On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent protest. Crying out “tama na, sobra na!”[i] the people poured out into the streets after heeding the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E. Marcos, whose leadership was marred by corruption, human rights violations and worsening poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a martyr[ii] of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an opportunity to put the political tradition of People Power back on track. With a resounding mandate[iii], President Benigno C. Aquino III won in the last May 2010 elections in place of an administration marred with allegations of massive corruption, political legitimacy issues and the widening gap between rich and poor. His agenda for “kung walang corrupt, walang mahirap[iv]” resonated among the majority who hunger for change.
The development plan[v] of the Philippine Government revolves around the President’s commitment to fight corruption and patronage, the very reasons for the people’s poverty. This plan is anchored upon transparent, accountable and participatory governance as a key ingredient to achieving poverty reduction and economic expansion. Supporting these are strategies to secure an environment conducive for development, particularly, just and lasting peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be achieved only with the active and meaningful participation of citizens. The Philippine Government strives to take People Power from the streets and into the halls of government in order to ensure that the benefits of governance reach the poor in a direct, immediate and substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and institutionalize People Power. It will take on the grand challenges of improving public services, increasing public integrity and more effectively managing public resources: all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap. In crafting this Action Plan for the OGP, the Philippine Government consulted with national networks of civil society organizations (CSOs)[vi].
1.0. Introduction:
The Open Government Partnership (OGP) is a global initiative that aims at promoting transparency, empower citizens, fight corruption and encourage use of new technologies to improve governance. The OGP is overseen by a multi-stakeholder International Steering Committee comprised of Government and civil society representatives. One of the major benefits of OGP is to improve service delivery and make Governments more responsible and accountable to their citizens. Given the benefits of this initiative, Tanzania declared its intention to join OGP during the launching meeting. The decision to join OGP is an important step to complement the Government‟s ongoing efforts to strengthen good governance across all sectors. Good governance has been a critical element to enhance and sustain peace and stability, economic growth, social development and poverty reduction in Tanzania. It is on this basis, that the Government formulated the National Framework for Good Governance (NFGG) in 1999 as a guide to institute good governance in the country. The NFGG envisages a broad-based national partnership for development of good governance. Such a partnership includes Central and Local Governments, Private Sector, Faith-Based and Civil Society Organizations consistent with OGP principles. To spearhead good governance across the Government, several key and cross-cutting governance reforms are being implemented. These core reforms are; the Public Service Reform Program (PSRP), the Local Government Reform Program (LGRP), the Legal Sector Reform Program (LSRP), the Public Financial Management Reform Program (PFMRP) and the National Anti-corruption Strategy and Action Plan (NACSAP). In line with these reforms, sector specific programmes have been undertaken to improve service delivery through the implementation of Decentralization by Devolution (D-by-D). These programmes constitute the policy and strategic framework for enhancing accountability, transparency and integrity in the use of public resources in order to improve service delivery.
The Government has also established and continues to strengthen, empower and improve performance of institutions dealing with issues of good governance, integrity and combating corruption. These include the Ethics Secretariat the Prevention and Combating of Corruption Bureau and the Commission for Human Rights and Good Governance. Other accountability institutions include the Public Procurement Regulatory Authority, the National Audit Office and the Parliamentary Watchdog Committees. In addition to this, Tanzania has enacted laws that require leaders and senior public officials to disclose their incomes and assets to the Ethics Secretariat as a measure to instill integrity in public life.
http://www.opengovpartnership.org/countries/tanzania
1.0. Introduction:
The Open Government Partnership (OGP) is a global initiative that aims at promoting transparency, empower citizens, fight corruption and encourage use of new technologies to improve governance. The OGP is overseen by a multi-stakeholder International Steering Committee comprised of Government and civil society representatives. One of the major benefits of OGP is to improve service delivery and make Governments more responsible and accountable to their citizens. Given the benefits of this initiative, Tanzania declared its intention to join OGP during the launching meeting. The decision to join OGP is an important step to complement the Government‟s ongoing efforts to strengthen good governance across all sectors. Good governance has been a critical element to enhance and sustain peace and stability, economic growth, social development and poverty reduction in Tanzania. It is on this basis, that the Government formulated the National Framework for Good Governance (NFGG) in 1999 as a guide to institute good governance in the country. The NFGG envisages a broad-based national partnership for development of good governance. Such a partnership includes Central and Local Governments, Private Sector, Faith-Based and Civil Society Organizations consistent with OGP principles. To spearhead good governance across the Government, several key and cross-cutting governance reforms are being implemented. These core reforms are; the Public Service Reform Program (PSRP), the Local Government Reform Program (LGRP), the Legal Sector Reform Program (LSRP), the Public Financial Management Reform Program (PFMRP) and the National Anti-corruption Strategy and Action Plan (NACSAP). In line with these reforms, sector specific programmes have been undertaken to improve service delivery through the implementation of Decentralization by Devolution (D-by-D). These programmes constitute the policy and strategic framework for enhancing accountability, transparency and integrity in the use of public resources in order to improve service delivery.
