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BFP ADMINISTRATIVE FUNCTION Fire National Training Institute, 4029 Camp Vicente Lim, Calamba City Module 1: Human Resource Management Functions of Human Resource Management Division A. Purpose To build and maintain a pool of professional, well-rounded and competent personnel. B. Functions a. Performs administrative and technical supervision over its sections- Recruitment and Selection Section, Personnel Placement Section and Personnel Liaison Section; b. Ensures standard implementation of systems and policies insofar as human resource and performance management are concerned, BFP-wide; and c. Spearheads coordination and collaboration with other agencies and organizations concerning human resource management issues. 1

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Page 1: Fact Sheets Oac

BFP ADMINISTRATIVE FUNCTIONFire National Training Institute,

4029 Camp Vicente Lim, Calamba City

Module 1: Human Resource Management

Functions of Human Resource Management Division

A. Purpose

To build and maintain a pool of professional, well-rounded and competent personnel.

B. Functions

a. Performs administrative and technical supervision over its sections- Recruitment and Selection Section, Personnel Placement Section and Personnel Liaison Section;

b. Ensures standard implementation of systems and policies insofar as human resource and performance management are concerned, BFP-wide; and

c. Spearheads coordination and collaboration with other agencies and organizations concerning human resource management issues.

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Functions of Recruitment and Selection Section

A. Purpose

To help maintain a pool of capable and competent manpower through strict implementation of merit- and- fitness- based systems on policies on recruitment, and other personnel actions.

B. Functions

a. Performs secretariat functions for the Personnel Selection Board;

b. Prepares appointments;

c. Processes documents for payment of initial salaries and benefits (e.g. Initial Clothing Allowance), in coordination with PerAS, PRMD; and

d. Maintains database of qualified applicants or candidates for appointment.

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Functions of Personnel Placement Section

A. Purpose:

To help ensure that the agency has the right human resource to fulfill its mandate through identification of personnel with competencies and attitude that fit particular positions/ assignments. B. Functions

a. Performs secretariat functions for the Placement and Selection Board;

b. Establishes a viable career management plan/ program, in collaboration with the Training Section (TS), CDD;

c. Screens and identifies personnel who are qualified and fit to perform particular jobs;

d. Assist in identifying the needs of the agency and its human resource by performing regular inventory of capabilities, competencies, and requirements (e.g. training, facilities, equipment, and incentive) of available personnel vis-a vis given tasks or assignments; and

e. Programs deployment of personnel or staffing of offices/ units.

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Functions of Personnel Liaison Section

A. Purpose

To establish linkages with government agencies such as, but not limited to, Civil Service Commission (CSC), Department of the Interior and Local Government (DILG), Senate of the Philippines, Philippine House of Representatives, Bureau of Internal Revenue (BIR) Office of the Ombudsman, and Sandiganbayan, and government owned and/ or controlled corporations such as, but not limited to, Land Bank of the Philippines, Home Development Mutual Fund (Pag-ibig), Government Service Insurance System (GSIS), Philippine Health Insurance Corporation (Philhealth) and Development Academy of the Philippines (DAP).

B. Functions

a. Coordinates and works with both houses of Congress on legislative matters affecting the personnel administration system and people working in BFP;

b. Transmit singed appointments, list of vacancies published through BFP website, motion for reconsideration and other personnel-related documents to CSC;

c. Liaises to the CSC regarding the approval of the policies/ guidelines submitted pertaining to personnel actions and updates regarding new issuance of personnelling;

d. Links between the National Headquarters and the Regional Offices, including the synchronizing and monitoring of submission of monthly reports, such as, but not limited to, Roster of Personnel, Monthly Pension Report, Report of Changes and Accomplishment Report; and

e. Transmit/ Receives documents to/from the above-mentioned government agencies/ government owned and/ or controlled corporations and transmits the same to the concerned office at the BFP.

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General Qualifications for Appointment to Fire Officer 1(based on Section 1 of IRR of Republic Act No. 9592)

Initial Appointment – No person shall be appointed as uniformed personnel of the BFP unless he/ she possesses the following minimum qualifications:

1. A citizen of the Republic of the Philippines;2. A person of good moral character;3. Must have passed the psychiatric/ psychological, drug and physical tests

for the purpose of determining his/ her physical and mental health;4. Must possess a baccalaureate degree from a recognized institution of

learning;5. Must possess the appropriate civil service eligibility;6. Must not have been dishonorably discharged or dismissed for cause from

previous employment;7. Must not have been convicted by final judgment of an offense or crime

involving moral turpitude;8. Must not be less than twenty-one (21) nor more than thirty (30) years of

age;9. Must be at least one meter and sixty-two centimeters (1.62 m.) in height for

male, and one meter and fifty-seven centimeters (1.57 m.) for female; Provided, that a waiver for height and age requirements shall be automatically granted to applicants belonging to the cultural communities; and

10.Must weigh not more or less than five kilograms (5kgs.) from the standard weight corresponding to his/ her height, age and sex.

