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Generally,
it is accepted that one of the weak factors in ensuring the
effectiveness of DPWH infrastructure developmental projects is
corruption which comes in various forms. The areas perceived to
be prone to corruption are the procurement of civil works,
consultancy services and goods and materials, quality of
infrastructure projects, project implementation, and
organizational structure. Having identified the most pressing
problems in the agency where actual instances of corruption
arise, the need to undertake the most applicable and appropriate
steps to address corruption and to institutionalize reforms must
be initiated. |
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1. What
anti-corruption initiatives have we done in the past and are
still doing? |
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In response to the felt need of
addressing the organizational problems, the DPWH had developed
the following initiatives on the identified areas which were
perceived to be prone to graft and corruption. |
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1.0 Procurement
of Civil Works/Consulting Services/Goods
The procurement process shall be
uniformly applied to all government procurement and in order to
ensure an effective and efficient method, the following
initiatives were implemented:
1.1 A
computer based DPWH registry of civil works contractors
developed under the Road Information Support System (RIMSS) for
the eligibility screening of contractors.
1.2 The
Administrative and Penal Sanctions of the IRR-A of RA 9184,
including the three strike system for the contractors
participating in the bidding of DPWH projects.
1.3 Trust
on law enforcement agencies like the Office of the Ombudsman and
the PAGC to act on complaints against erring DPWH officials and
politicians.
1.4
Documents Tracking
System (DoTS) to track status of all contract related documents,
including billings of contractors.
1.5 Partnership
with Non-Government Organization to participate as observers in
the Bids and Awards Committee activities for all regional and
district offices of the Department. |
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2.0 Quality
of Infrastructure Projects
With the aim of meeting the
demands of the Department’s clients of ensuring the safety of
all infrastructure projects and the most appropriate quality in
construction, the following are being undertaken:
2.1 Quarterly
assessment or quality audit conducted by the Quality Assurance
Unit (QAU) to check compliance of on-going and completed
projects with the approved plans and specifications.
2.2 Quarterly
assessment conducted by the Performance Evaluators accredited by
Construction Industry Authority of the Philippines (CIAP) to
evaluate performance of a contractor’s specific kind of projects
using the Constructors’ Performance Evaluation System (CPES)
guidelines.
2.3 The
DPWH through the Bureau of Research and Standards (BRS) is
continuing the accreditation of DPWH Project Engineers and
Inspectors including the Materials Engineers of Contractors and
Consultants in order to ensure that only competent engineers
will be assigned to DPWH projects.
2.4 The
DPWH is continuously undertaking the accreditation of private
testing laboratories to augment the testing capability of its
regional and district offices.
2.5 Accreditation
of concrete and asphalt batching plants by the DPWH to ensure
that only concrete and asphalt mixes of the highest quality will
be used in the DPWH project.
2.6 Compliance
to the provisions of pertinent Department Orders and
Administrative Issuances by all implementing offices of the
Department relative to materials and construction quality
control.
2.7 A
sanction mechanism was put in place to penalize the project
implementors noted with unsatisfactory performance; and the
contractors were encouraged to report to the DPWH Integrity
Board any corrupt practices in project implementation.
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3.0
Project
Implementation
In this area where delays were
allegedly done deliberately by some contractors and/or
consultants so that project duration can be extended thereby
extending also the works of the contractors and consultants, the
following initiatives are being done:
3.1 The
DPWH is now fast-tracking the implementation of projects by
assigning two (2) Undersecretaries, one (1) to handle the
overall supervision of foreign-assisted projects, and one (1) to
handle the overall supervision of locally funded projects, and
three (3) Assistant Secretaries to handle the three (3)
geographical areas for locally funded projects.
3.2 Project
monitoring system to track slippages of project accomplishment
was strengthened.
3.3 Project
Advisory and Management System, an inter-agency group to ensure
the immediate resolution of problems and issues in project
implementation was created.
3.4 Documents
Tracking System (DoTS) to track status of all contract related
documents was put in place.
3.5 Executive
Information System to provide instant information that needs
urgent attention by top management was put in place.