The Government has also established and continues to strengthen, empower and improve performance of institutions dealing with issues of good governance, integrity and combating corruption. These include the Ethics Secretariat the Prevention and Combating of Corruption Bureau and the Commission for Human Rights and Good Governance. Other accountability institutions include the Public Procurement Regulatory Authority, the National Audit Office and the Parliamentary Watchdog Committees. In addition to this, Tanzania has enacted laws that require leaders and senior public officials to disclose their incomes and assets to the Ethics Secretariat as a measure to instill integrity in public life.
http://www.opengovpartnership.org/countries/tanzania
The Constitutional and Legal Basis of Public Finance in the PhilippinesLym Relampagos Ongoy
Presentation Report for MPA 457 Public Fiscal Administration. Majority of the topic taken from the book of Secretary Leonor Magtolis Briones "Philippine Public Fiscal Administration".
Position paper domestic revenue mobilizationSalia Adamu
This paper is targets the Government revenue authorities and finding innovative ways of raising revenue through the informal sector workers. All the revenue agencies are intensifying more revenue collection through old tax collection methods. This is done usually through the easy ways of PAYE, VAT and corporate taxes collection. The informal sector worker which account for 70% of the workforce are the least targeted for taxation. In view of growing public expenditure and reduction in annual budgetary support from development partners, there is the need to intensify domestic revenue generation through innovative strategies and capturing more informal sector workers.
Taxation: Effective tax administration a panacea for poverty eradication in Nigeria
The problem: The Rio+20 in 2012 conference argued that “close to 40 percent of the population of the developing world lived in extreme poverty” this is a great source of concern particularly in Nigeria with enormous natural resources e.g a crude oil. However, according the national bureau of statistics report in 2010 that over 64 percent of the population leaves below the poverty line of $1.27 per day. The problem of poverty is exacerbated by the incidence of high illicit financial flows (IFF) where the public funds are siphoned by corrupt government officials mostly through contracts.
Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice ...ijtsrd
This study examines the effect of the Fiscal Responsibility Act on budgeting and accountability practice in Nigeria's Fourth Republic. Specifically, the study determines the relationship between the pre and post effect of the Reform Act to ascertain if there is any significant difference in the management of the nation's fiscal operations. The study made use of secondary data obtained from the Central Bank of Nigeria Annual Reports and Accounts, the Central Bank Nigeria Statistical Bulletins and report of the Accountant General of the Federation as audited by the Auditor General of the Federation for the period under study. Six research questions and seven hypotheses were formulated to guide the study. The data generated for this study were presented in tables, graphs and mean scores and analyzed using the Statistical Package for Social Sciences version 22. The hypotheses were tested using the T test of difference and the Pearson Correlation r . Results revealed among others that the number of months of default on the publication of Federal Government Audited Accounts was reduced in the post Fiscal Responsibility Act era. Again, there is a significant negative trend in the mean corruption index after the introduction of the Act and that actual capital expenditure is more closely related to capital expenditure budget in the post than pre Fiscal Responsibility Act period. Based on the findings, we recommended that budgeting and accountability practice should be made more proactive by imbibing the culture of timely auditing and reporting standards as stated in sections 49 and 50 of the Fiscal Responsibility Act, 2007. Okegbe, T. O. "Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26639.pdfPaper URL: https://www.ijtsrd.com/management/accounting-and-finance/26639/effect-of-fiscal-responsibility-act-on-budgeting-and-accountability-practice-in-nigeria/okegbe-t-o
Decentralization, Clientelism and Popular Participation: Is there a role for ...Soren Gigler
This case study investigates under which conditions ICTs can play a role in fostering the empowerment of rural communities to fully participate in the decision-making processes of local governments. The analysis using empirical evidence from rural communities in Bolivia focuses hereby on the following key questions: (i) to what extent can ICTs contribute to improving the efficiency and efficacy of local government? (ii) does ICTs have the potential to make local governments more transparent and responsive to the needs of rural communities and (iii) can ICTs support the core objectives of the Bolivian Law of Popular Participation to strengthen the role of local government in public-policy making and the implementation of development programs?
