Republic of the Philippines

Provincial Government of Compostela Valley

PROVINCIAL HUMAN RESOURCE MANAGEMENT & DEVELOPMENT OFFICE
Nabunturan, Compostela Valley
Mobile: 0947 220 6597 | Email: hrmd_comval@yahoo.com

Strategic Plan

STRATEGIC PLAN (2017-2019)

1
 PROVINCIAL HUMAN RESOURCE MANAGEMENT AND
DEVELOPMENT OFFICE

Chapter I Introduction
Brief History
Objective of the Plan
Context of the Plan
Plan Implementation Cycle

Chapter II The Office, Its Mandates and Services

Office Mandated Functions
The PRIME-HRM
The Logical Framework
a. The PLGU Societal Goal
b. The PHRMDO Sectoral Goals

The Major Final Outputs

a. Learning and Development Services
b. Recruitment, Selection and Placement
c. Employee Payroll, Leave Administration and Benefits
Services
d. Performance Management Services
e. Rewards and Recognition Services
f. Employee Welfare Services
g. HR Support Services

Chapter III The Existing Situation

The Approved Organizational Structure

The Functional Structure
Highlights of Accomplishments
Inventory of Equipment, Furniture and Fixtures
The Problem Tree
a. Slow Progression of Employees Career Path
b. Unintegrated HR Information System
c. Weak Implementation of Employee Welfare Program
d. Low Level Percentage on Practices and Competencies
for PRIME-HRM Level III

Chapter IV The Strategic Direction

Vision
Mission
Goals
Core Values
The Objective Tree
a. Fast Progression of Employees Career Path
b. Integrated HR Systems
c. Effective Implementation of Employee Welfare
Program
d. Full Implementation of Practices and Competencies
Requirement for PRIME-HRM Level III
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Chapter V Investment Programming
The Proposed Organizational Structure
The Learning and Development Need
Office Structure, Furniture and other Physical Needs

Chapter VI Appendices

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 Chapter I

INTRODUCTION

1.1. Brief history

Compostela Valley is the 78th province in the country carved out of Davao del Norte
Province by virtue of Republic Act No. 8470. The law creating the province was signed by
President Fidel V. Ramos on January 30, 1998. It was then made effective on March 7, 1998
upon approval of the majority of the votes cast in a plebiscite called for the purpose.

During the incumbency of the then Davao del Norte Governor, Prospero S. Amatong,
the creation of a separate province was then sponsored by Congressmen Rogelio M.
Sarmiento, Rodolfo P. Del Rosario and Baltazar A. Sator.

The first Governor of the province was Engr. Prospero S. Amatong, who held the
position only for a day on March 25, 1998 when he filed his candidacy for the congressional
seat in the 2nd District of the new province. Madam Luz M. Sarmiento took over the seat of
the Provincial Government by virtue of a presidential appointment from March 27, 1998 to
June 30, 1998.

Atty. Jose R. Caballero, a practicing lawyer and former Vice Governor (1988-1992) of
the then undivided Davao del Norte was the first elected Governor of Compostela Valley who
served for three terms (1998-2007). During his incumbency, the Provincial Capitol was
established.

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 A corporate leader, Arturo T. “Chiongkee” Uy, a member of the 3rd
SangguniangPanlalawigan of Compostela Valley (2004-2007) was elected Governor during the
2007 elections. In his first 100 days as Governor, in the midst of political divisiveness, he
forged unity among political leaders and various sectors of the province and created a new
synergy and convergence in the development and delivery of public services. The “Solidarity
Ring” which symbolizes the beginning of a new era of unity and good governance exemplifies
his initiatives.

Jayvee Tyron L. Uy, the third elected Governor of the province, vowed to continue all the
programs and projects that the former Governor Arturo T. Uy has started.
Inspired by the legacy of his father on good governance and unity in Compostela Valley,
Gov, Jayvee Tyron L. Uy revealed the brand of leadership he intends to do under his campaign
of “One Comval. One Vision.”.