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Republic Act No. 9592 (Waiver)(Section 2 of Republic Act No. 9592)

a. Waiver for height and age requirement shall be automatically granted by the Chief, BFP to applicants belonging to the cultural communities; Provided, that applicants who belong to cultural communities must submit proof of their membership in a particular cultural minority as certified by the National Commission on Indigenous People (NCIP) or the Office of Muslim Affairs (OMA).

b. In all other cases, as may be determined and upon recommendation of the BFP Personnel Selection Board in the Regions or the National Headquarters, waiver of age and height requirement may be granted by the Chief, BFP to applicants who possess any of the following:

1. Outstanding scholastic accomplishments, such as being honor graduates, consistent academic scholars, board/ bar topnotchers and the like;

2. Possession of special skills in fire suppression, fire prevention, knowledge and skill in operation of heavy equipment, such as aerial ladder, squirt, lighting tower truck, rescue tender and other apparatus and equipment, rescue and emergency medical services;

3. Holder of professional driver’s license with 2 and 3 restriction code;4. Mechanic with TESDA mechanic trade test certificate with expertise in

pump operation, auto diesel engine and auto electrical troubleshooting; or

5. Other skills that will sustain the traditions/other demands of the uniformed service.

Provided, that waiver under Section 2 paragraph B hereof may be granted only when the number of qualified applicants falls below the minimum quota, except in cases where an applicant with waiver possesses superior qualifications.

c. Waiver of age requirement under Section 2 paragraph B hereof may be granted provided that the applicant shall not be over thirty-five (35) years of age. For purposes of this paragraph, one is considered to be not over thirty-five (35) years old if he/ she has not yet reached his or her thirty-six (36th) birthday on the date of the effectivity of his/her appointment. Provided, that in case an applicant was previously with the government service, the age difference when the number of years in the government is subtracted from his/ her actual age at the time of appointment must not exceed forty (40) years ; Provided, finally, that his/ her previous separation from the government service was not for cause.

d. Waiver of height requirement under Section 2, paragraph B hereof may be

granted only to a male applicant who is at least 1 meter and 57 centimeters (1.57

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m.) and to a female applicant who is at least 1 meter and 52 centimeters (1.52 m.); and

e. The height and are requirements shall only be waived subject to the condition that the applicant meets and possesses all other qualification standards.

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Common Requirements for Regular Appointments

a. Form. The appointment which must be in triplicate copies shall be in the prescribed CS Form 33 (Revised 1998) for regular employees or the Plantilla Form No. 001 for casuals. Original copies shall not be filled out using Xeroxed or photocopied forms.

b. Signature of the Appointing Authority. The original copy of the appointment must be duly signed and the succeeding two (2) copies thereof at least initialed by the appointing authority.

c. Position Title. The position title indicated in the appointment shall conform with the approved Position Allocation List and should be found in the Index of occupational Service (IOS). The salary shall always be indicated after the position title.

d. Employment Status. The employment status shall be indicated on the space provided therefore. It may be permanent, provisional, temporary, substitute, co-terminous, casual or contractual.

e. Date of Signing. The date of signing, which is the date of the issuance of the appointment shall be indicated below the signature and the initials of the appointing authority.

f. Nature of Appointment. The correct nature of appointment shall be indicated on the space provided therefore. The nature of appointment, which may either be original, initial, promotion, transfer, reemployment, reappointment, reinstatement, renewal, change of status or demotion, shall be indicated in the space provided for.

g. Publication of Vacancy. Vacant positions to be filled shall be published ion accordance with RA 7041 and its implementing guidelines except for the positions:

1. Primarily confidential positions2. Positions which are policy determining3. Highly technical positions4. Other non-career positions5. third level positions (Career Executive Service)6. positions to be filled by existing regular employees in the

agency in case of reorganization.

h. Personnel Selection Board (PSB) Evaluation/ Screening. All appointees should be screened and evaluated by the PSB, if applicable. As proof thereof, a certification signed by the Chairman of the board at the back of the appointment or alternatively, a copy of the proceedings/ minutes of the Board’s deliberation shall be submitted together with the appointment. The issuance of the

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appointment shall not be earlier than the date of the final screening/ deliberation of the PSB.