Relationship between Financial Reporting Reforms and Performance of Selected ...Dr. Amarjeet Singh
Over the past few decades, the world has witnessed
spectacular transformations of public financial management
systems. Kenya transformed its financial reporting system
with a view of enhancing credibility of its financial reports.
The objective of the study was to examine the relationship
between financial reporting reforms and the performance of
selected County Governments in Kenya. The study was guided
by descriptive research design and the target population was
184 treasury staff from Bomet, Kericho, Nakuru and Narok
County Governments. Census sampling technique was
employed in selecting the respondents to the study. Data were
collected using semi-structured, self-administered
questionnaires. Data was analyzed using descriptive and
inferential statistics. The findings revealed that financial
reporting reforms showed statistically significant correlation
(r=0.673) with the performance of selected County
Governments in Kenya. It was recommended that adoption of
IPSAS in financial reporting should be strengthened to ensure
optimal performance of the county governments.
The Constitutional and Legal Basis of Public Finance in the PhilippinesLym Relampagos Ongoy
Presentation Report for MPA 457 Public Fiscal Administration. Majority of the topic taken from the book of Secretary Leonor Magtolis Briones "Philippine Public Fiscal Administration".
Position paper domestic revenue mobilizationSalia Adamu
This paper is targets the Government revenue authorities and finding innovative ways of raising revenue through the informal sector workers. All the revenue agencies are intensifying more revenue collection through old tax collection methods. This is done usually through the easy ways of PAYE, VAT and corporate taxes collection. The informal sector worker which account for 70% of the workforce are the least targeted for taxation. In view of growing public expenditure and reduction in annual budgetary support from development partners, there is the need to intensify domestic revenue generation through innovative strategies and capturing more informal sector workers.
Taxation: Effective tax administration a panacea for poverty eradication in Nigeria
The problem: The Rio+20 in 2012 conference argued that “close to 40 percent of the population of the developing world lived in extreme poverty” this is a great source of concern particularly in Nigeria with enormous natural resources e.g a crude oil. However, according the national bureau of statistics report in 2010 that over 64 percent of the population leaves below the poverty line of $1.27 per day. The problem of poverty is exacerbated by the incidence of high illicit financial flows (IFF) where the public funds are siphoned by corrupt government officials mostly through contracts.
Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice ...ijtsrd
This study examines the effect of the Fiscal Responsibility Act on budgeting and accountability practice in Nigeria's Fourth Republic. Specifically, the study determines the relationship between the pre and post effect of the Reform Act to ascertain if there is any significant difference in the management of the nation's fiscal operations. The study made use of secondary data obtained from the Central Bank of Nigeria Annual Reports and Accounts, the Central Bank Nigeria Statistical Bulletins and report of the Accountant General of the Federation as audited by the Auditor General of the Federation for the period under study. Six research questions and seven hypotheses were formulated to guide the study. The data generated for this study were presented in tables, graphs and mean scores and analyzed using the Statistical Package for Social Sciences version 22. The hypotheses were tested using the T test of difference and the Pearson Correlation r . Results revealed among others that the number of months of default on the publication of Federal Government Audited Accounts was reduced in the post Fiscal Responsibility Act era. Again, there is a significant negative trend in the mean corruption index after the introduction of the Act and that actual capital expenditure is more closely related to capital expenditure budget in the post than pre Fiscal Responsibility Act period. Based on the findings, we recommended that budgeting and accountability practice should be made more proactive by imbibing the culture of timely auditing and reporting standards as stated in sections 49 and 50 of the Fiscal Responsibility Act, 2007. Okegbe, T. O. "Effect of Fiscal Responsibility Act on Budgeting and Accountability Practice in Nigeria" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-5 , August 2019, URL: https://www.ijtsrd.com/papers/ijtsrd26639.pdfPaper URL: https://www.ijtsrd.com/management/accounting-and-finance/26639/effect-of-fiscal-responsibility-act-on-budgeting-and-accountability-practice-in-nigeria/okegbe-t-o
Decentralization, Clientelism and Popular Participation: Is there a role for ...Soren Gigler
This case study investigates under which conditions ICTs can play a role in fostering the empowerment of rural communities to fully participate in the decision-making processes of local governments. The analysis using empirical evidence from rural communities in Bolivia focuses hereby on the following key questions: (i) to what extent can ICTs contribute to improving the efficiency and efficacy of local government? (ii) does ICTs have the potential to make local governments more transparent and responsive to the needs of rural communities and (iii) can ICTs support the core objectives of the Bolivian Law of Popular Participation to strengthen the role of local government in public-policy making and the implementation of development programs?