1.2. Objective of the Plan:

The Provincial Government of Compostela Valley requires its offices to submit a

strategic plan to ensure a smooth and harmonious implementation of its various plans,
programs and activities aligned with the organizational goal of the province.

For the Provincial Human Resource Management and Development Office, the plan shall
serve as guide in the realization of its goal to be a competency based provincial human
resource. This entails intensification of the learning and development of its human resource as
well as performance management, benefits and/or rewards and recognition, and personnel
records management.

Moreover, the plan will serve as a framework to properly and equally apportion source
of funds, hence, there will be minimal wastage of funds, time and effort.

1.3. Context of the Plan

The PHRMDO being the key office that takes charge in the management and
development of the entire human resource of the provincial government of Compostela Valley
is bound to formulate the PHRMDO Plan through a proactive and collaborative effort of its
personnel following the Plan Implementation Cycle as shown below:
PLAN IMPLEMENTATION CYCLE
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 Multi-Department Planning Investment Programming

Budgeting

Monitoring
Plan Implementation Review andEvaluatio Implementation
n
Fig. 1 The Plan Implementation Cycle

Chapter II

THE OFFICE, ITS MANDATES AND SERVICES

2. Office Mandated Functions

The Provincial Human Resource Management and Development Office created under
Provincial Ordinance No. 26-2014 dated November 19, 2014 is mandated to perform the
following functions:

2.1Assist and advise the Governor in the development, formulation and execution of
policies, rules, and regulations in all areas of human resource management in accordance
with the Civil Service law and rules;

2.2 Implement comprehensive and balanced human resource development programs

designed to raise the level of efficiency, effectiveness and morale;

2.3 Establish a sound recruitment and selection system within the organization;

2.4 Administer the position classification and compensation system (as prescribed by the
Department of Budget and Management) and other employee welfare programs such as

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medical and hospitalization benefits, health and safety standards, disability, retirement,
and other benefits;

2.5 Help create an environment conducive to good supervisor-employee relations and

improvement of employee welfare and morale and recognizes the employee’s right to self
organization;

2.6 Assist the department and agency in the development and implementation of
performance standards evaluation systems and employee recognition programs;

2.7 Conduct exit interview to employees who are about to retire, resign, transfer or
separate from the agency to obtain their suggestions and/or feedback on how to improve
the organizations productivity and performance;

2.8 Execute, administer and facilitate human resource development activities such as
training, seminar, workshops and the like;

2.9 Establish and administer a continuing employee suggestions and incentives and
awards systems for the improvement of employee performance and productivity;

2.10 Maintain a compete and updated human resource information system;

2.11 Ensure that the HR Systems mandated by the Civil Service Commission are installed
and properly implemented;

2.12 Prepare an annual forecast of personnel services through the provision of annual
plantilla of positions;

2.13 Prepare payroll and voucher for the salaries and wages of permanent, casual and job
order personnel;

2.14 Control leave application and check report on leave balances, and ensure compliance
of the rule governing punctuality and attendance of employees;

2.15 Facilitates employees’ availment and maintains record on benefit claims such as
PhilHealth, Pag-IBIG, GSIS, and other benefits;

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2.16 As a member of the Compostela Valley Council of Human Resource Management
Practitioners (CCHRMP), activel participate in all programs and activities of the council;

2.17 Liaise with the Civil Service Commission on personnel- related matters.

3. The PRIME-HRM

The Civil Service Commission pursuant to Resolution No. 1200241 dated February 1,
2012 adopts the guidelines on the implementation of the Program to Institutionalize
Meritocracy and Excellence in Human Resource Management (PRIME-HRM). It is a
mechanism to continuously capacitate agencies in the performance of their human
resource management functions, recognize best practices in the various areas of
human resource management, and serve as a venue for exchange and development of
expertise in human resource management in the public service. It is also a program to
inculcate meritocracy and excellence in the public service human resource
management through a program of reward, recognition, empowerment, and continuous
development.

