Dumaug Ibanez PPA Research

PUBLIC PERSONNEL ADMINISTRATION
THE CASE OF PHILIPPINE PORTS AUTHORITY (PPA)

A GOVERNMENT OWNED OR CONTROLLED CORPORATION
In partial fulfillment of the course

Public Personnel Administration
Prof. Michael Roa
Master in Public Administration
Graduate School, Xavier University
Jim Ibanez
Roderico Y. Dumaug, Jr.
February 23, 2013
0
Table of Contents
Introduction
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Applicable Laws of Creation
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Services
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Board of Directors
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General Managers
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Assistant General Managers
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10
Port District Managers
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12
Port Managers
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13
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15
Organizational Chart
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15
Job Description
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16
Corporate Board Secretary
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16
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17
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17
Manager Internal Control Department
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17
Internal Control Unit: Division 1 and Division
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18
Strategic Planning Department Head
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19
Planning and Research Division Head
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19
Monitoring and Evaluation Division
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19
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20
Regulatory and Documentation Division -----------------------------------------
21
Agency Profile
New PPA Vision,
Mission and Corporate Values
Mandated Structure
Existing Organizational Structure
Office of the General Manager: Public

Affairs Staff
Office of the General Manager: Internal
Security Affairs Staff
Internal Control Unit: Department
Legal Service Department Head
Litigation and Investigation Division
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22
Management and Information Department
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22
Management Services Division
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23
Information Technology Division
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23
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24
Project Study Division
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25
Detailed Engineering Division
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26
Special Project Division
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26
Facilities, Construction & Maintenance Division -----------------------------------------
27
Project Management Division (Luzon, Visayas & Mindanao) ----------------
27
Office of the AGM For Engineering:

Project Development Department
Harbor Maintenance Department
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28
Programming and Surveying Division
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28
Dredging Operations Division
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29
Fleet Maintenance Division
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29
Port Operations Department
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29
Terminal Operations Division
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30
Marine Operations Division
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31
Safety and Environmental Management Division -------------------------------
32
Office of the AGM for Operations:
Commercial Services Department
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32
Real Estate Management Division
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33
Port Marketing Division
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33
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34
Operations Division
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35
Logistics Management Division
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35
Port Police Department
Office of the AGM for Finance and Administration:

Human Resource Management Department -----------------------------------
36
Personnel Division
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36
Career Development Division
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38
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39
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39
Administrative Services Department

Records and Communications Division
ii
General Services Division
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40
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40
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41
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41
Curriculum Development & Research Division ----------------------------------
42
Training Delivery Division
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42
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42
Financial Control Division
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43
Accounting Division
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43
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44
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44
Securities, Credit and Tax Management Division -------------------------------
45
Property Management Division