Relationship between Financial Reporting Reforms and Performance of Selected ...Dr. Amarjeet Singh
Over the past few decades, the world has witnessed
spectacular transformations of public financial management
systems. Kenya transformed its financial reporting system
with a view of enhancing credibility of its financial reports.
The objective of the study was to examine the relationship
between financial reporting reforms and the performance of
selected County Governments in Kenya. The study was guided
by descriptive research design and the target population was
184 treasury staff from Bomet, Kericho, Nakuru and Narok
County Governments. Census sampling technique was
employed in selecting the respondents to the study. Data were
collected using semi-structured, self-administered
questionnaires. Data was analyzed using descriptive and
inferential statistics. The findings revealed that financial
reporting reforms showed statistically significant correlation
(r=0.673) with the performance of selected County
Governments in Kenya. It was recommended that adoption of
IPSAS in financial reporting should be strengthened to ensure
optimal performance of the county governments.
As part of ongoing efforts to improve public governance, the
government of Costa Rica has asked the OECD to carry out
a Public Governance Review to analyse the strengths and
weaknesses of its public administration, and to identify ways
to improve the performance of the state in order to ensure
more effective and efficient service delivery for all citizens.
For futher information please visit :
http://www.oecd.org/gov/costa-rica-good-governance-from-process-to-results-9789264246997-en.htm
Since the first day of his Administration, President Barack Obama has made Open Government a high priority. The Memorandum on Transparency and Open Government was the first executive action to bear the President’s signature, and the President has pledged his Administration to work toward “an unprecedented level of openness in Government.”
Over the past two and a half years, Federal agencies have done a great deal to make government more transparent and more accessible, to provide people with information that they can use in their daily lives, to solicit public participation in government decision-making, and to collaborate with all sectors of the economy on new and innovative solutions. These Open Government efforts are now entering a new phase, as we collaborate with other countries in the global Open Government Partnership (OGP).
President Obama has emphasized three independent reasons to support Open Government:
1.Open Government promotes accountability, which can improve performance. In the words of Supreme Court Justice Louis Brandeis: “Sunlight is said to be the best of disinfectants.”
2. Transparency enables people to find information that they “can readily find and use.” For this reason, the President has asked agencies to “harness new technologies” and “solicit public feedback to identify information of greatest use to the public.”
3. In many domains, government should develop policies, rules, and plans with close reference to the knowledge, expertise, and perspectives of diverse members of the public. As the President has said, “[k]nowledge is widely dispersed in society, and public officials benefit from having access to that dispersed knowledge” and hence to “collective expertise and wisdom.”
As it developed a U.S. National Action Plan (“National Plan”), the Federal Government engaged in extensive consultations with external stakeholders, including a broad range of civil society groups and members of the private sector. It solicited input from the Administration’s own Open Government Working Group, comprised of senior-level representatives from executive branch departments and agencies. White House policymakers also engaged the public via a series of blog posts, requesting ideas about how to focus Open Government efforts on increasing public integrity, more effectively managing public resources, and improving public services. Responsive submissions were posted online.
This National Plan builds on, but does not replace, the Open Government Initiative inaugurated by the President’s Memorandum on Transparency and Open Government. The National Plan will briefly highlight what has been accomplished thus far and lay out some of our goals and plans for the future.
http://www.opengovpartnership.org/countries/united-states
it is only world bank contribution for chile
it is only for the one country and giving to the loans for the world banks and some of the institutions
thank you for seeing this presentation
Government for Informed Citizens Tinadamnyire Kabondoicgfmconference
“Government for Informed Citizens”
Ernesto Saboia, President, State of Accounts, Northern Brazil
Nandala Mafabi Nathan, Chairman, Public Accounts Committee, Parliament of Uganda
Tindamanyire Kabondo Gaudioso, Member of Parliament, Parliament of Uganda
Vivek Ramkumar, Manager, International Budget Partnership, Open Budget Initiative
In this session, participants will hear from different country specialists on what they are
doing to make government more transparent and to help citizens become more actively
involved in understanding the actions of government.
How do we keep citizens informed and restore their confidence?
How do we help citizens to understand the financial commitments, the
consequences and how they and their community will benefit overall?
What new media may be employed to promote citizen communications?