Candidates for the following appointments shall no longer be subject\ to the screening of the PSB:

1. Substitute appointment due to their short duration and emergency nature. However, should the position be filled by regular appointment, candidates for the position should be screened and passed upon by the PSB.

2. Appointment of faculty members and academic staff of state universities and colleges who belong to the closed career service.

3. Appointment to entry laborer positions.4. Change of status of appointment from temporary to

permanent.5. Appointment to positions in the non-career service.

i. Personal Data Sheet. The appointee’s PDS (CS Form 212), revised 1998) which

should be properly and completely accomplished by the appointee, shall be attached to the appointment. Said PDS shall contain an authorization from the job applicant/ employee that the agency head or his authorized representative can verify/ validate the contents therein. For appointment of substitute teachers and renewal of appointment of contractual and casual personnel, updated PDS shall be required.

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Department Circular No. 2011-008 dated 21 June 2011GENERAL GUIDELINES IN THE RECRUITMENT

IN THE BUREAU OF FIRE PROTECTION

1. Publication of Vacancies

2. Posting/ Announcement of Vacancies

3. Initial Screening (Education, Eligibility, Age Requirement, Height Requirement, and Clearances from Barangay, Police, Municipal Trial Court and National Bureau of Investigation)

4. Written Examination

5. Agility Test

6. Panel Interview

7. Complete Background Investigation

8. Neuro-Psychiatric Examination

9. Medical Examination

10.Final Ranking of Applicants

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BFP ADMINISTRATIVE FUNCTIONFire National Training Institute,

4029 Camp Vicente Lim, Calamba City

Module 2: Career Development

Functions of Career Development Division

A. Purpose

To help personnel develop and optimize their potentials through continuing career and personal development training programs.

B. Functions

a. Identifies competency gaps and maintains updated personnel training and competency profile;

b. Develops, designs and/ or administers training programs, in collaboration with concerned offices, organizations and/ or agencies, based on the needs of the BFP and its human resource;

c. Arranges for participation or enrollment of personnel in training or scholarship programs catered by other agencies, institutions and organizations;

d. Evaluates impact of training programs on personnel and the agency;

e. Processes the following:

enrolment in mandatory trainings scholarship applications delegation to specialized trainings

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Functions of Promotion SectionA. Purpose

To help maintain a pool of (highly) capable and competent manpower through strict implementation of merit- and- fitness- based systems and policies on recruitment, promotion, and other personnel actions.

B. Functions

a. Performs secretariat functions for the Personnel Selection Board;

b. Prepares appointments; and

c. Maintains database of qualified applicants or candidates for appointment or promotion.

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Department Circular No. 2011-008 dated 21 June 2011GENERAL GUIDELINES IN THE PROMOTION

IN THE BUREAU OF FIRE PROTECTION

1. Publication of Vacancies

2. Posting/ Announcement of Vacancies

3. Initial Screening (Education, Eligibility, Mandatory Trainings, Neuro-Psychiatric and Drug Test and Work Experience)

4. Comparative Assessment

5. Final Ranking of Applicants

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Functions of Training Section

Functions

a. Facilitates the conduct of Mandatory Trainings; and

b. Supervises and facilitates the processing of local and foreign trainings, conferences, seminars, schooling and scholarship grant.

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Functions of Performance Appraisal Section

A. Purpose

To help the agency deliver services by ensuring efficiency and excellent quality of work of BFP personnel.

B. Functions

a. Performs secretariat functions for the Committee on Performance Evaluation Review (PERC);

b. Monitors and evaluates the implementation of the PES and other performance management tools available;

c. Formulates and institutionalizes performance standards and refines mechanisms aimed at boosting the morale of personnel;

d. Facilitates administration of awards and incentives, in collaboration with Committees on PRAISE and PERC; and

e. Maintains, and generates reports and other documents that can serve as bases for awards, incentives, corrective actions or other interventions aimed at boosting work performance.

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BFP Performance Evaluation System (BFP PES)

Policies

The BFP-PES shall focus on results/ outputs wherein performance targets and standards or measure of results are planned and agreed upon by the management, supervisor and employee.

The BFP-PES adheres to the principle of performance-based security of tenure and provides motivation and basis for incentives to performers and applies sanction to non-performers.

Rating Period

- It is done every six (6) months ending on June 30 and December 30 of the year. The period ending June 30 shall cover the months from January 1 to June 30 whereas for the period December 30, shall cover the months from July 1 to December 30.

- However, if there is a need for a shorter or longer period, the minimum appraisal period is at least ninety (90) days or three (3) months while the maximum is not longer than one (1) year.