PPA Training Center
Administrative Services Support Staff
Controllership Department
Treasury Department
Cash Management Division
Port District Office: Legal Affairs Division
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46
Resource Management Division
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46
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47
Engineering Services Division
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47
Resource Management Division
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48
Port Police Division
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48
Port Management Office: Port Services Division -----------------------------------------
48
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49
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49
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51
Personnel Management Analysis
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51
Manpower Planning
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51
Manpower Forecasting
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53
Existing Issues with Personnel Planning
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56
Recruitment Policy
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57
Selection Process
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58
Training and Development Strategy
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60
Employment Retainment/Welfare
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61
Compensation
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61
Benefits
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62
Terminal Office
Human Resources Processes
iii
Retirement
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63
Performance Appraisal
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67
Personnel Administrative Discipline
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68
Human Resources Practices Analysis and Recommendations ------------------------------------
71
Manpower Planning
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71
Recruitment policy
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73
Training and Development
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74
Personnel Appraisal
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75
Personnel Discipline
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76
Bibliography
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79
Annexes
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79
iv
I
INTRODUCTION
Agency Profile
Philippine Ports Authority (PPA), in their official website, reported in 2011, that it reached a
total of P8.524 Billion of gross income, ended the year with a net income of P 1.150 Billion and is
consider as part of the P100 Billion leaguer GOCCs as its total assets breached the P100 Billion mark
or exactly P 104.781 Billion.1
It is one of the corporations owned and controlled by the government that significantly
contributes to the Philippine economy and to the national treasury.
The organization of the PPA is just very recent compared to other GOCCs and it passed though
several challenges until what it is today.
Prior to the creation of the Philippine Ports Authority (PPA), the Bureau of Customs (BoC)
exercised administrative and operational control on all public ports with the exception of the Port of
San Fernando which was then a special Port Authority with its own charter. In addition to the antismuggling activities and the principal responsibilities of revenue collection, the Commissioner of the
BoC was then responsible for the port management and operations.
The beginnings of PPA can be traced to the passage of Republic Act 4567 in June of 1965, an
act creating the San Fernando Port Authority. But Republic Act No. 6086, which intended for the
creation of the Cagayan de Oro Port Authority, was never formally organized despite the
representation of former Vice President Emmanuel Pelaez. These two policies were important
legislations in the establishment and organization of PPA.
President Ferdinand Marcos in July 1966 issued a Memorandum directing the Commissioner
of the BoC to focus exclusively on the collection of taxes and duties and anti-smuggling activities while
the administration of ports was given to a new office, the Special Assistant Commissioner on Port
http://www.ppa.com.ph/AnnualReport/PPA%20corrected%20PDF%20for%20web.pdf
Administration. At this stage, the Marcos reiterated the significant role of the Philippine Navy on all
Maritime Affairs like safety at the sea, vessel registration and other allied matters.
Currently, the PPA, as a Government Owned and Controlled Corporation, is attached to the
Department of Transportation and Communication.
New PPA Vision, Mission and Corporate Values
In their 2011 Annual Report entitled Enhancing Client Experience at the Ports, it presents
their new vision, mission and values.
Vision
By 2030, customers doing business in our ports shall experience full and sustained
productivity, efficiency, comfort, connectivity, safety and security.
Mission
We commit to provide reliable and responsive services in our ports sustain development of
our port communities and the environment and be a model corporate agency of the government.
Corporate Value
Creativity: Innovation, Adaptability
Responsibility: Accountability, Taking and Managing Risks
Ethics: Integrity within Moral Bounds
Sincerity: Commitment to Fulfill Mandate
Teamwork: Synergy of Working Together
Applicable Laws of Creation
Philippine Ports Authority (PPA), an incorporated agency vested with a juridical personality
separate and distinct from the Republic2, was created by virtue of Presidential Decree No. 505 on July
Iron and Steel Industry vs. Court of Appeals and Maria Cristina Fertilizer Corporation, GR No. 102976, October 25,
1995.
11, 1974. The Decree was later on amended on December 23, 1975 by Presidential Decree No. 857
which was also known as the Revised PPA Charter.3
As an incorporated instrumentality, PPA is not integrated within the department framework
of the governmental duties of the State and it is vested with special functions or jurisdiction by law,
endowed with corporate powers, administering special funds and enjoying operational autonomy
through its charter4.
Before the passage of their charter, the administration of ports in the country was
traditionally merged with the revenue raising functions of the Bureau of Customs (BOC). In the same
manner, the port and harbor maintenance then was handled by the Bureau of Public Works, the
predecessor of the Department of Public Works and Highways (DPWH). Management and
administration of the countrys ports then were scattered with almost 600 national and local ports
and almost 200 private ports. These conditions then paved for the passage of those significant
legislations or policies creating PPA for the primary purpose then answering the need of a long range
planning and rationalization of the Philippine port development.5
Under those decrees, the PPA is entrusted with the function of carrying out an integrated
program for the planning, development, financing and operation of ports and port districts
throughout the country.6
Later on the Revised Charter of PPA or the PD 857 was amended in 1978 by Executive Order
513 entitled Reorganizing the Philippine Ports Authority.7 The policy delegated to PPA one of the
inherent powers of the state which is the Police Power through the creation of the National Ports
Advisory Council (NPAC) and its creation thereby strengthened the cooperation between the private
sector and the government in the delivery of its mandated services. The amendment also empowers
PPA to exact reasonable administrative fines for specific violations of its rules and regulations.
PPA, Port Manager and Port District Office of Davao City vs. Hon. Renato A. Fuentes and Terminal Facilities and
Service Corporation, GR No. 91259, April 16, 1991.
4
Section 2 paragraph 10, Philippine Administrative Code of 1987.
5
PPA Website, http://www.ppa.com.ph/
6
Ibid. 2.
7
Executive Order No. 513, Reorganizing the Philippine Ports Authority. November 16, 1978.
In 1987, Executive Order 1598 was issued by then President Corazon C. Aquino granting
powers to PPA of undertaking all port construction projects under its system. This policy officially
separates PPA from the DPWH. This order gives PPA financial autonomy.
Services
It is declared as a state policy the implementation of an integrated program for the planning,
development, financing and operation of ports for the entire country with the following objectives as
provided for in the Revised Charter of PPA:
1. To coordinate, streamline, improve, and optimize the planning, development, financing,
construction, maintenance and operation of Ports, port facilities, port physical plants, all
equipment used in connection with the operation of a Port.
2. To ensure the smooth flow of waterborne commerce passing through the country's Ports
whether public or private, in the conduct of international and domestic trade.
3. To promote regional development through the dispersal of industries and commercial
activities throughout the different regions.
4. To foster inter-island seaborne commerce and foreign trade.
5. To redirect and reorganize port administration beyond its specific and traditional
functions of harbor development and cargo handling operations to the broader function
of total port district development, including encouraging the full and efficient utilization
of the Port's hinterland and tributary areas.
6.
To ensure that all income and revenues accruing out of dues, rates, and charges for the
use of facilities and services provided by the Authority are properly collected and
accounted for by the Authority, that all such income and revenues will be adequate to
defray the cost of providing the facilities and services (inclusive of operating and
maintenance cost, administration and overhead) of the Port Districts, and to ensure that a
reasonable return on the assets employed shall be realized.9
Executive Order No. 159, reverting to PPA Its Corporate Autonomy, Ensuring the Rapid Development of Ports or
the Ports System Directly under It, and Authorizing It to Execute port Projects under Its Port Program, April 13,
1987.
9
Section 2, Presidential Decree No. 857.
As an incorporated instrumentality with its own charter, PPAs corporate duties for the
realization of the above mentioned objectives are the following:
1. to formulate in coordination with the National Economic and Development Authority a
comprehensive and practicable Port Development plan for the State and to program its
implementation, renew and update the same annually in coordination with other national
agencies.
2. To supervise, control, regulate, construct, maintain, operate, and provide such facilities or
services as are necessary in the ports vested in, or belonging to the Authority.
3. To prescribe rules and regulations, procedures, and guidelines governing the
establishment, construction, maintenance, and operation of all other ports, including
private ports in the country.
4. To license, control, regulate, supervise any construction or structure within any Port
District.
5. To provide services (whether on its own, by contract, or otherwise) within the Port
Districts and the approaches thereof, including but not limited to:
a. Berthing, towing, mooring, moving, slipping, or docking any vessel;
b. Loading or discharging any vessel;
c. Sorting, weighing, measuring, storing, warehousing, or otherwise handling goods.
6. To exercise control of or administer any foreshore rights or leases which may be vested in
the Authority from time to time.
7. To coordinate with the Bureau of Lands or any other government agency or corporation,
in the development of any foreshore area.
8.
To control, regulate, and supervise pilotage and the conduct of pilots in any Port District.
9. To provide or assist in the provision of training programs and training facilities for its staff
or staff of port operators and users for the efficient discharge of its functions, duties, and
responsibilities.
10. To perform such acts or provide such services as may be deemed proper or necessary to
carry out and implement the provisions of this Decree.10
Further, the following stated below are the corporate powers of the PPA, to wit:
10
Section 6, paragraph A, PD No. 857.
1. To succeed in its corporate name.