The CSCRO/CSCFO, the agency head and the HRMO as partners shall be
responsible in the implementation of the policies of PRIME-HRM

4. Logical Framework
The PLGU Societal Goal- Improved Quality of Life of Comvalenyos
This is the over-all goal of the provincial government. The sectoral goals and
major final outputs of every department/office are geared towards the attainment of
this societal goal, such as: Improved Management and Administrative Governance,
Improved Economic Governance, Improved Social Governance, Improved
Environmental Governance, and Improved People’s Participation, Transparency ad
Accountability.

The PHRMDO Sectoral Goals -

In line with the implementation of the PRIME-HRM, the sectoral goals of the
PHRMDO are Competency-Based Provincial Government Human Resource and
Competency-Based PHRMDO. With this, a competency-based recruitment, selection
and placement is being implemented. This is a tool to ensure that capabilities of every

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 employee are aligned to address the need of the organization to be able to reach its
over-all goal.

The PHRMDO Logical Framework

The logical framework further shows the major final outputs or the mandated functions
of the Provincial Human Resource Management and Development Office based on the
requirement of the Program to Institutionalize Meritocracy and Excellence in Human
Resource Management (PRIME-HRM). The execution of these functions is geared
towards the attainment of its outcome which is the Quality Human Resource
Management and Development, and eventually to achieve its societal goal which is an
Improved Quality of Life of Comvalenyos through the implementation of a Competency-
Based Provincial Government Human Resource, and a Competency-Based PHRMDO.

Figure 2- PHRMDO Logical Framework

5. Office’s Major Final Output

A. Learning and Development Services

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 The Learning and Development Services encompass the total development of its
human resource – knowledge and skills development, attitude enhancement, capability
building and assessment.
The Learning and Development Plan is a tool towards the effective implementation and
execution of the Learning and Development services. This involves various activities prior
and after the conduct of a seminar or training like the preparation of Calendar of Training,
preparation of letter to the participants, travel order, training kit, and the submission of
Terminal Report every after conduct of training. There is also a need to conduct Impact
Assessment to know the degree of impact of the training conducted. The figure below
shows the regular activities of the Learning and Development Section/services. Part of the
projects and activities of the Learning and Development section is to act as in charge of
the Comval Minstrels, the Administrative Officers who are considered as the arm of the
PHRMDO, and the Healthy Lifestyle Focal Persons. The section also takes charge in
theconduct of orientation for newly hired personnel. The personnel under this section
practice the core value of Professionalism, Customer Care, Transactional Skill and Patience.

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 Figure 3- Learning and Development Services

B. Recruitment, Selection and Placement

One of the mandated functions of the PHRMDO is the Recruitment, Selection and
Placement (RSP) which functions are to publish/post vacant positions in accordance with
RA 7041, receive application documents, and conduct screening through the Personnel
Selection Board.
Preparation of Appointment for regular and casual employees is one of the major
functions of the Recruitment, Selection and Placement section
Figure 4 shows the other functions of the RSP. It also shows the requirements of its
personnel as to knowledge and skills. That acquisition of Civil Service eligibility is of
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utmost importance. Computer literacy and communication skills are also necessary to
effectively deliver their functions.

Figure 4- Recruitment, Selection and Placement

C. Employee Payroll, Leave Administration, and Benefits Services

The other major service of the PHRMDO is the Employee Payroll, Leave Administration,
and Benefits services. The figure below shows the detailed activities in the payroll
preparation.
Figure 5 also shows the other functions of PHRMDO which are to check the
appropriateness of leave applied by the employees as well as record/post same to the
employee’s leave card. At present, the section is also implementing digitization in the
recording of leave to minimize the use of paper as our way of applying the 5S principle.
Knowledge on CSC Rules, Taxation and Accounting is required to effectively perform the

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task. This section also assist in the conduct of orientation to newly hired personnel to
discuss the different benefits due to the employees.