Composition of Performance Evaluation Review Committee

Regional Office Provincial Office/ City/ Municipal

Chairperson Regional Director Provincial Fire Marshal or his representative or his representative

Vice Chair Regional Admin Officer Provincial Admin Officer

Member Regional Operations Officer Provincial Operations Officer

Member First Level Representative First Level Representative (elected member) (elected member)

Member Second Level Representative Second Level Representative (elected member) (elected member)

Note: First and Second Level representatives are chosen through general election.

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Responsibilities of PERC

- Review of Employee’s Performance Targets- Review of Performance Standards- Determination of Final Rating- Monitoring and Evaluation of BFP PES- Setting of Internal Rules and Procedures

Setting of Performance Targets and Standards

- Organizational Targets – refers to short-range (annual or semi-annual) expected accomplishments set to achieve objectives.

- Employee Targets – refers to the duties or work assignments given by competent authority (rater) to the employee (ratee), with the work output of each duty clearly stated by the rater and understood by the ratee and measured with a standard at least in quantity, quality, and time set either by the Agency or by mutual agreement of the rater and the ratee.

- Performance Standards – is a measure o yardstick against which performance level is assessed.

- Confirmation – employees performance targets are confirmed by the PERC before the rating period but not later than the 15th day of the start of the rating period.

- Modification – Performance targets which are duly confirmed by the PERC may still be modified based on changes brought about by new mandates and programs of the agency in general and the organizational unit in particular.

Progress Review

The supervisor and the ratee meet every end of the month to review progress of work accomplishment based on Performance Target. They focus on their review or discussion on problems and difficulties encountered and find ways to resolve the same, however; the supervisor may recognize employees efforts and praise him for specific achievement.

Appraisal Discussion

There shall be a highly interactive performance appraisal discussion and feedback mechanism to foster working relationship between supervisor and subordinates.

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Mechanics of Rating

Numerical DescriptionAdjectival

RatingRating

Performance exceeding targets by 30% and above of the planned targets

Outstanding 10

Performance exceeding targets by 15% to 29% of the planned targets

Very Satisfactory

8

Performance of 100% to 114% of the planned targets

Satisfactory 6

Performance of 51% to 99% of the planned targets

Unsatisfactory 4

Performance failing to meet the planned targets of 50% or below

Poor 2

9.50 – 10 Outstanding7.51 – 9.49 Very Satisfactory4.01 – 7.50 Satisfactory2.01 – 4.00 Unsatisfactory2.00 – below Poor

Components of RatingPart I – PerformancePart II – Critical Factors

Punctuality10 =not more than 5 times tardy/undertime during the last 6 months8 = 6-8 days tardy/ undertime6 = 9 – 10 days tardy/ undertime4 = 11-15 times tardy/ undertime2 = more than 6 times tardy/ undertime

Attendance10 = not more than 5 absent during the last 6 months8 = 6-8 days absent6 = 9 – 10 days absent4 = 11-15 times absent2 = more than 6 times absent

Courtesy10 = always go all the way to make people comfortable and satisfied

even under pressure and occupied with work8 = usually goes out of the way even when occupied with work6 = normally goes out of the way to assist the public4 = occasionally assist the public. At times discourteous. Shows lack of

patience in dealing with the public.

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2 = Most of the time discourteous. Regularly complained about due to inconsiderate attitude.

Human Relations10 = very effective in dealing with public. Gets along with other

members of the workforce. Has cordial relationship with supervisors, peers and subordinates.

8 = can be relied upon to deal with the public and is generally courteous and accommodating

6 = has the ability to deal with the public and peers, although needs some advice at times

4 = has some difficulty in dealing with the public. Occasionally discourteous except when attending to important or influential persons

2 = has considerable difficulty in dealing with the public. Draws negative reactions. Often discourteous and irritable.

Initiative10 = introduces ideas and projects with originality without supervision.8 = starts action and undertakes projects under minimal supervision. 6 = starts action to meet goals with regular supervision and

assistance/ support.4 = lacks personal drive to start any project or complete assigned tasks. 2 = refuses to perform assigned tasks despite assistance and very

close supervision.

Leadership (For Supervisors only)10 = leads staff exceptionally well. Easily achieve high productivity thru

teamwork. Maintains a good balance of task and people concern.8 = leads staff effectively. Often gets job done thru teamwork. Staff are

productive. 6 = leads staff adequately well. Usually gets job done on time. 4 = seldom exercises leadership over staff. Seldom gets job done on

time.2 = cannot lead staff. No teamwork. Productivity low. No balance of

task and people concerns.

Stress Tolerance (For Supervisors only)10 = always calm and shows pleasant disposition; conditions at work.

Never loses patience and never allow others’ tension and anxiety to affect workplace.

8 = Most of the time calm, confident and positive. Occasionally loses emotional control during stressful conditions.