2. To sue and be sued in such corporate name.
3.
To adopt, alter, and use a corporate seal which shall be judicially noticed.
4. To adopt, amend, or repeal its by-laws.

5. To create or alter its own organization or any Port Management Unit, and staff such an
organization or Port Management Unit with appropriate and qualified personnel in
accordance with what may be deemed proper or necessary to achieve the objectives of
the Authority.
6. To make or enter of any kind or nature to enable it to discharge its functions under this
Decree.
7.
To acquire, purchase, own, lease, mortgage, sell, or otherwise dispose of any land, port
facility, wharf, quay, or property of any kind, whether movable or immovable.
8. To exercise the right of eminent domain, by expropriating the land or areas surrounding
the Port of harbor, which in the opinion of the Authority, are vital or necessary for the
total development of the Port District.
9. To levy dues, rates, or charges for the use of the premises, works, appliances, facilities, or
for services provided by or belonging to the Authority, or any other organization
concerned with port operations.
10. To reclaim, excavate, enclose, or raise any part of the lands vested in the Authority.
11. To dredge or provide dredging services, within a Port District of elsewhere.
12. To acquire any undertaking affording or intending to afford facilities for the loading and
discharging or warehousing of goods in the Port Districts.
13. To supply water or bunkers for ships.
14. To obtain insurance for or require the insurance of any property, movable or immovable,
belonging to the Authority and/or goods in the custody of the Authority.
15. To do all such other things and to transfer all such business directly or indirectly
necessary, incidental or conducive to the attainment of the purposes of the Authority.
16. Generally, to exercise all the powers of a corporation under the Corporation Law insofar
as they are not inconsistent with the provisions of this Decree.11
11
Section 6; paragraph B, PD No. 857.
Executive Order No. 513 which amended the Revised Charter of the PPA significantly
delegates police power to PPA and such delegation provides for the rendering of the following
services, to wit:
1. To provide security to cargoes, port equipment, structure, facilities, personnel and
documents: Provided, however, that in ports of entry, physical security to import and
export cargoes shall be exercised jointly with the Bureau of Customs;
2.
To regulate the entry to, exit from, and movement within the port, of persons and
vehicles, as well as movement within the port of watercraft;
3.
To maintain peace and order inside the port, in coordination with local police authorities;
4.
To supervise private security agencies operating within the port area; and
5.
To enforce rules and regulations promulgated by the Authority pursuant to law. 12
The latest amendment was initiated by then President Corazon C. Aquino which officially
separates the PPA with the Department of Public Works and Highways. The amendment specifically
provides for the performance of additional services which includes the planning, detailed
engineering, construction, expansion, rehabilitation and capital dredging of all ports under its port
system.13
Mandated Structure
The Philippine port system is classified into four categories, and these are 14:
1. The PPA port system consisting of public and private ports;
2. Ports under the jurisdiction of independent port authorities;
3. Municipal ports devolved to the Local Government Units; and
4. The Road RORO terminal system.
The PPA port system is the most important and extensive networks of ports in the country
with 115 PPA-owned ports and more than 500 private ports under their direct supervision.
12
Section 2, Executive Order No. 513.