Democratizing International Development Soren Gigler
Digital Innovations have brought new tools to enhance the transparency and accountably of international development. They present unprecedented opportunities to transform economic and social development programs and to empower poor communities to hold governments and international donor accountable. The presentation provides a series of case studies how digital innovations can serve as a tool towards opening development. It also includes key barriers and challenges for enhanced accountability and asks the question whether improved access to information and open data can democratize development. tech4good, digital innovations, governance, social accountability, international development, openness
हम आग्रह करते हैं कि जो भी सत्ता में आए, वह संविधान का पालन करे, उसकी रक्षा करे और उसे बनाए रखे।" प्रस्ताव में कुल तीन प्रमुख हस्तक्षेप और उनके तंत्र भी प्रस्तुत किए गए। पहला हस्तक्षेप स्वतंत्र मीडिया को प्रोत्साहित करके, वास्तविकता पर आधारित काउंटर नैरेटिव का निर्माण करके और सत्तारूढ़ सरकार द्वारा नियोजित मनोवैज्ञानिक हेरफेर की रणनीति का मुकाबला करके लोगों द्वारा निर्धारित कथा को बनाए रखना और उस पर कार्यकरना था।
31052024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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#First_India_NewsPaper
In a May 9, 2024 paper, Juri Opitz from the University of Zurich, along with Shira Wein and Nathan Schneider form Georgetown University, discussed the importance of linguistic expertise in natural language processing (NLP) in an era dominated by large language models (LLMs).
The authors explained that while machine translation (MT) previously relied heavily on linguists, the landscape has shifted. “Linguistics is no longer front and center in the way we build NLP systems,” they said. With the emergence of LLMs, which can generate fluent text without the need for specialized modules to handle grammar or semantic coherence, the need for linguistic expertise in NLP is being questioned.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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#First_India_NewsPaper
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
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#First_India_NewsPaper
1. Philippine Government Action Plan for 2012
Open Government Partnership
1 January to 31 December 2012
Institutionalizing People Power in Governance
To Ensure Direct, Immediate and Substantial Benefits for the Poor
On February 25, 1986, the Filipino People toppled a dictatorship in four days of nonviolent
protest. Crying out “tama na, sobra na!”i the people poured out into the streets after heeding
the call of rebel soldiers and religious leaders to end the decades-long reign of Ferdinand E.
Marcos, whose leadership was marred by corruption, human rights violations and worsening
poverty. The People Power Revolution of 1986 hoisted Corazon C. Aquino—housewife of a
martyrii of Martial Law—as President of the Philippines.
Twenty-five years after this historical milestone, the Philippines is presented anew with an
opportunity to put the political tradition of People Power back on track. With a resounding
mandateiii, President Benigno C. Aquino III won in the last May 2010 elections in place of an
administration marred with allegations of massive corruption, political legitimacy issues and
the widening gap between rich and poor. His agenda for “kung walang corrupt, walang
mahirapiv” resonated among the majority who hunger for change.
The development planv of the Philippine Government revolves around the President’s
commitment to fight corruption and patronage, the very reasons for the people’s poverty.
This plan is anchored upon transparent, accountable and participatory governance as a key
ingredient to achieving poverty reduction and economic expansion. Supporting these are
strategies to secure an environment conducive for development, particularly, just and lasting
peace and environmental integrity.
This plan is anchored upon People Power: a paradigm that the nation’s progress will be
achieved only with the active and meaningful participation of citizens. The Philippine
Government strives to take People Power from the streets and into the halls of government in
order to ensure that the benefits of governance reach the poor in a direct, immediate and
substantial way. As opposed to secrecy, impunity and collusion in the past, it seeks to widen
the spaces for citizens in their very own government.
The Philippine Government sees open government as a way to operationalize and
institutionalize People Power. It will take on the grand challenges of improving public
services, increasing public integrity and more effectively managing public resources:
all in line with the Aquino administration’s pursuit of kung walang corrupt, walang mahirap.
In crafting this Action Plan for the OGP, the Philippine Government consulted with national
networks of civil society organizations (CSOs)vi.
I. Open Government Efforts to Date
Since the new Aquino administration took helm on July 1, 2010, the Philippine
Government has embarked on several initiatives to institute transparency, accountability
and participation in governance, with the help of information technology.
1
ogpactionplanphilippines-120817055458-phpapp01.doc
Drafted by FYC with comments from UREM, DGPM and PL as of 7/13/2012 14:32 a7/p7
2. Starting the Tradition of Transparency
• Mandatory Disclosure of Budget Information. The government has embedded
provisions in the 2011 National Budget—its first financial blueprint—that mandate
the publication of major information on budgets, finance and performance indicators
in the websites of national departments and agencies.vii
• Transparency in Local Governance. The Interior department has required in August
2010 all Local Government Units (LGUs) to post in local bulletin boards, newspapers
and websites information on their utilization of funds and implementation of projects.