6 = normally calm, confident and positive. Occasionally loses emotional control during stressful conditions.

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4 = often loses emotional control in dealing with stressful work situations. Often complaints about people and situation at work.

2 = can not handle stress. Highly emotional and gets into violent arguments with others.

Performance Intervening Tasks

It is duly considered only if this were done simultaneously with the planned targets. Intervening tasks are those which are neither inherent nor directly related employee’s plantilla or designated positions and may include membership in ad-hoc committees, research work and other similar assignments which require a considerable amount of effort and time of the employees and are duly covered by an office order.

How to Compute the Rating

Submission of Performance Targets

Performance targets of employees are submitted to the PERC not less than fifteen (15) days before the start of the rating period. The PERC must confirm these targets not later than the 15th day of the start of each rating period. Failure on the part of the PERC to act on these targets on the above period mean they are automatically confirmed.

Performance standards are submitted in the same period together with the performance targets.

Accomplished Performance Evaluation Forms with the final rating are submitted to the BFP Admin/ Personnel Officer not later than the 15th day after the end of the rating period.

The Admin/ Personnel office shall consolidate all the employee ratings and prepare a report to the PERC containing the statistics on PEF submission, distribution of ratings and list of protested or appealed ratings, if any, including all documents relative thereto. It shall submit all the above documents to the PERC within 30 days after the end of each rating period.

Officials and employees who shall be on official travel, approved leave of absence, training or scholarship programs and who have already met the required minimum rating of 90 days are required to submit their performance targets and accomplished Performance Evaluation Forms before they leave the office.

The agency shall submit to the Civil Service Commission Field Office a list of employees with their corresponding performance ratings not later than three (3) months after every rating period.

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Sanctions

Non-submission to the PERC of the performance targets within fifteen (15) days before the start of the rating period and the Performance Evaluation Forms within thirty (30) days after the end of each rating period, unless justification for such has been accepted by the PERC, is a ground for:

a. employees disqualification for performance-based personnel actions which would require the rating for the given period such as promotion, training or scholarship grants, and productivity incentive bonus if the failure of submission of the report form is the fault of the employees.

a. employees who fail to rate themselves will not be given final rating; andb. administrative sanction for violation of reasonable office rules and

regulations and simple neglect of duty for the supervisors or employees responsible for the delay or non-submission of said performance targets and PEFs or both.

Uses of Performance Targetsa. Performance-based security of tenureb. Eligibility/ Qualification for Performance-based awards and incentivesc. Basis for personnel actions

Transparency on Performance Ratings

General information on the final raring of the employees or the number of the employees who got a particular rating (O, VS, S, US and Poor) per organizational unit shall be made known to both management and the rank and file employees, subject to the procedures set by the BFP-PERC.

Appeals

Employees who feel aggrieved or dissatisfied with their final performance ratings can file an appeal with the BFP-PERC within ten (10) days from the date of receipt of their BFP-PEF or after the appraisal discussion with this supervisor.

Employees, however, are not allowed to protest the performance ratings of their co-employees. Ratings obtained by other employees can only be used as basis or reference for comparison in appealing one’s performance ratings.

The PERC shall decide on the appeals within one month from receipt.

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Republic Act No. 9592 (NAPOLCOM ELIGIBILITIES)

Holders of the following NAPOLCOM Eligibilities may apply for promotion:

a. Up to the Rank of SFO46. Patrolman (CC)/(MN)7. Patrolman Entrance (CC)/(MN)8. Patrolwoman (CC)/(MN)9. INP Entrance10.Patrolman First Class (CC)/(MN)11.Police Corporal (CC)/(MN)12.Police Officer13.Police Officer II14.Police Officer III15.PNP Entrance16.Senior Police Officer I17.Senior Police Officer II18.Senior Police Officer III19.Police Sergeant (CC)/(MN)20.Police Officer Third Class (PO 3rd Class)21.Fire Officer Third Class (FO 3rd Class)22.Senior Police Officer IV23.Senior Police Officer

b. Up to the Rank of Inspector1. Police Lieutenant (CC)/(MN)2. Police Inspector (taken April 28, 1991 and November 24, 1991)

c. Up to the Rank of Senior Inspector 1. Police Captain (CC)/(MN)

2. Police Officer Second Class (PO 2nd Class) 3. Fire Officer Second Class (FO 2nd Class)

4. Police Senior Inspector

d. Up to the Rank of Chief Inspector1. Police Major (CC)/(MN)2. Police Chief Inspector3. Police Inspector (taken April 26, 1992 to April 3, 2004)

e. Up to the Rank of Superintendent1. Police Lt/ Colonel (CC)/(MN)2. Police Colonel (CC)/(MN)3. Police Superintendent (taken on April 28, 1991 and