Section 3, Executive Order No.159.
14
Llanto, Gilberto M., et. al., Competition Policy and Regulation in Ports and Shipping, page 9.
13
The PPA is financially autonomous from the government and generates its revenues from the
following:
1. Concession Fees especially from the lease of South Harbor and the Manila International
Container Terminal (MICT);
2. Port charges such as wharfage, berthing, pilotage, etc. and
3. A share of cargo handling revenues from private cargo handling operators and from port
charges of privately operated ports.
It is mandated by law to remit 50% of its net income as dividends to the national government.
As provided for in the Revised Charter of PPA, the following are the mandated offices to be
created.
A. BOARD OF DIRECTORS
In the Revised Charter of the PPA, it is declared that its corporate power is vested by its own
Board of Directors and such Board is composed of the following15:
1. The Secretary of the Department of Transportation and Communication (DOTC) as
Chairman of the Board.
2. The General Manager of PPA, as Vice-Chairman,
3. Secretary of the Department of Trade and Industry (DTI),
4. Secretary of the Department of Finance (DOF),
5. Secretary of the Department of Public Works and Highways (DPWH),
6. Secretary of the Department of Environment and Natural resources (DENR),
7. Director-General of the National Economic and Development Authority (NEDA),
8. Administrator of the Maritime Industry Authority, and
9. One representative from the Private Sector.
The Directors enumerated from item 1 to item 8 are ex-officio members of the Board of
Directors while the private sector is appointed by the President of the Republic.
15
Section 7, PD No. 857.
Likewise, it is the President of the Republic of the Philippines who has the power to appoint
the General Manager and the Assistant Managers of the PPA upon the recommendation of the Board
of Directors. Other officials and employees are selected and appointed on the basis of merit and
fitness pursuant to its comprehensive and progressive merit system consistent with the rules and
regulations of the Civil Service Commission. Further, the recruitment, transfer, promotion, and
dismissal of all personnel, including temporary employees, shall also be governed by the PPAs merit
system.16
B. GENERAL MANAGER
The General Manager of the PPA with the approval of the Board of Directors determines the
staffing pattern and the number of its employees, defines their duties and responsibilities, and fixes
their salaries and emoluments.17
The following are the functions of a General Manager18:
1. Exercises overall supervision and control of PPA activities.
2. Defines and promulgates the corporate objectives, targets and direction of the PPA.
3. Promulgates rules and regulations necessary to carry out the objectives,
policies and
functions of the Authority.

4. Ensures the attainment of objectives and targets and the implementation of PPA policies,
programs, rules and regulations.
5. Ensures operational efficiency of PPA ports and central office units.
6. Ensures the provision of adequate port facilities and their proper maintenance.
7. Ensures PPAs financial stability and growth.
8. Establishes effective coordination/liaison with other government offices,
private
entities, port users and the general public.

9. Coordinates and liaises with local and international entities involve in water
transport
and commerce.
10. Monitors national, local, political, peace and order, weather and other natural
calamity/disaster situations as they affect the National Port System.
16
Section 8, paragraph b, PD No. 857.

Section 8, paragraph c, PD No. 857.
18
http://www.ppa.com.ph/about%20us/Organization/OGM-function.htm
17
11. Monitors all activities in the ports to identify potential problem areas and to initiate preemptive action to keep these from escalating into crisis situations.
12. Performs other functions as may be directed by the Board.
C. ASSISTANT GENERAL MANAGERS

The charter of PPA is very specific as to the number of its Assistant General Managers which in
no case shall exceed 3.19 In their official website, the PPA has the following Assistant General
Managers (AGM): (1) AGM for Operations, (2) AGM for Engineering, and (3) AGM for Finance, Legal
and Administration.20
The following are the functions of the AGM for Operations21, to wit:
1. Acts as the deputy or second-in-command in the Organization.
2. Supervises the operation and management of ports belonging to the Authority and the
enforcement of port rules and regulations.
3. Prescribes updates and recommends policies, systems and procedures in the operation of
the ports and in the delivery of port services for ports belonging to the Authority,
including those which pertain to port security.
4. Prescribes port service performance, safety standards and monitors the adherence by
service contractors.
5. Prescribes and updates rules and regulations relative to the operation of private ports.
6. Undertakes programs for improving operational efficiency of ports within the PPAs
jurisdiction.
7. Evaluates capabilities of existing and prospective operators both for ports belonging to
the Authority and those privately-owned and recommends for the issuance or nonissuance of management contracts/permits to render cargo handling services.
8. Prescribes guidelines, systems and procedures in the operations and delivery of port
services including pilotage.
19
Section 8, paragraph f, PD No. 857.