3.6 Guidelines
to check the performance of implementing offices and the
corresponding sanction mechanism for unacceptable performance
was developed.
3.7 Payment
System thru the use of the New Government Accounting System (NGAS)
was adopted.
3.8 Job
rotation of personnel to avoid camaraderie with contractors
shall be a continuing process. |
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4.0
Organizational
Structure
To address problems
emanating from a big organizational structure, the DPWH is now
implementing the following:
4.1
A new reengineered
processes to streamline the bureaucracy.
4.2 Applicants
shall be encouraged to report to the Civil Service Commission (CSC)
malpractices in the selection of the most qualified employee.
4.3 Consideration
of the Performance Appraisal/Report for District Engineers (PADE)
in the promotion.
4.4 Job
rotation for District Engineers/Regional Directors is being
considered.
4.5 The Complaints and Action
Center (CAAC) and the Internal Audit Service (IAS) was
strengthened to study and evaluate different complaints and make
immediate actions against graft. |
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2. What
were the problems addressed by these initiatives. To what
extent have these initiatives addressed the problem? |
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2.1
Procurement of Civil
Works/Consulting Services/Goods
2.1.1 The
provision of a computer-based DPWH registry of civil works
contractors developed under the Road Information Support System
will help minimize if not totally eradicate collusion among
contractors, however, the adoption of the system by all regions
will still be effected.
2.1.2 Absence
of support system to act on complaints against politicians.
2.1.3 Political
interventions. |
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2.2
Quality of
Infrastructure Projects
2.2.1 Construction
materials being incorporated into all DPWH projects are not in
conformity with the standard specification requirements by the
DPWH.
2.2.2 Inadequate
testing capability of Regional and District Offices
laboratories.
2.2.3 Non-compliance
to the provisions of pertinent Department Orders and
Administrative Issuances by all implementing offices of the
Department relative to Materials Quality Control and
Construction Procedures.
2.2.4 Insufficient
capability of Project Engineers/Inspectors from PMOs, ROs and
DEOs in project implementation.
2.2.5 Insufficient
capability of Contractors’/Consultants’ Materials Engineers in
project implementation.
2.2.6 Insufficient
capability of the accreditors of private testing laboratories
and batching plants. |
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2.3
Project Implementation
2.3.1 A
number of systems which are critical to fast tracking DPWH
operations are not being activated.
2.3.2 Unsatisfactory
performance of implementing offices in project implementation.
2.3.3 Development
of camaraderie between contractors and DPWH personnel which may
lead to laxity in project implementation and assessment. |
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2.4
Organizational Structure
2.4.1 The
need for a new reengineered processes to streamline the
bureaucracy.
2.4.2 Malpractices
in the selection of the most qualified employee. Applicants
must be encouraged to report to the Civil Service Commission (CSC)
such malpractices.
2.4.3 Performance
Appraisal/Report of District Engineers (PADE) which is not yet
being considered in the promotion.
2.4.4 The
need for a job rotation for District Engineers/Regional
Directors. |
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3. Why
were the initiatives successful/unsuccessful? |
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3.1 Procurement
of Civil Works/Consulting Services/Goods
The following were undertaken to
improve the process so that anti-corruption initiatives come
into success:
3.1.1 IRR
of RA 9184 is being advocated.
3.1.2 Losing
contractors and all concerned employees and NGOs are being
encouraged to report cases of corruption in the procurement of
civil works.
3.1.3 Sanctions
are being imposed on all erring DPWH personnel and contractors
in accordance with IRR-A of RA 9184.
3.1.4 DPWH
Integrity Board was created and operationalized. |
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3.2 Quality
of Infrastructure Projects
3.2.1 Training
for all Project Engineers/Inspectors from PMOs, ROs and DEOs
shall be a continuing process.
3.2.2 Accreditation
of Project Engineers and Inspectors and Materials Engineers of
Contractors and Consultants shall be a continuing process.
3.2.3 Any
perceived malpractices in project implementation are being
reported to the DPWH management.