Figure 5- Employee
Payroll, Leave Administration, and Benefits

D. Records Management Services

Every permanent and casual employee has his own service record in which the Records
Management section is in charge. It also keeps the individual employees personal
record/201 file as well as the in charge in the preparation of various certifications, and the
preparation of different CSC reports.
Knowledge on Rules on Records Management is necessary for the personnel in the
Records Management section personnel. Computer literacy is also a must. Being organized
and systematic are the core values to ensure an effective safe-keeping of records.

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 Figure 6- Records Management Services

E. Performance Management Services

Part of the thrust of PRIME-HRM is the Strategic Performance Management System in

which the Performance Management Section is in charge in the implementation. It involves
performance monitoring and counseling to low performing employees. The section
provides support to the Performance Management Team.
The personnel in the Performance Management section are required to have knowledge
on Civil Service guidelines on Performance Management as well as guidelines on the rules
affecting Probationary Employees. Aside from computer literacy and communication skills,
it also requires skills in analytical thinking to be able to interpret correctly the rating of the
employees.

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 Figure 7- Performance Management Services

F. Rewards and Recognition Services

Part of the performance management cycle is rewards and recognition wherein high
performing employees will be given reward. Part of it are the retiree’s incentive and the
group travel for loyalty awardees. This is also part of the PRIME-HRM wherein excellent
performers will be retained in the organization through monetary reward. On the other
hand, low performing employees will be given appropriate interventions like sending them
to training and other learning and development interventions.

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 Figure 8- Rewards
and Recognition Services

G. Employees’ Welfare Services

Considered as one of the core functions of PHRMDO is to look into the Employees’
Welfare as per CSC Memorandum Circular No. 33, s. 1997. The figure below presents the
different activities geared towards employees’ welfare where some are already
implemented while there are still other programs to be implemented yet.

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 Figure 9- Employee Welfare Services

H. HR Systems Support Services

The PHRMDO takes charge in the implementation of the different HR systems as

mandated by the Civil Service Commission. Aside from that, it also provides organizational
support to the different committees. Considered as the biggest event is the annual conduct of
the Bulawan Festival which coincides during the founding anniversary of the Province.

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Figure 10- HR Systems Support Services

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 Chapter III
The Existing Situation

3.1 The Approved Organizational Structure

The approved organizational structure of PHRMDO is composed of 10 plantilla positions

only with 2 divisions, namely: a. the Human Resource Development Division that takes charge
in the learning and development, performance management and rewards and recognition of
employees. B. the Payroll and Benefits Division is the one that takes charge in the preparation
of various payrolls as well as leave administration.

Figure 11- The approved organizational structure

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3.2 The Functional Structure

The figure below shows the functional structure of PHRMDO which is composed of 10
permanent,18 casual, and 10 Job Order personnel. Unlike in the approved organizational
structure where there are only 2 divisions, the functional structure has 3 divisions, namely: a.
Human Resource Development Division, b. Recruitment, Selection, Placement and Records
Management Division, and c. Payroll and Benefits Division. Originally, the Recruitment,
Selection, Placement, and Records Management Division is only a section under the Human
Resource Development Division. But since the said section entail a huge bulk of work and
responsibility, it has been decided to make it a separate division. This is one of the strategies
of the office to effectively deliver its mandated functions following the principles of PRIME-
HRM. Moreover, the Human Resource Development Division, and the Recruitment, Selection,
Placement and Records Management has 2 distinct functions.

Figure 12- The Functional Organizational Structure

3.3 Highlights of Accomplishments

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 The Provincial Human Resource Management and Development Office is a
recipient of the CSC award for PRIME-HRM Level II accreditation. Part of the criteria of
the award is the crafting of the HR Plan, crafting of the SPMS Book, and the conduct of
Background Investigation as part of the recruitment, selection and placement of
employees. This accreditation gives the provincial government the authority to act on
appointments, and other HR actions.