http://www.ppa.com.ph/about%20us/images/org_031nw.JPG
21
http://www.ppa.com.ph/about%20us/aboutus.htm
20
10
9. Prescribes guidelines in the determination of the number of cargo handling operators and
other port services operators in the port directly managed by PPA.
10. Prescribes port policies, plans and programs, and strategies including the establishment
and revision of tariff/rental rates.
11. Performs other related functions.
The following are the functions of the AGM for Engineering22, to wit:
1. Formulates and updates a comprehensive port development plan for the PPA Ports
System.
2. Prescribes procedures/guidelines governing the planning, design, construction, repair and
maintenance of all port facilities under the PPA Ports System as well as the maintenance
of cargo handling and engineering equipment owned by the Authority.
3. Undertakes the preparation of port master plans and feasibility studies including
environmental impact studies.
4. Supervises and/or implements port construction projects at its own or through private
constructors.
5. Undertakes capital and maintenance dredging including the maintenance of PPA dredging
fleet.
6. Implements the Constructors Performance Evaluation System.
7. Evaluates and prescribes engineering rules and regulations governing the development
and construction of private ports in the country.
8. Undertakes topographic and hydrographic surveys, soil investigation studies and
environmental assessment required for port infrastructure development and construction.
9. Keeps abreast on the latest trend and technology on the planning, design and construction
of port infrastructure facilities, including dredging and reclamation.
10. Handles BOT/private financed projects.
The following are the functions of AGM for Finance, Legal and Administration23, to wit:
22
23
Ibid.
Ibid 20.
11
1. Formulates updates and prescribes policies and strategies of the Authority in the areas of
human resource management/administration, manpower development, financial
transactions, cash management, management and organizational studies and ensures the
proper implementation of the same.
2. Provides the administrative requirements of the Authority in the areas of personnel,
general services, procurement of office supplies and equipment, transportation and
records and communications.
3. Ensures the attainment of human resources management, training and development,
career pathing and planning, integrated health and physical fitness of PPA employees.
4. Assists in the supervision of the implementation of policies, programs, rules and
regulations.
5. Ensures the proper inventory of PPA properties.
6. Ensures the insurance coverage of PPA properties.
7. Ensures the efficient and accurate delivery of accounting and financial control services in
providing the financial requirements of all the units of the Authority.
8. Ensures the viability of the Authority as well as its compliance with covenants entered
into with financing institutions.
9. Ensures the proper remittance of all PPA collections.
10. Formulates the PPA annual budget.
11. Promotes and maintains external linkages with local financial and training institutions.
D. PORT DISTRICT MANAGERS

Although Republic Act No. 4567 creating the San Fernando Port Authority and RA No. 4663 as
amended by RA No. 6086 creating the Cagayan de Oro Port Authority were amended by Presidential
Decree No. 857, the classification of Port Districts as the territorial jurisdiction of the Philippine Ports
Authority is retained.24 A particular Port District is defined as the territorial jurisdiction which is under
the control, supervision or ownership of the PPA over an area, which includes the land and the
sea.25In determining the Port Districts, PPA may communicate with the President of the Republic
24
25
Section 41, paragraph a, PD No. 857.

Section3, paragraph D, PD No. 857.
12
through the National Economic Development Authority (NEDA) the application for declaration of
specific areas as such.26
Currently, the country has five (5) port districts namely: (1) PDO Manila/Northern Luzon, (2)
PDO Southern Luzon, (3) PDO Visayas, (4) PDO Northern Mindanao and (5) PDO Southern Mindanao.
Every Port District is headed by a Port District Manager.
The functions of the Port District Manager27 are the following:
1. Ensures compliance and proper implementation of policies, guidelines, systems and
procedures in the operation, finance, administrative services, safety, security and the
repair and maintenance of Ports by the Port Management Offices (PMOs) within its
jurisdiction.
2. Establishes and maintains harmonious relationship with relevant government agencies
and private sector within the PDOs jurisdiction.
3. Handles the recruitment of personnel within the Port District Office proper.
4. Evaluates and approves repair and maintenance programs/projects of the PMOs under its
jurisdiction.
5. Evaluates minor rehabilitation and new/expansion projects identified by the PMO and
undertake the planning, design of such projects and prepare and approve POW and
bidding documents in accordance with the approved RDA.
6. Undertakes periodic inspection of the activities of the PMOs under its jurisdiction.
7. Provides legal assistance to all PMOs in the District
8. Supervises the operational and financial audit of the PMOs and the performance
evaluation of all service agents with contracts/permits of less than five (5) years.
9. Acts on issues/problems/complaints affecting port operations.
E. PORT MANAGERS
26
27
Section 5, PD No. 857.

Ibid 20.
13
Every Port District is composed of several ports. The following are the port management
offices (PMO)28 of PPA, to wit:
1. Port District Office (PDO) of Manila and Northern Luzon MICT-Field Office, PMO North
Harbor, PMO South Harbor, PMO Limay, PMO San Fernando.
2. PDO Southern Luzon PMO Batanggas, PMO Calapan, PMO Legazpi and PMO Puerto
Princesa.
3. PDO Visayas PMO Dumaguete, PMO Ilo-Ilo, PMO Ormoc, PMO Pulupandan, PMO
Tacloban, PMO Tagbilaran.
4. PDO Northern Mindanao PMO Cagayan de Oro City, PMO Iligan, PMO Nasipit, PMO
Ozamiz and PMO Surigao.
5. PDO Southern Mindanao PMO Davao, PMO General Santos, PMO Cotabato, PMO
Dapitan, PMO Zamboanga.
Every Port Management Office (PMO) of the PPA is headed by Port Managers29 whose
functions are as follows:
1. Supervises the day-to-day operations of the port.
2. Implements all PPA policies, systems and procedures and ensures the compliance thereto.
3. Provides safety and security of people, cargoes and facilities.
4. Ensures that all fees, dues and charges due the PPA are duly billed, collected and
accounted for.
5. Collects and submits statistical data.
6. Implements repair and maintenance works.
28
29
http://www.ppa.com.ph/about%20us/images/org_031nw.JPG
Ibid 20.
14
II
Existing Organizational Structure
Organizational Chart
The present and existing organizational structure of PPA complies with the provision of
Executive 366, series of 2004 on the rationalization of the Government Bureaucracy and of Republic
Act No. 10149 which provides that the Governance Commission is mandated to evaluate the
performance and determine the relevance of the GOCC, to ascertain whether the GOCC should be
reorganized, merged, streamlined, abolished or privatized, in consultation with the department of
agency to which the GOCC is attached.30 Their current organizational structure is shown in the
diagram below.
30
http://gcg.gov.ph/Memorandum%20Orders/GCG%20MO%20No.%202012-04%20
%20Authorizing%20the%20Philippine %20Ports%20Authority%20 (PPA)%20to%20Fill%20ThirtyEight%20Regular%20Plantilla%20Positions%20Nationwide.pdf
15
In the organization structure shown above, the boxes filled with color yellow are those
positions which are mandated by law, the green one as mandated by virtue of their corporate in
nature, the orange are those positions already in place prior to the creation of PPA and the light blue
boxes are those positions created through the General Manager and approved by the Board pursuant
to existing laws particularly those applicable to the GOCCs and the on the recent policy on the
rationalization of the government bureaucracy.
Job Description
In addition to the mandated structure, the following are the other positions in the Philippine
Ports Authority with their corresponding job descriptions31, to wit:
A. Corporate Board Secretary
1. Provides technical assistance to the Board on all Board-related matters.