As of December 2011, 17% of all LGUs have fully complied with this policy and
another 73% have partially complied.viii
Jumpstarting Citizen Participation
• Participatory Budgeting. In crafting the 2012 National Budget, six national
government agencies and three government corporations have piloted the consultative
budget preparation process with CSOs in 2011.ix
• The Budget in the People’s Language. To support citizen engagement, the Budget
department has released a 2011 People’s Budget, a summarized and layman version
of the 2011 National Budget and the national budget process. The Government has
committed that this will be published annually
• Civil Society Monitoring in Public Works. The Public Works department has entered
into a Memorandum of Understanding with a coalition of CSOs, faith-based
organizations and the academe for the monitoring of public works projects.x
• Partnerships for Social Accountability. As of July 22, 2011, the Social Welfare
department has entered into an agreement with 222 national and local CSOs and
NGOs for the monitoring of the conditional cash transfer program.xi
Institutionalizing Public Accountability
• Results-Oriented Fiscal Management. Fiscal reform in the Aquino administration
began with the reintroduction of the Zero-Based Budgeting (ZBB) approach in 2010,
in crafting the 2011 and 2012 budgets. ZBB enables the government to identify and
terminate programs and projects that are no longer delivering intended outcomes, and
to realign funding for other priorities especially in education and healthcare.xii ZBB,
together with the Medium-Term Expenditure Framework (MTEF)xiii and the
Organizational Performance Indicator Framework (OPIF)xiv, pave the way for results-
oriented fiscal management.
• Citizen’s Charters. The Anti-Red Tape Act of 2007 requires all agencies to craft a
Citizen’s Charter to simplify procedures and facilitate transactions. As of August
2010, 74% of agenciesxv have issued a Citizen’s Charter.
• Revenue Integrity. The Finance department has intensified its revenue integrity
campaignsxvi. As of December 2011, 26 cases against suspected corrupt collection
employees, 83 cases of tax evasion and 56 cases against suspected smugglers have
been filed under the Revenue Integrity Protection Service (RIPS), Run After Tax
Evaders (RATE) and Run After The Smugglers (RATS) campaigns, respectively.
• Performance Challenge for Local Governments – The Interior department has
launched the LGU Performance Challenge Fund program in 2010 as an effort to
2
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3. institutionalize transparency, accountability, participation and performance in local
governance. Under this program, LGUs which exhibit strong performance in key
areas of governance earn a Seal of Good Housekeeping and a chance to avail of
additional budgetary support from the Fund. As of 2011, 44 provinces, 60 cities and
758 municipalities have passed the criteria for the Seal of Good Housekeeping.xvii
Leveraging Technology and Innovation
• Electronic Procurement – The Philippine Government Electronic Procurement System
(PhilGEPS), which started in 2000, is mandated by law as the central electronic portal
for government procurement. Key features of PhilGEPS at present include an
electronic bulletin board for posting of procurement activities, notices and awards; a
registry of more than 47,000 suppliers; automatic bid matching of opportunities with
possible suppliers; and a virtual store of common-use supplies available from the
Procurement Service, the government’s bulk buyer.
• Digitizing Releases from Congressional Allocations – The Budget department has
launched on June 2011 an information system that digitizes the processing of releases
from Congressional Allocations and supports the timely online disclosure of
information of such fund releases.xviii
• Online Avenues for Public Feedback – The Finance department has launched its Pera
ng Bayanxix website where citizens can file anonymous reports or leads on possible tax
evasion, smuggling and government collusion cases. Various other government
agencies have tapped their websites and social media (Facebook and Twitter) in
disseminating key information and soliciting public feedback.
II. New Commitments for Open Governance
The above-stated gains pave the way to further escalate transparency, accountability and
citizen participation. Open government is seen to narrow the spaces for movement of
corrupt officials and political patrons. At the same time, it will be critical in empowering
the poor and strengthening the forces for reform.
In pursuit of People Power in governance, the Philippine government shall embark on the
following initiatives in 2012.
Improving Compliance with Transparency
• Escalating Fiscal Transparency. By June 2012, improve the compliance rate of
departments in the Executive branch to the disclosure their approved budgets,
utilization of funds and annual procurement plans to 100%xx. Agency compliance will
be measured in an index, co-managed with CSOs, to be developed by March.
• Transparent Bidding. Within 360 days, improve the compliance of National Agencies
to the disclosure of bid winners through PhilGEPS and via agency websites, from the
current 20% to 100%.
• Public Access to Information Initiative. The Aquino Administration will move
towards giving citizens greater and freer access to official information in a timely,
relevant and meaningful manner, subject to certain limitations such as national
security, foreign diplomacy and privacy concerns. This initiative will entail the
review, improvement and rectification of current policies on citizen access to
information; setting-up public access mechanisms and infrastructure, including
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4. information technology systems; and collaboration with stakeholders in broadening
the scope of access to information and improving the compliance of agencies to
existing standards. The proposed Freedom of Information Act, the Administration of
which has already been submitted to Congress upon instruction of the President, is a
critical component of this Initiative. A Roadmap for the improvement of Public
Access to Information will be developed within 2012 in consultation with
stakeholders.
