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Prescribe, amend and enforce rules and regulations for carrying into effect
the provisions of the Civil Service Laws and other pertinent laws;
Promulgate policies, standards and guidelines for the Civil Service and
adopt plans and programs to promote economical, efficient and effective
personnel administration in the government;
CSC’s MANDATED FUNCTIONS
Formulate policies and regulations for the administration, maintenance and
implementation of position classification and compensation and set
standards for the establishment, allocation and reallocation of pay scales,
classes and positions;
Render opinion and rulings on all personnel and other Civil Service matters
which shall be binding on all head of departments, offices and agencies and
which may be brought to the Supreme Court on certiorari;
Appoint and discipline its officials and employees in accordance with law
and exercise control and supervision over the activities of the Commission;
CSC’s MANDATED FUNCTIONS
Control, supervise and coordinate Civil Service examinations. Any entity or
official in government may be called upon by the Commission to assist in
the preparation and conduct of said examinations including security, use of
buildings and facilities as well as personnel and transportation of
examination materials which shall be exempt from inspection regulations;
Prescribe all forms for Civil Service examinations, appointment, reports and
such other forms as may be required by law, rules and regulations;
Keep and maintain personnel records of all officials and employees in the
Civil Service; and
SOURCE:
http://www.csc.gov.ph/new-updates/8-about-us/3-mandate.html
HISTORICAL DEVELOPMENT OF PHILIPPINE
CIVIL SERVICE COMMISSION
Historically, the Philippine civil service traces its roots a hundred years
ago, when the Americans, who then wielded and exercised political
sovereignty over the country by virtue of their having annexed the
Philippines under the Treaty of Paris, installed a civil service system
patterned after their own. As the Americans endeavored to cultivate an
administrative culture based on the ethos of professionalism and
competence, they established an entity entrusted with the protection and
safeguard of meritocracy in the Philippine bureaucracy. Known as the
Civil Service Board, but later reorganized into a Bureau, its main tasks
involved the administration of civil service examinations, and the
promulgation of standards for appointment in the government service.
HISTORY OF THE PHILIPPINE CIVIL
SERVICE
The Philippine Civil Service was
established in 1900 by the Second
Philippine Commission during the
American colonial rule. Under the
leadership of American William Howard
Taft, the Second Philippine
Commission passed a law, Public Law
The Second Philippine Commission, from left:
No. 5, on the establishment of a system
Dean C. Worcester, Henry Clay Ide, William to secure an efficient civil service in the
Howard Taft, Bernard Moses, and Luke Wright.
Source:
http://aglipayan.wordpress.com/2011/07/05/320/
country on March 16, 1900
Civil service system in the Philippines was formally established
under Public Law No. 5 ("An Act for the Establishment and
Maintenance of Our Efficient and Honest Civil Service in the
Philippine Island") in 1900 by the Second Philippine Commission.
A Civil Service Board was created composed of a Chairman, a
Secretary and a Chief Examiner. The Board administered civil
service examinations and set standards for appointment in
government service. It was reorganized into a Bureau in 1905.
1935 Philippine Constitution firmly established the merit system
as the basis for employment in government. The following years
also witnessed the expansion of the Bureau’s jurisdiction to
include the three branches of government: the national
government, local government and government corporation
Republic Act 2260, otherwise known as the Civil Service Law,
was enacted. This was the first integral law on the Philippine
bureaucracy, superseding the scattered administrative orders
relative to government personnel administration issued since
1900. This Act converted the Bureau of Civil Service into the
Civil Service Commission with department status
Presidential Decree No. 807 (The Civil Service Decree of the
Philippines) redefined the role of the Commission as the central
personnel agency of government. Its present mandate is
derived from Article IX-B of the 1987 Constitution which was
given effect through Book V of Executive Order No. 292 (The
1987 Administrative Code).
The Code essentially reiterates existing principles and policies in
the administration of the bureaucracy and recognizes, for the
first time, the right of government employees to self organization
and collective negotiations under the framework of the 1987
Constitution.
The Philippine Civil Service has undergone a great number of
reforms in terms of structure, size, leadership, position
classification, and pay scheme, among others, under the
management and regulation of the CSC. Presently, CSC’s
mandate is based on Executive Order No. 292 or the Revised
Administrative Code of 1987.