2. Acts as the liaison office and provide the necessary linkage between the Board of
Directors and Management.
3. Coordinates with Management in the finalization of the agenda for deliberation and
decision of the Board.
4. Coordinates with the Board in the scheduling of meetings and ensures their proper
dissemination to the members of the Board and concerned management officials.
5. Acts as the legal adviser of the Board during its meeting.
6. Prepares and distributes the Board agenda and ensures accurate transcription of
Board proceedings and decisions.
7. Acts as the official custodian of all pertinent Board records and documents.
8. Certifies approved resolutions and handles their proper disposition.
B. Office of the General Manager: Public Affairs Staff
1. Plans and executes an effective public relations and promotions program for PPA.
31
Ibid 20.
16
2. Establishes and maintains effective liaison with government and private agencies, the
general public, international maritime organizations, etc. on matters pertaining to
public information and relations.
3. Prepares/edits articles for media release by PPA.
4. Arranges media conferences and the accompanying radio/television coverage.
5. Gathers press releases, opinions and write-ups covering PPA actions/ activities.
6. Informs PPA management of public reactions to PPA activities and recommend
appropriate public relations action.
7. Undertakes publication of PPAs official newsletter and other official publications that
may be required by management from time to time.
C. Office of the General Manager: Internal Security Affairs Staff
1. Conducts background investigation on the applicants of the PPA.

2. Conducts security checks on suspicious activities of PPA employees.
3. Coordinates with national intelligence agencies on matters that are of mutual
concern.
4. Gathers intelligence information and prepares intelligence reports on suspected illegal
activities in the ports.
5. Advises the General Manager on matters of security through the preparation of
intelligence reports and dossiers.
D. Internal Control Unit: Department Manager Internal Control Department
1. Reviews administrative, financial, operational and engineering transactions of all RCs.

2. Evaluates extent of compliance of these RCs concerned with PPA and other
government policies, laws, rules and regulations.
3. Appraises the quality of performance of RCs concerned to ascertain whether the
organizations objectives and goals are met.
17
4. Reviews adequacy of system of internal control to ascertain whether it provides

reasonable assurance of safeguarding assets; maintaining reliability and integrity of
information; economic and efficient use of resources; and accomplishing established
objectives and goals.
5. Reviews effectiveness of system of internal control to ascertain whether the system is
functioning as intended.
6. Recommends to MISD necessary additional systems and other measures to improve
the system and effect better compliance.
7. Reviews PDOs/PMOs findings of Internal Control Staffs audits insofar as compliance
of policies, laws, rules and regulations.
8. Conducts fiscal review of Head Office financial transaction.
E. Internal Control Unit: Division 1 and Division 2
1. Reviews existing PPA policies, systems and procedures on management, organization,

administrative, finance, and operations of PPA units and service agents.
2. Reviews financial transactions of cargo handlers, pilots and ancillary service operators
to determine the reliability and fairness of financial reports submitted and the
adequacy of financial remittances to PPA by way of government share.
3. Reviews operations of said units/service agents to determine the extent of
compliance with existing PPA policies, rules and regulations and terms of their
contracts.
4. Evaluates quality of service rendered by above units and service agents.
5. Recommends necessary controls and procedures to effect better compliance of these
units and service agents to PPA policies, rules and regulations.
6. Coordinates with COA to ensure compliance with auditing requirements.
18
F. Strategic Planning Department Head
1. Formulates, in
coordination
with
the other
Responsibility Centers
(RCs),
managements vision of the organizations future state which would give the over-all
general policy direction to all RCs.
2. Sets managements organizational goals and objectives and their realization within
specified time frames in order to attain the organizations planned future state.
3. Collects, evaluates external and internal information relevant to the organizations
present and future state.
4. Develops long-range (strategic) plans that will properly position the organization to
attain its desired future state.
5. Implements a feedback and measurement system to assure implementation of
approved plans and budget at all levels.
6. Coordinates with national planning offices, e.g., NEDA, DOTC, to make sure that the
organizational plans are in line with national governments thrust and objectives.
G. Strategic Planning Department: Planning and Research Division Head
1. Defines the organizations corporate goals and objectives.