Deepening Citizen Participation
• Philippine Partnership for Open Governance. The Government, in partnership with
the national CSO networks it has already engaged for its first OGP Action Plan, will
engage a broader spectrum of CSOs—including regional and local organizations—as
well as business groups and the academe, in convening a Philippine Partnership for
Open Governance. This Partnership will be tapped in plotting the Government’s
direction towards deepening open government and pursuing other governance reforms
in the medium-term. Such Partnership will be organized by June 2012 and expanded
within 2012.
• Expanded Participatory Budgeting. By June 2012, alongside the preparations for the
2013 National Budget, the Government will expand the coverage of participatory
budget preparation and enhance the process to address issues experienced during the
pilot consultations. By December 2012, the Government will craft a roadmap to
expand participatory budgeting to the other phases of the budget cyclexxi, in
consultation with CSOs.
• Bottom-Up Participatory Planning and Budgeting. The government will seek to push
for a stronger collaboration between national agencies and local government units and
community organizations as a means of converging and localizing poverty reduction
programs. By June 2012, alongside the preparation of the 2013 National Budget, at
least 300 city or municipal Local Poverty Reduction Action Plans will be developed
and priority poverty reduction programs identified. The Identified projects shall be
given serious consideration by national government agencies in crafting 2012
National Budget.
• Empowerment Fund. The Empowerment Fund seeks to provide citizens groups with
support in undertaking capacity development and community organizing projects that
will empower citizens to demand for better services and governance. This fund will be
overseen by a multi-sectoral steering committee composed of government
departments and non-government stakeholders. This will be operationalized within
2012.
• Participatory Social Audit for Public Infrastructure Projects. The Commission on
Audit, in partnership with Executive departments and CSOs will craft a roadmap to
institutionalize social audit for general public works and agriculture infrastructure
projects for implementation throughout 2012.
Escalating Accountability to Ethical and Performance Standards
• Harmonize Government Performance Measurement Systems. A single Results-Based
Performance Management System (RBPMS) shall be developed, harmonizing the
currently-disparate performance monitoring and reporting systems among national
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5. government departments and agencies. The President has created a task force to
formulate the RBPMS by June 2012. In line with this, the OPIF—which will be a core
framework used in developing the RBPMS—will be reviewed and strengthened by
jumpstarting in 2012 a review of its agency outputs and performance indicators.
• Improve Citizen’s Charters. Within 360 days, ensure that 100% of national
government agencies have published a Citizen’s Charter. Furthermore, agencies shall
strive to improve their Citizen’s Charters—as well as review their processes for
frontline and other services—in consultation with CSOs.
• Roll-out Internal Audit and Internal Controls. Within 90 days, the Government will
issue a Philippine Government Internal Audit Manual (PGIAM); and within 360 days,
the PGIAM and the National Guidelines on Internal Control System (NGICS) will be
rolled-out in nine critical departmentsxxii. This is in line with the target of all agencies
adopting the PGIAM and NGICS by 2016.
• Embed Accountability in Local Governance. In line with the goal of making all
lower-income municipalities and citiesxxiii pass the Seal of Good Housekeeping by
2016, increase the compliance rate to existing standards from 50% to 70% in the span
of 360 days. Furthermore, new standards that link performance in social development
areas to the awarding of Seal of Good Housekeeping and to grants under the
Performance Challenge Fund would have been developed.
Technology and Innovation
• Single Portal for Information. Within 360 days, the Government, with CSOs, will
craft a roadmap for the development of a Single Portal for Government Information,
which complies with basic open data standards.
• Integrated Financial Management System. The Government plans to develop a
complete Government Integrated Financial Management System (GIFMIS) by 2016.
In the interim, within 360 days, the Government will develop a pilot GIFMIS to be
initially used by the government’s oversight agenciesxxiv.
• Towards Electronic Bidding. In line with the medium-term goal of digitizing the
bidding process, develop additional features of PhilGEPS within 360 days,
particularly: a facility to enable the online submission of bid documents; a module for
CSOs to monitor tenders online; an electronic fee payment system; an expanded
supplier registry and a module for agency posting of their annual procurement plans.
• Procurement Cards System. The Government will pilot a system of procurement
cards, in lieu of the often-abused system of cash advances, within 180 days.