Through the years, the CSC has initiated various programs and
issued policies towards building a highly competent, credible,
and motivated bureaucracy. Its latest agenda is to elevate itself
as “Asia’s leading center of excellence for strategic human
resource and organization development by 2030” and to make a
lingkod bayani out of every civil servant. “Lingkod bayani” is a
play on the terms “lingkod bayan” (public servant) and “bayani”
(hero), thus associating state workers with their capacity to be
heroes in their own right. The CSC manages and develops the
bureaucracy’s most important resource—its people—through five
HR initiatives:
HUMAN RESOURCES initiatives
Recruitment
Hiring of high-performing, competent, and credible civil
servants through the Competency-Based Recruitment and
Qualification Standards (CBRQS);
Performance Management
Performance review and appraisal through the Strategic
Performance Management System (SPMS);
HR Coaching
Coaching to improve employee performance, as well as develop
leadership skills of supervisors and managers;
HUMAN RESOURCES initiatives
Learning and Development
Direct training and personnel development interventions in the
areas of governance and leadership, human resource and
organizational development, public service reforms, and values
and culture building through the Civil Service Institute; and
Agency Accreditation
Accreditation of agencies for the establishment of their own
human resource management systems and standards through
the Program to Institutionalize Meritocracy and Excellence in
Human Resource Management (PRIME-HRM).
PHILIPPINE CIVIL SERVICE
COMMISSION
RESPONSIBILITY
Recruitment, building, maintenance and
retention of a competent, professional and
highly motivated government workforce truly
responsive to the needs of the government's
client - the public.
CATEGORY OF CIVIL SERVICE
CAREER SERVICE
a.Open career positions for appointment which prior qualification in an
appropriate examination is required.
b.Closed career positions which are scientific and highly technical in nature
these include the faculty members of state and colleges and universities,
scientific and technical positions among others.
c.Career Executive Service, namely: department secretary, undersectary,
bureau director, assistant bureau director, regional director and other offices or
ranks as identified by the Career Executive Service board:
d.Permanent laborers, whether skilled or semi-skilled or unskilled.
CATEGORY OF CIVIL SERVICE
CAREER SERVICE
e.Personnel or government owned or controlled corporation, whether
performing governmental or proprietary function, who do not fall under the non-
career service and
f.Commissioned officers and enlisted men of the Armed Forces, which shall
maintain a separate merit system.
CATEGORY OF CIVIL SERVICE
NON-CAREER SERVICE
a.Elective officials, and their personal and confidential staff;
b.Department heads and officials with cabinet ranks who hold office at the
pleasure of the president and their personal or confidential staff;
c.Chairmen and members of commissions and boards with fixed terms of office
and other personal or confidential staff;
d.Contractual personnel to undertake a specific work or job, requiring special or
technical skills not available in the employing agency to be accomplished within
a specified period in no case shall exceed one year under their own
responsibility with the minimum direction and supervision and;
e.Emergency and seasonal personnel
CSC’s GOALS & OBJECTIVES
Six Strategic Priorities were identified:
CHAIRPERSON
ALICIA DELA ROSA-BALA
CSC’s PHILIPPINE ADMINISTRATION 2017
COMMISSIONER
ROBERT S. MARTINEZ
CSC’s PHILIPPINE ADMINISTRATION 2017
COMMISSIONER
LEOPOLDO ROBERTO W. VALDEROZA, JR.
CIVIL SERVICE COMMISSION
PCS VS. ASEAN
More than half of the civil
servant population in
Cambodia and Laos are
male. In Thailand, the male
population is only slightly
higher than the female
population. In the Philippines,
more women are in the civil
service than men.
COMPARISON OF 4 COUNTRIES
Country Total Male Female
Population (%) (%)
Cambodia 166,381 69 31
Philippines 1,445,498 47 53
Thailand 1,296,688 52 47
EMPLOYMENT
The main qualifications cited as basic requirements for eligibility
to become a civil servant in the countries studied include
nationality, the age requirement, education, physical and mental
capabilities, experience, training and professional eligibility.
One of the basic qualifications for employment in government in
Cambodia, the Philippines and Thailand is nationality.
Two countries, Cambodia and Thailand, have a minimum age
requirement. In both countries, one must be at least eighteen
years of age.
In three of the countries studied, specifically in Laos, the
Philippines and Thailand, the recruitment system is
decentralized.
PAY RANGES
All of the six countries studied had existing pay structures / wage
scales on which they base the pay of the civil servants. The pay
structures correspond to different factors, such as the salary
grades indicated in their specific schemes, job classifications,
current levels / rank of the civil servant in the pay structure.
BOOKS:
Lazo, Ricardo S., Principles and Practices of Public Administration in the Philippines. 1 st edition,
Rex Book Store, c2011. pages 73-74.