2. Collects and evaluates internal and external information that may affect the
organizations present and future state.
3. Develops the organizations long range (strategic) and short-range (operating) plans
and budget.
4. Identifies yearly operating targets and tactical/short-range plans.
H. Strategic Planning Department: Monitoring and Evaluation Division
1. Provides management with timely and accurate performance appraisal reports on

each PPA Responsibility Center.
19
2. Provides other government agencies with timely accurate performance report of the
authority.
3. Evaluates the accomplishments of each RC in relation to planned activities with
emphasis on deviations warranting closer examination in the light of established
evaluation standards.
4. Evaluates and undertakes periodic review of the implementation of policies and
accomplishments.
5. Develops and implements feedback and measurement systems that will assure
implementation of approved plans and budget at all levels.
6. Performs other related functions
I.
Legal Service Department Head
1. Provides legal assistance and/or advice and in general acts as the corporate legal
counsel of the Authority.
2. Handles cases filed for or against the Authority including attendance in court hearings
and the preparation and submission of various pleadings in courts or other tribunals.
3. Evaluates and monitors cases assigned to the field units concerned.
4. Collaborates and coordinates with the Office of the Solicitor General and Office of the
Government Corporate Counsel cases referred to them by PPA.
5. Evaluates and recommends the filing or disposition of administrative disciplinary cases
against PPA officials and employees.
6. Reviews and/or prepares contracts, memorandums of agreement permits/licenses
and all other legal documents involving the Authority.
7. Interprets pertinent laws, administrative orders, rules and regulations affecting the
Authority and its employees.
8. Reviews legality of rules, policies, regulations, pronouncement, procedures and
guidelines affecting the ports and its port users.
9. Undertakes researches and studies on legal matters and keeps management abreast
of the latest laws, rules and judicial pronouncements/developments affecting the
Authority.
20
10. Reviews PDO/PMO decisions referred/appealed to it by the aggrieved parties,

involving conflicts of interpretations, violations of port rules and regulations,
administrative protests/cases and related disputes.
J.
Legal Service Department: Regulatory and Documentation Division
1. Prepares legal opinions, rulings, decisions, resolutions and other pertinent legal writeups for the Board and management.
2. Undertakes legal researches on legal matters and prepares opinions/position papers
and recommendations on various vital corporate issues within the framework of the
PPA Charter.
3. Reviews the propriety and legality of rules and regulations administrative procedures
and guidelines affecting all ports within PPA jurisdiction and the port users in general.
4. Reviews and/or prepares contracts, agreements and other vital legal documents to
which PPA is a party.
5. Hears reviews and recommends decisions on appealed/protested cases/decisions of
Port Management Offices and Responsibility Centers.
6. Keeps updated records and files of PPA official rulings and pertinent Supreme Court
decisions and disseminates the same (through the publication of PPA Legal Digest) for
information and guidance of PMOs and the port users.
7. Reviews decisions or actions appealable to Head Office by the PMOs involving legal
matters other than administrative/disciplinary cases.
8. Evaluates/reviews contracts, licenses or permits within the jurisdictional authority of
the Board and top management at Head Office.
9. Keeps management abreast of all latest pertinent laws, rules and regulations and
judicial developments and interprets provisions of contracts or agreements involving
the Authority.
21
K. Legal Service Department: Litigation and Investigation Division
1. Handles and disposes civil, admiralty/maritime and other cases.

2. Collaborates and coordinates with OSG and OGCC in the handling of cases referred to
them by PPA.
3. Evaluates and recommends the filing and investigation of administrative cases against
PPA officials and employees and whenever necessary, assigns the formal investigation
or prosecution of said cases to the Legal Services Division of the PDO concerned.
4. Conducts researches and studies on various legal issues, rulings and policies affecting
the Authority or its employees.
5. Represents the PPA in court hearings, meetings, and conferences involving cases
and/or legal matters affecting the Authority.
L. Management and Information Department
1. Formulates and updates the Authoritys Information Systems Plan (ISP) in accordance
with the guidelines provided by the National Computer Center (NCC).
2. Establishes standards and specifications in the procurement of computer hardware
and software for the use of the different RCs and ensure compliance thereof.
3. Undertakes investigation and studies on management information systems
requirements of the different RCs.
4. Undertakes the development, design, installation, revision and maintenance of
manual and computerized management information system of the organization.
5. Develops and installs computer programs and other EDP requirements of various RCs.
6. Develops and implements systems and procedures in the generation of management
information and port statistics.
7. Undertakes the analysis of various port statistics.
8. Performs Foreign Desk functions for the Authority.
22
M. Management and Information Service Department: Management Services Division
1. Formulates policies and guidelines relative to the generation, management and