• Manpower Information System and Central Payroll. To better manage government
manpower requirements and improve accountability in the disbursement of funds for
personal services, the Government will complete its Government Manpower
Information System and develop a Central Payroll System within 360 daysxxv.
• Targeting Beneficiaries with Razor-Sharp Precision. The Government has an existing
National Household Targeting System (NHTS) which it uses to identify and locate
beneficiaries of targeted poverty reduction programs. Within 360 days, the
Government will enhance the NHTS by expanding its coverage from indigent
households to other poor sectors, such as rural sectorxxvi, informal sector and
indigenous peoples. CSOs will be tapped to ensure the integrity of the NHTS.
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6. • Electronic Transparency for Congressional Allocations and Lump Sum Funds. Within
360 days, the Government will expand the eTAILS so that 1) other often-politicized
lump-sum fundsxxvii are processed through it; and 2) where citizen reportage on the
implementation of projects funded by Congressional Allocations is enabled.
• Interactive Fiscal Transparency. Within 180 days, the Government will develop and
launch a Budget ng Bayanxxviii website, which will serve as an interactive platform for
citizens to learn about and find information on the National Budget.
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7. i
Roughly translated as “enough is enough!”
ii
Senator Benigno S. Aquino, Jr., a staunch critic of the Marcos regime, was assassinated on August 21, 1983 upon
returning from exile from the United States.
iii
Candidate Benigno S. Aquino III won as president with 15.2 million votes or 42% of all votes cast; with a lead of 5.7
million from the next contender (there were eight other candidates).
iv
Roughly translated as “No Corruption, No Poverty.”
v
The Philippine Development Plan 2011-2016, as operationalized by Executive Order No. 43.
vi
Namely: Caucus of Development NGOs (CodeNGO), Budget Advocacy Group, Alternative Budget Initiative,
Transparency and Accountability Network, Affiliated Network for Social Accountability-East Asia, Access to
Information Network, People Power Volunteers for Reforms, National Citizen’s Movement for Free and Honest
Elections, Coalition Against Corruption, Association of Foundations, Pinoy Micro Enterprise Foundation, Makati
Business Club and National Competitiveness Council.
vii
Section 97 of the General Provisions of the 2011 General Appropriations Act (Republic Act No. 10147) requires
agencies to post the following information on their official websites: approved budgets, performance measures and
targets, major programs and projects to be implemented, annual procurement plan, contracts awarded and names of
contractors, targeted and actual beneficiaries, utilization of funds, status of implementation, program/project
evaluation reports.
viii
State of the Nation Address (SONA) 2011 Technical Report, page 4, with updates from DILG
ix
SONA 2011 Technical Report, page 9-10. Departments which piloted the consultative process were those in the
social and economic services sectors with the biggest budgetary allocation, namely: Education, Health, Social Welfare,
Public Works, Agriculture and Agrarian Reform. Pilot government corporations were those with large government
subsidies, particularly the National Food Authority, National Housing Authority and National Home Mortgage and
Finance Corporation.
x
Ibid.
xi
Ibid.
xii
SONA 2011 Technical Report, page 2
xiii
MTEF is a planning-budgeting framework which provides a three-year perspective to budget preparation.
xiv
OPIF is an approach to expenditure management that directs resources towards results or major final outputs and
measures agency performance by key quality and quantity indicators.
xv
Of 5,716 national departments and agencies nationwide
xvi
In particular, the Run After Tax Evaders of the Bureau of Internal Revenue; the Run After The Smugglers of the
Bureau of Customs; and the Revenue Integrity Protection Service of the Finance department.
xvii
SONA 2011 Technical Report, page 4, with updates from DILG.
xviii
SONA 2011 Technical Report, page 3
xix
Translated as “People’s Money”
xx
Of 22 Departments of the executive branch, 6 have posted their approved budgets on their websites, 3 have posted
their fund utilization reports, and 10 have posted their annual procurement plans.
xxi
In particular, in the budget legislation, execution and accountability phases.
xxii
In particular, the Public Works, Education, Finance, Justice, Health, Social Welfare, Budget, Labor and Environment
departments.
xxiii
Lower-income municipalities are those belonging to the 4th-6th classes. There are a total of 619 municipalities under
these classes. Lower-income cities are those belonging to the 4th to 5th classes. There are a total of 28 cities under
these.
xxiv
Particularly, the Finance and Budget departments and the Commission on Audit.
xxv
In accordance with Executive Order No. 31 series of 2011
8. xxvi
A Registry of Farmers may be developed as part of NHTS or independent of it.
xxvii
Modules for the School Building Fund and the Internal Revenue Allotment of Local Governments are slated for
development.
xxviii
Translated as “The People’s Budget”