November 24, 1991)

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f. Up to the Rank of Senior Superintendent1. Deputy Chief of Police (CC)/(MN)2. Chief of Police (CC)/(MN)

g. Up to the Highest Rank1. Police Officer First Class (PO 1st Class)2. Fire Officer First Class (FO 1st Class)3. Police Superintendent (taken on April 26, 1992 to April 3, 2004)

All incumbent uniformed personnel of the BFP shall continuously possess the qualifications under Section 1 paragraph A of this IRR, subject to the following:

1. Uniformed personnel who are already in the service prior to the effectivity of Republic Act No. 9263 shall be given another five (5) years to obtain the minimum educational qualification and appropriate civil service eligibility to be reckoned from May 27, 2009, the date of the effectivity of Republic Act No. 9592;

2. Incumbent uniformed personnel who have acquired NAPOLCOM eligibility prior to the effectivity of Republic Act No. 9263 shall be considered to have complied with the appropriate civil service eligibility;

3. BFP uniformed personnel who do not meet the minimum education qualification and eligibility requirement, but have rendered more than fifteen (15) years of service at the time of the effectivity of Republic Act No. 9592 shall no longer be required to comply with aforementioned education and eligibility requirements. However, they shall not be qualified for promotion to the next higher rank via regular promotion unless they have complied with the educational and eligibility requirements. Nevertheless, they shall be exempted from Section 14, Rule VII and Section 14, Rule XVI of the IRR of RA 9263 or the attrition provision of the law of not promoted within a period of ten (10) consecutive years;

4. Similarly, incumbent BFP uniformed personnel with the first level civil service eligibility prior to Republic Act No. 9263, shall be appointed in permanent status, provided they met the other requirements of the rank;

5. After the lapse of the five-year reglementary period given to those who have served the BFP for fifteen (15) years or less upon the effectivity of Republic Act No. 9592, current BFP uniformed personnel who still fail to satisfy any of the aforementioned requirements shall be separated from the service if they are below fifty (50) years of age and have served in the government for less than twenty (20) years, or retired if they are from age fifty (50) and above and have served in the government for at least twenty (20) years without prejudice in either case to the payment of benefits they may be entitled to under existing laws; Provided, that personnel who have served the government for at least twenty (20) years but whose age is less than fifty (50) may avail of optional retirement.

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Qualification Standards (FO2 to SFO4)(CSC Resolution No. 041366 dated 07 December 2004)

POSITION TITLE

SG EDUCATION EXPERIENCE TRAINING ELIGIBILITY

SFO4 19Bachelor’s Degree

2 years as SFO3

FPSC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

SFO3 18Bachelor’s Degree

2 years as SFO2

FPSC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

SFO2 17Bachelor’s Degree

2 years as SFO1

FAIIC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

SFO1 16Bachelor’s Degree

2 years as FO3

FAIIC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

FO3 14Bachelor’s Degree

2 years as FO2

FSBRC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

FO2 12Bachelor’s Degree

2 years as FO1

FSBRC or its equivalent

Career Service (Professional)/ 2nd Level Eligibility

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BFP ADMINISTRATIVE FUNCTIONFire National Training Institute,

4029 Camp Vicente Lim, Calamba City

Module 3: Personnel Records Management

Functions of Personnel Records Management Division

A. Purpose

To help manage human resource effectively through systematic, efficient and reliable personnel records and information management.

B. Functions

a. Performs administrative and technical supervision over its sections- Records Section, Personnel Accounting Section and Leave Management Section;

b. Ensures strict implementation of systems and policies for managing and securing personnel records and information; and

c. Spearheads coordination and collaboration with other agencies and organizations concerning personnel records and information management, including security.

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Functions of Records SectionA. Purpose

To manage and maintain all official records of BFP personnel for lawful uses. B. Functions

a. Maintains and secures active and inactive 201 and administrative files including Statement of Assets and Liabilities and Net worth (SALN);

b. Processes accreditation of previous government services and correction of birth record;

c. Complies with subpoenas duces tecum and ad testificandum;

d. Processes optional/ compulsory retirement of BFP personnel;

e. Secures ombudsman clearance for retirement and promotion purposes;

f. Issues certificates of legal dependents/ beneficiaries and service records;

g. Performs records inventory and disposal;

h. Files bureau and office orders (numbering and safekeeping);

i. Authenticates documents; and

j. Performs other functions as possibly directed by the superiors.

