementation, among others.
B. DAR STRATEGIC PROGRAM:
RISK ASSESSMENT of ALI Cases/DARAB Process to include:
PHASE I: Management and Internal Audit to assess risk areas of DAR process in ALI/DARAB in order to:
1. Establish a framework for ALI/DARAB process to include structural framework, identification of composition, role delineation, Policy Formulation, Organization strengthening of the Legal Affairs Office and Structural Reform thru provision of adequate manpower
2. Issuance of a Special Order to institutionalize the structural organization
3. Rapid Appraisal Approach to define management of ALI/DARAB process of systems in place and key actors of all ALI/DARAB cases.
4. Redefining functional operationalization of process using the Risk-Based Auditing Approach.
5. Periodic and continuous monitoring and evaluation of all activities with emphasis on indicators.
6. Periodic and continuous inventory of ALI/DARAB cases by categorization, identification, and prioritization.
7. Formulation of measures for Risk-Based most vulnerable areas of graft and corruption in all ALI/DARAB processes.
8. Elimination of patronage of cases
9. Capability/Competency Assessment of major stakeholders and retooling for readiness, efficiency, effectiveness and maximum performance based on DAR performance indicators budget requirement plan.
PHASE II: Execution of Risk-Based Auditing of ALI/DARAB process:
1. Preventive measures to minimize and eradicate risk-based most vulnerable areas to graft and corruption opportunities through inventory of cases, performance based Indicators (PBI), planning and budgeting targets on handling ALI/DARAB cases; key stakeholders to be given quota commitments on cases handled with corresponding incentives/rewards in accordance to schedule/requirements.
2. Capability building and retooling for efficiency, effectiveness and responsiveness of key stakeholders;
3. Information dissemination within DAR key offices handling ALI/DARAB cases processing and Values formation and advocacy initiatives.
4. Prosecutory approach thru sanctions to violators, Issuance of Executive/Legislative Orders and pronouncements
PHASE III. Assessment and Monitoring.
Assessment indicators are established for planning and decision-making and monitoring made simpler and less burdensome.
C. SUPPORTIVE FACTORS:
1. Available raw materials as baseline reference
2. DAR key offices and mechanism, experts are available
3. Retooling stakeholders is in the agenda in the current leadership thrust for speedy and efficient CARP completion
4. Performance budget system output is auditory in terms of measurement output aEDCAH
5. DAR lawyers/manpower has been enhanced to handle cases or files for adjudication
6. Inventory of cases is based on performance based indicators is expected to establish delivery of ALI/DARAB cases
7. Approved plans and budgetary BPI targets of concerned legal offices
8. Policy IRR revision to streamline processing flow thus making the process less burdensome and more transparent.
9. Available key management staff in DAR can be tapped to provide capacity building and retooling
10. Key offices in place to effect information dissemination thru various strategies and approaches
11. Organized network of Moral Recovery Offices Integrity Circle nationwide
12. Internal Audit staff office, CSC, OMB
13. Organized value formation activities conducted among stakeholders
14. Existing policies/IRR as legal framework
15. GMA Agenda of graph and corruption
16. DAR Monitoring Agenda shall enhance planning, monitoring, feed backing and sustainability of initiatives
17. Good governance in DAR thrust and the modernization Agenda top fast track the process flow
D. PROGRAM BARRIERS: Possible barriers to the Plan may be any or all of the following:
1. Lack of political will or management overrides the decision on the case
2. Prioritization/categorization and standard indicators for assessment of cases is dependent on strength of physical and financial support.
3. Values and cultural orientations of key stakeholders.
4. Management priorities, biases/deviations
5. Budgetary request references
6. Multisectoral involvement with divergent orientations and biases may increase pressure in the resolution of cases, either fast tracking or dilatory
7. Lack of political will
8. Slow process is prone to graft and corruption
9. Budgetary support paradigm shift and low commitment support
E. EXPECTED PROGRAM IMPACT :
1. Categorized, prioritized list according to high-risk vulnerable areas for graph and corruption
2. Measures for assessment estimated performance indicative of program impact formulated
3. One hundred percent readiness
4. Key stakeholders massive consciousness building initiatives
5. Eighty percent of targets accomplished within standard processing schedule set for the case
6. High risk vulnerable areas for graft and corruption is eliminated
7. Key actors positively motivated thru the Incentives and Rewards System (Cash, Plaques, Citations)
8. Key stakeholders with passion for excellence and 100% readiness to assume tasks
9. Restoration of confidence in the ALI/DARAB system and processes
10. ALI/DARAB fast tracking processing that is graph and corruption vulnerable proof
II. TIME FRAME
III. AREAS FOR COOPERATION
A. POOLING OF TECHNOLOGY, KNOWLEDGE AND OTHER RESOURCES ALONG THE FOLLOWING:
1. Retooling competency of individuals/Groups Organization on:
• Values Orientation/core organization values strengthening and monitoring of input
• Organization building
2. Policy/legal framework support thru executive/legislative Orders, Proclamations Orders for Agency Plan to be supported for implementation
3. Budgetary support
4. Agency mechanisms that are in support to anti-graft and corruption activities to be sanctioned by institutional Commissions namely the CSC, COA, OMB.
5. Agency Plan to be in the Performance Contract of Cabinet Heads to be worked out by the PAGC, PCEG, Transparency and Accountability Network.
6. DAR Moral Recovery Officers Association deputized as pilot OMB-CPU support mechanism and advocacy body for DAR's Agenda on Good Governance, Transparency and Accountability.
B. MODERNIZATION AGENDA TO BE PROVIDED:
1. Monitoring competency for data base building, inventory, tracking mechanism, pooling and sharing between and among agencies in government and fast tracking of needed services and resources related to the area's vulnerable to graft and corruption prevention
2. Standardized process of Agency for Graft and Corruption monitoring and Auditing system
3. Responsive financial support
EScHDA
(SGD.) ROBERTO M. PAGDANGANAN
Secretary