It is also a recipient of the CSC Seal of Excellence in line with the implementation
of RA 9485 otherwise known as the Anti- Red Tape Act with 95.5% rating. This is the
highest rating in the entire country.

Figure 13- Taken

during the awarding
ceremony for Level II accreditation

3.4 Inventory of Equipment, Furniture and Fixture

The figure below shows the different equipment, furniture and fixture in PHRMDO, as
well as its users, purpose and status.

Most of the computer units that are declared good in status are already old ones, thus
sometimes the user encounters problems that might cause delay in the different
transactions.

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Equipment Accountable Purpose Status
Person/User of
Equip
ment
Laptop Computer Lara ZK N. For HR Good
Bermejo matters
Laptop Computer Teresa C. For trainings, Good
Rimando seminars and
other HR
activities
Office Table Lara ZK N. For work New
Bermejo purposes
Office Table Janet I. For work New
Tanhueco purposes
Office Table Teresa C. For work New
Rimando purposes
Office Table Joy C. Madrid For work New
purposes
Office Table Grace J. For work New
Almedilla purposes
Office Table Vivian S. For work New
Esparagoza purposes
Office Chairs All personnel For office Good
work
LCD Projector Teresa C. For trainings, Good
Rimando seminars and
other HR
activities
Voice Recorder Joy C. Madrid For PSB Old
Computer units (desktop) Grace Almedilla For Good
corresponde
nce, Project
Designs,
Memorandu
m
Marlee Mae For reports, old
Lumor Training
Needs
Assessment,
LDNF
recording
and
corresponde
nce
Benjor Patrick For layouting Good
Apit of permanent
employees’
IDs,
Certificate,
Tarpauline
and other
designs
Shirley Leuterio For Office old
Orders,
Memorandu
m, and
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 reports
Florie Jane For financial Good
Mabale documents
and reports
TeodoraDaruca For Casual old
and JO IDs
JanceAntisoda For Good
mortuary,
employees
uniform and
other HR
matters
Dinah Lyn Basco For Good
administrativ
e concerns
Joy Madrid For CSC Good
reports
Sheryl Macalde For Good
appointment,
plantilla,
CATS No.,
letters, HRIS
ChandaHornido For JO Good
Contracts
and
certifications
RhessianieCurso Contract of Good
newly hired
personnel
Emily Pacada Service Good
Record, CSC
Reports,
Appointment,
HRIS
RamelLauzon Application Good
letters, and
Endorsement
letters
Girlie Murillo Appointment Good
and
certifications
RembrantAbao CATS No. Good
Janet Tanhueco Corresponde Good
nce, and
Confirmation
of
Loans/Intern
et
connection
Vivian Leave and Good
Esparagoza payroll
RomieLasaga Leave, Good
transmittal,
Net Take
Home Pay
Erzelene Transmittal, Good
Balsamo printing of
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 scanned
docs.
Grace Gabutan Leave, DTR, Good
TO and AS
RocelNisnisan JO payroll, AS Good
and DTR
Bonierick Carlo AS and TO Good
Lubiano
Bernard Control of Good
Bernabe Training
expense, AS
and TO
MeldridArtita Casual Good
payroll, OT of
casual and
regular
personnel,
transmittal
and DTR
Cherry Jane Payroll of Good
Reston regular
personnel
Helen May Casual Good
Hermo payroll, AS,
TO, DTR and
Schedule of
duty for
hospital
personnel
Vanessa JO payroll, Good
Cimafranca AS, TO and
schedule of
duty for
hospitals and
PRC
Geovan Rey JO payroll, Good
Petallo AS, TO, DTR
and control
of training
expense

3.5 The Problem Tree

After a thorough discussion and collaborative effort of the key personnel of PHRMDO, 4
major problems of the office were identified. Every major problem is being dissected by
looking at its possible causes and effects. In such a way, finding a solution to every problem
becomes realistic and achievable.