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Functions of Personnel Accounting SectionA. Purpose

To develop and maintain an accurate database, as well as generate reports pertaining to significant employee activities as basis for adopting particular personnel and/ or agency actions. B. Functions

a. Monitors significant personnel activities such as, but not limited to, the following:

Continuing Duty Status/ regular Duty Leave of Absence (Official and Unofficial) Travel Schooling and Training Detached Service Change in Assignment Drop from the Roll Suspension Resignation Dismissal Retirement Transfer of Branch of Service

b. Organizes annual headcount activities;

c. Identifies vacancies nationwide for publication, in coordination with Recruitment and Selection Section, Human Resource Management Division and Promotion Section, Career Development Division;

d. Generates the following:

Monthly report on separation and accession for the Civil Service Commission;

Monthly report of variance in personnel strength (actual vs. authorized strength);

Report of vacancies; Payrolls for active personnel (based on consolidated rosters of

personnel); List of personnel entitled to initial clothing allowances, replacement

clothing allowances, long pay, loyalty incentive pay, step increment, and other benefits given based on length/ actual service rendered;

Headcount report; and Other related documents

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e. Controls issuance of BFP Identification cards and badges;

f. Monitors the attendance of BFP personnel assigned at the National Headquarters through Attendance Monitoring System (Finger Scan Machine);

g. Facilitates enrolment in Land Bank of the Philippines ATM Payroll Account Facility;

h. Issues certificates of bona fide membership, duty status and/ or similar certification;

i. Designs/ Formulates database of BFP Personnel profile intended for PIB, ICA, RCA, long pay and other Report of Changes;

j. Drafts and encodes all forms of communications related to personnel matters and actions; and

k. Performs other functions as possibly directed by the superiors.

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Functions of Leave Management Section

A. Purpose

To ensure that the agency provides an efficient system for leave administration intended to promote efficiency, general welfare and morale among employees.

B. Functions

a. Monitors the LMS BFPwide’s activities to determine the extent of compliance or implementation of Omnibus Rules on Leave (Rule XVI of the Omnibus Rules Implementing Book V of EO 292) and other existing rules and regulations relative to leave administration;

b. Maintains an accurate database of employee’s Monthly Leave Credits;

c. Processes all applications for leave (Sick Leave, Vacation Leave, Mandatory Leave, Special Privilege Leave, Maternity Leave, Paternity Leave, Solo Parent Leave, Study Leave, Terminal leave of retirees/ resigned BFP personnel, etc), documents for personal travel (foreign and local), and monetization of leave credits;

d. Revisits existing internal guidelines such as, but not limited to, Policy on Monetization and Internal Policy on Leave; and

e. Performs other functions as possibly directed by the superiors.

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Statement of Assets, Liabilities and Net Worth

Q: What is the SALN?A: SALN stands for Statement of Assets, Liabilities, and Net Worth. It is the form used to enforce the asset disclosure system of the government. The SALN also requires the disclosure by a Government employee of Business Interests and Financial Connections, and identification of Relatives in the Government Service.

Q: What is the basis for the SALN?A: The governing law is Republic Act No. 6713, otherwise known as the Code of Conduct and Ethical Standards for Public Officials and Employees.

The law is based on the Constitutional provision that “A public officer or employee shall, upon assumption of office and as often thereafter as may be required by law, submit a declaration under oath of his assets, liabilities and net worth. xxx” (Section 17, Article XI, 1987 Philippine Constitution)

Q: What is the importance of the SALN?A: The SALN is the badge of honor of the honest civil servant that must be accomplished with pride. It shows that an employee did not exploit his or her public office for illegal gain. On the other hand, it is a prosecutorial tool against those who misuse their office in order to enrich themselves.

Q: Who must accomplish the SALN?A: All public officials and employees, whether regular or under temporary status, are required to file the SALN, with the exception of the following:

Public officials serving in an honorary capacity, without credit or pay; Temporary laborers; and, Casual or temporary and contractual workers (those not in the plantilla of the

agency).

Q: Who in my family must be included in my SALN?A: Aside from the employee, the SALN must include information about the employee’s spouse (if any), and any children below 18 years of age living in the employee’s household.

Policy on AWOLsee attached Memorandum Circular

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Leave Laws

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The following terms used in Rule XVI shall be construed as follows:

1. Leave of absence is generally defined as a right granted to officials and employees not to report for work with or without pay as may be provided by law and as the rules prescribe in Rule XVI hereof.

2. Commutation of leave credits refers to conversion of unused leave credits to their corresponding money value.

3. Cumulation of leave credits refers to incremental acquisition of unused leave credits by an official or employee.

4. Immediate family refers to the spouse, children, parents, unmarried brothers and sisters and any relative living under the same roof or dependent upon the employee for support. (Amended by CSC MC 6, s. 1999)

5. Sick leave refers to leave of absence granted only on account of sickness or disability on the part of the employee concerned or any member of his immediate family.