3.2.4 Proper
values and ethics is being instilled to all DPWH personnel. |
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3.3
Project Implementation
The following were taken into
consideration for an improved process of project implementation:
3.3.1 DPWH
officials and employees are periodically undergoing
reorientation seminar.
3.3.2 Construction
supervision on all DPWH infrastructure projects is being
tightened.
3.3.3 Transparency
on all DPWH operations is being implemented.
3.3.4 Use
of Information Technology is being maximized.
3.3.5 Accountability
of DPWH officials is being ensured.
3.3.6 Personnel
involved in the processing of payment to contractors in the use
of the NGAS are being trained.
3.3.7 IRR-A
of RA 9184 is strictly being implemented.
3.3.8 Administrative
sanctions on erring personnel are being imposed.
3.3.9 Value
orientation programs are conducted regularly |
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3.4
Organizational Structure
The organizational
structure of DPWH is so big that the functions and employees of
some offices are becoming redundant that leads to inefficiencies
and corruptions. There were even allegations that CESO
positions were sold and that appointment of District and
Regional Directors and their Assistants were given political
backings or endorsements by influential officials.
The following were
taken into consideration for an improved process of making the
anti-corruption initiatives successful:
3.4.1 Department
Orders for the conduct of the Reorientation Seminars and
submission by all DPWH officials and employees of their
responsibilities were issued.
3.4.2 Programs
to inform lawmakers and other stakeholders on how quality
projects are being developed.
3.4.3 Promotion
based on merit and fitness is being supported by top management.
3.4.4 Accepting
gifts or any kind in exchange for the position being applied is
being prohibited.
3.4.5 Requesting
recommendation or endorsement from politicians regarding
promotion is being discouraged.
3.4.6 Policies
and guidelines to ensure compliance to Civil Service Commission
(CSC) rules and regulations regarding promotion were issued.
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4. How
can we be more effective in fighting corruption? |
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There are various ways to be more
effective in fighting corruption. Much is now demanded from any
work force. Each member of the DPWH group is expected to
function appropriately and with proper sense of work values.
Awareness and commitment such that the desire for the common
good shall be the primary considerations and these may include
the following: |
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4.1 Procurement
of Civil works/Consulting Services/Goods
The procurement process
shall be simple and made adaptable to advances in modern
technology to take advantage of its significant efficiencies,
i.e.:
4.1.1 E-procurement
implementation in accordance with RA 9184 shall be
fast-tracked.
4.1.2 Invitations
to apply for eligibility and to bid using the DPWH website and
the Government Electronic Procurement System (G-EPS) shall be
strictly/widely published.
4.1.3 Computer
interconnections of Regional and District Offices shall be
fast-tracked.
4.1.4 Trainings
on the updated rules and regulations in procurement shall be
conducted.
4.1.5 Public
school officials shall be involved in the monitoring of
procurement process for school buildings.
4.1.6 A
software from the American Association of State Highway and
Transportation Officials (AASHTO) which will enhance procedures
for cost estimation, bidding and award, and construction
contract/project management and monitoring shall be applied. |
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4.2 Quality
Infrastructure Projects
4.2.1 Additional
funds shall be provided for the standardization of regional and
district laboratories.
4.2.2 Contractors
shall be encouraged to report to the DPWH Integrity Board any
corrupt practices in project implementation.
4.2.3 Proper
values and ethics shall be instilled to all DPWH personnel. |
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4.3
Project Implementation
4.3.1 Project
implementation for all projects shall be fast tracked.
4.3.2 Processing
of payments for all projects shall be on a first come first
serve basis.
4.3.3 People
shall be encouraged to report any anomalous transaction to
proper authorities. |
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4.4 Organizational
Structure
4.4.1 Reorientation
of all DPWH officials up to Section Chiefs level shall be
conducted.
4.4.2 Scrap
and build system on hiring and promoting employees shall be
implemented.
4.4.3 Responsibilities
and accountabilities of all employees shall be checked
quarterly.
4.4.4 Civil
Service rules and regulations regarding position/promotion shall
be strictly implemented.
4.4.5 Officials
with pending administrative and criminal cases should be
replaced. |