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 A. Slow Progression of Employees’ Career Path

One of the identified problems of PHRMDO is the slow progression of employees’ career
path caused by lack of plantilla positions due to non-reorganization since the creation of the
province. Another factor is that most employees do not have eligibility since they lack budget
for review. They also lack skills and competency. Insufficient funds for learning and
development is also a factor.

Figure 14- Problem No. 1: Slow Progression of Employees’ Career Path

B. Unintegrated Human Resource Information Systems

One of the requirements in the full implementation of PRIME-HRM is the Human

Resource Information System (HRIS) in which at present is not yet operational. Thus, it is
considered one of the problems of the office brought about by different programming
language used, and lack of computer programmers who would concentrate on HR programs

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 Figure 15- Problem No. 2: Unintegrated HR Information System

C. Weak Implementation of Employee Welfare Program

Considering the many services handled by the office, there is only less attention given
to employees’ welfare thereby making it one of the identified problems as it results to high
occupational risk. Aside from the fact that there is no particular personnel to handle, lack of
budget is also of utmost consideration.

Figure 16- Problem No. 3: Weak Implementation of Employee Welfare Program

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 D. Low Level Percentage on Practices and Competencies for PRIME-HRM Level
3

While we have already reached the Level II accreditation in the PRIME-HRM, the office is
now working for Level III accreditation. However, there are still practices which are not yet
fully implemented, hence, up to this time, we are still in the level II.

Figure 17-Problem No. 4: Low Level Percentage on Practices and Competencies for PRIME-HRM
Level III

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 Chapter IV
The Strategic Direction

The PHRMDO strategic direction is being formulated after identifying objectively the
gaps in the different areas in human resource management and development such as
Recruitment, Selection and Placement, Learning and Development, Performance
Management, and Reward and Recognition.

1. VISION

The Provincial Human Resource Management and Development Office is an

empowered and dynamic unit; the catalyst of the Provincial Government of
Compostela Valley in getting the best people in the organization through a
competency-based recruitment, selection, and placement; committed to develop
employees to reach their highest potential, sustain their competencies and
maintain good attitude; and a model of excellence, honesty, integrity, and
teamwork.

2. MISSION

To execute systems and programs that would lead to excellent performance of

one’s duties and responsibilities; to develop a plan to continuously enforce the
merit and fitness in the recruitment process, and to promote integrity,
commitment and dedication to public service.

3. GOALS

To fully implement a competency-based human resource in the Provincial

Government of Compostela Valley;

To fully implement the HR Information System;

To effectively implement the Employee Welfare Program;

Full implementation of practices and competencies requirement for PRIME-HRM

Level III

4. CORE VALUES

The Provincial Human Resource Management and Development Office commits

to practice the core values of Professionalism, Customer Care, Patience,
Transactional Skills, Interpersonal Relationship, and being Organized and
Systematic.

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 5. The Objective Tree

The objective tree contains the solutions or goal of the office that will
address every problem identified in the problem tree.

A. Fast Progression of Employees’ Career Path

With the identified problem shown in figure 14 which is the slow progression of the
employees’ career path, the figure below shows the possible solutions to address the problem
thus reaching the goal of fast progression of employees’ career path. It is determined that
once there are additional plantilla positions, employees will have eligibility, employees will
become more skilled and competent in their specific fields, and there will be sufficient budget,
there is no question for employees upgrading or promotion.

Figure 18- Objective Tree No. 1: Fast Progression of Employees’ Career Path

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 B. Integrated HR Information System

With the presence of additional programmers, and the use of single programming
language, it is hoped that the goal of the office to have an integrated information system will
be realized. Hence, flow of transactions will become smooth and fast.

Figure 19- Objective Tree No. 2: Integrated HR Information System

C. Effective Implementation of Employee Welfare Program

With the availability of funds as well as of competent personnel, and office space, it is
hoped that there will be an effective implementation of the employees’ welfare program thus
producing a healthy working environment.