6. Vacation leave refers to leave of absence granted to officials and employees for personal reasons, the approval of which is contingent upon the necessities of the service.

7. Monetization refers to payment in advance under prescribed limits and subject to specified terms and conditions of the money value of leave credits of an employee upon his request without actually going on leave.

8. Pregnancy refers to the period between conception and delivery or birth of a child. For purposes of maternity leave, miscarriage is within the period of pregnancy.

9. Maternity leave refers to leave of absence granted to female government employees legally entitled thereto in addition to vacation and sick leave. The primary intent or purpose of granting maternity leave is to extend working mothers some measures of financial help and to provide her a period of rest and recuperation in connection with her pregnancy.

10. Paternity leave refers to the privilege granted to a married male employee allowing him not to report for work for seven (7) days while continuing to earn the compensation thereof, on the condition that his legitimate spouse has delivered a child or suffered a miscarriage, for purposes of enabling him to effectively lend care and support to his wife before, during and after birth as the case may be and assist in caring for his newborn child.

11. Vacation Service Credits refers to the leave credits earned by public school teachers for services rendered during activities authorized by proper authorities

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during long and Christmas vacation. These credits are used to offset their absences due to illness or to offset proportional deduction in vacation salary due to absences for personal reasons or late appointment.

12. Terminal leave refers to money value of the total accumulated leave credits of an employee based on the highest salary rate received prior to or upon retirement date/voluntary separation.

13. Special leave privileges refers to leave of absence which officials and employees may avail of for a maximum of three (3) days annually over and above the vacation, sick, maternity and paternal leaves to mark personal milestones and/or attend to filial and domestic responsibilities.

14. Relocation leave refers to a special leave privilege granted to official/employee whenever he/she transfers residence.

BFP ADMINISTRATIVE FUNCTIONFire National Training Institute,

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4029 Camp Vicente Lim, Calamba City

Module 4: Morale and Benefits

Functions of Morale and Benefits Division A. Purpose

To assists the Director for Personnel in the formulation, development and monitoring of guidelines and procedures for efficient delivery of services pertaining to retirement, personnel welfare, survivorship and scholarship benefits, as well as awards and incentives to all BFP personnel and ensure their thorough implementation.

B. Functions

a. Monitors and supervises the discharge of functions of Retirement Benefits Section, Personnel Welfare and Awards and Incentive Section;

b. Recommends projects that will enhance the morale of personnel and uplift their general welfare;

c. Conducts research on how morale and welfare services can be further expanded and be more effective, to cover not only their medical well-being, but also the other basics as well, such as housing and transportation;

d. Provides trainings/ seminars/ forums on financial management to BFP personnel, especially those who are about to retire;

e. Establishes strong linkages with regional counterparts and assist them in the cascading of policies;

f. Provides management vital information as regards to morale and benefits services for quicker decisions; and

g. Establishes linkages with other government agencies and NGOs in order to exchange ideas and best practices.

Functions of Retirement Benefits Section

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A. Purpose

To help welfare through efficient administration of retirement benefits and gratuities, and financial assistance.

B. Function

a. Processes retirement, survivorship and other separation claims of all BFP personnel;

b. Attends to medical and disability claims of all personnel;

c. Provides amenities for pensioners to transact business whenever they come to the NHQ;

d. Conducts regular audit of pensioners nationwide; and

e. Maintains updated database of all pensioners.

Functions of Personnel Welfare Section

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A. Purpose

To look after personnel wellbeing and sustain their morale through effective implementation of personnel welfare programs and policies.

B. Functions

a. Recommends to the DP projects/ programs that will enhance general well-being of personnel, specifically in the following areas:

1. Emotional health;2. Psychological health; and3. Physical Fitness

b. Establishes immediate presence of BFP key officers in times when the personnel face casualties/ death to give financial assistance; and

c. Acts as Secretariat of the Death and Disability Board (DDB).

Functions of Awards and Incentives Section

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A. Purpose

To help enhance personnel morale through efficient administration of the awards and incentives system of the BFP.

B. Function

a. Implements proper monitoring of sterling accomplishments of personnel so that they will be justly rewarded and recognized;

b. Formulates and develops guidelines and procedures pertaining to awards and incentives and ensure the thorough implementation thereof;

c. Recommends to the DP (subject for approval by the FC) deserving and qualified personnel for the conferment of awards and incentives;

d. Acts as Secretariat of the BFP Scholarship Program (BFP SP) and PRAISE Committee.

RSBS

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See attached resolution

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