Figure 20- Objective Tree No. 3:Effective Implementation of Employee Welfare Program

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 D. Full Implementation of Practices and Competencies Requirement for
PRIME-HRM Level III

As of this time, the office starts to implement a defined recruitment, selection and
placement with the implementation of the Background Investigation. The office also applies
strengthened policies in the learning and development interventions through the conduct of
Training Needs Assessment, and Impact Assessment. There will be competency-based
performance management system, and advanced rewards and recognition practices.

Figure 21- Objective Tree No. 4: Full Implementation of Practices and Competencies Requirement
for PRIME-HRM Level III

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 Chapter V
Investment Programming

5.1 The Proposed Organizational Structure

The proposed organizational structure of PHRMDO is based on the mandated

functions of the office as well as on the thrusts of PRIME-HRM. With this, it can be
gleaned from the figure below that there are 2 HRMO III in every division, 2 HRMO II, 4
HRMO I, and 4 HRM Assistants.

2017 Budget 2018 Budget 2019 Budget

HRMO IV (1) 693,272.00 HRMO III (3) 1,491,984.00 HRMO II (3) 1,187,064.00
HRMO III (3) 1,491,984.00 HRMO II (3) 1,187,064.00 HRMO I (6) 1,822,080.00
HRMO I (2) 607,360.00 HRMO I (3) 911,640.00 HRMO I (1) 303,680.00
HRM Asst. (4) 976,608.00 HRM Asst. (4) 976,608.00 HRM Asst. (4) 976,608.00

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5.2 The Learning and Development Need

The table shows the different learning and development needs of every
personnel of the office as a result of the Training Needs Assessment. It is believed that
attendance to these identified training is a tool to improve and sustain the
competencies of every employee.

PPAs Specific Expecte Amou Implementing Year

Objectiv d nt
e Output
2017 2018 2019
TRAINING
NEEDS:
Seminar on /
Effective
Writing
Records /
Management
Seminar
Seminar- /
workshop on
Event
Organizing
Basic /
Computer
Course
Computer /
Operator's
Training
(Advanced)
HRIS /
Orientation
Public Service /
Ethics and
Accountability
Seminar
Advance /
Technical
Writing
Personality /
Development
Training
Stress /
Management
Training
English /
Proficiency
Refresher
Course
Gender /
Sensitivity
Training
Seminar on /
33
 Parliamentary
Procedures
Seminar/upda /
te on LACE
Supervisory /
Development
Course
Minutes taking /
and writing
Emceeing/Hos /
ting Seminar
RRACCS /
Conflict /
Management
Training

5.3 Office Structure, Furniture and other Physical Needs

The table below shows the need of the office as to equipment, furniture and
other physical needs that are necessary in the

EQUIPMENT
NEEDS:
Photocopier /
HR Server /
Heavy Duty /(1) /(1)
Scanner (2)
Computer / (2) / (2) / (2)
Units
(desktop)

FURNITURE
AND
FIXTURES
NEEDS:
Office Tables / (10) /
Filing Shelves /

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 Chapter VI
Appendices

PRIME-HRM Awarding
January 2016

PRIME-HRM Awarding
December 2016

35
 USWAG
GawadKalingaPangutosan
July - December 2016

36
Philippine Civil Service Anniversary Celebration
September 2016

37
PHRMDO PRIME-HRM ASSESSMENT & TEAMBUILDING
November 2016

38
 VARIOUS LEARNING & DEVELOPMENT ACTIVITIES

Basic Customer Service Skills Seminar

Seminar on Civil Service

Rules & Policies
Integration and Stress
Management

Employee
Orientation

PMT-RSP Workshop

39
 AFFILIATION TO VARIOUS COMMITTEES

Executive Committee

Council of Human Resource Mgt. &

Practitioners XI, Inc. (CHRMP)

Public Employment Service Office (PESO)

Program on Awards &

Incentives for Service
Excellence (PRAISE)

Compostela Valley
Scholarship Program
(CVSP) Technical
Working Group 40