maintenance of port statistics and related data.
2. Plans and manages the conduct of researches and studies on statistical concepts,
techniques and methodologies applicable to ports.
3. Designs statistical survey/questionnaire forms and formulates the methodology for
their implementation and the consolidation and analysis of their results.
4. Undertakes projection of future trends, such as demand forecasts, economic trends,
industrial growth rates and other factors essential in the delivery of port planning,
operations and management services.
5. Operates and maintains data bank and library covering relevant operational
data/indicators for ports under the PPA port system.
6. Identifies and establishes linkages and coordinates with appropriate maritime/trade
organizations or groups, both domestic and foreign, on various information and
resource requirements.
7. Provides liaison/documentation assistance to PPA officials and employees
participating in local or foreign conventions/conferences, meetings and similar
activities.
8. Develops documents and updates performance standards for all RCs.
9. Provides technical assistance to the different offices in the development and
implementation of office performance standards.
10. Develops and recommends work flow standards to improve organizational efficiency
and productivity.
11. Designs and conducts appropriate training programs for various EDP users.
N. Management and Information Services Department: Information Technology Division
1. Operates and maintains data bank and computer library services.

2. Evaluates, recommends, installs, manages and maintains communications interfaces
among various users within the organization and with other entities.
23
3. Undertakes the design, development, installation, revision and maintenance of both

manual and computerized management information systems as well as internet
applications and procedures in coordination with users.
4. Provides computer operations services to users.
5. Formulates and implements guidelines on the evaluation, acquisition and utilization of
computer hardware and software by the different units in the organization.
6. Undertakes preventive maintenance of computer hardware and peripherals at the
Head Office and other Manila-based operating units.
7. Performs other related tasks.
O. Office of the Assistant General Manager For Engineering: Project Development

Department
1. Coordinates in the formulation/updating of the medium and long term port
development plan and in the identification of port projects to be undertaken by PPA.
2. Prepares the port master plans, identifies facilities needed and determines the
phasing in the development of the projects in coordination with PDOs/PMOs.
3. Undertakes surveys, soil boring/tests, site investigations, inspection of damage port
facilities and other field investigations required in the conduct of studies on existing
ports as well as new ports.
4. Conducts feasibility studies to include the preparation of environmental impact
studies.
5. Formulates the design criteria and performs the design analysis of new port facilities
and also for major rehabilitation works.
6. Prepares the annual infrastructure program and budget for capital projects to be
implemented by the Head and Field Offices.
7. Prepares scope of work, cost estimates, construction schedules/drawings, program of
works, specifications and other bidding documents.
8. Prepares the port zone delineation as basis for the issuance of a Presidential
Proclamation pursuant to E.O. 410 in coordination with PDOs/PMOs.
9. Evaluates proposed development of private ports in coordination with the OAGMOperations and OAGM-Finance and Administration.
24
10. Undertakes monitoring and post evaluation of projects, especially capital

infrastructure projects.
11. Coordinates review/revision of PPA Port System.
12. Assists in the conduct of Constructors Performance Evaluation System on capital
infrastructure projects in coordination with FCMD and other concerned RCs.
13. Prepares the bidding documents for BOT/Private financed projects (PPA Solicited
Proposals) and evaluates private sector initiated projects (unsolicited proposals).
P. Office of the Assistant General Manager For Engineering: Project Development

Department: PROJECT STUDY DIVISION
1. Coordinates with PDOs/PMOs in the formulation/updating of master plans, medium
and long term development plans and determines phasing of development of the
projects.
2. Conducts inventory and investigation of port facilities to determine their status and
need for rehabilitation.
Study port operations as this affects the overall port
performance and efficient utilization of the facilities.

3. Undertakes the projection of cargo, passenger and vessel traffic and the
determination of the capacities of existing facilities and on this basis and No. 2 above
determine which ports needs immediate expansion and/or rehabilitation.
4. Undertakes technical, operational, economic and financial evaluation of port projects
to determine their feasibility.
5. Undertakes periodic and post evaluation of projects implemented by the Head Office
for purposes of among others reprogramming / realignment of projects.
6. Coordinates review/revision of PPA Port System.
7. Undertakes the preparation of Initial Environmental Examination/ Environmental
Assessment Studies for infrastructure projects.
8. Determines the need for hydrographic and topographic surveys.
9. Assists in the performance of the functions of the Technical Working Group, PEAC, on
Consultancy Services for F/S.
25
Q. Office of the Assistant General Manager For Engineering: Project Development

Department: DETAILED ENGINEERING DIVISION
1. Undertakes the architectural and detailed engineering design of structures and

facilities required in port projects.
2. Prepares the bill of quantities, cost estimates and Program of Works for projects
initiated at the Head Office. Reviews the Program of Works for projects submitted by
the PDOs and/or PMOs.
3. Prepares the technical specifications, working drawings and other tender documents
needed for the bidding and implementation of the projects.
4. Prepares construction schedule of projects.
5. Undertakes the necessary major revisions and/or modification of designs.
6. Assists in the bidding of contracts for port projects as well as in the evaluation of
Consultancy Proposals for Detailed Engineering Studies.
7. Undertakes structural condition survey of existing port facilities, especially the
piers/wharves.
8. In coordination with the Project Study Division (PSD), determines the need and scope
of soil investigation works to be undertaken in a port.
9. Assists in the conduct of the Constructors Performance Evaluation System on capital
infrastructure projects in coordination with FCMD and other concerned RCs.
10. Conducts research/keep abreast on the latest trend and technology on port design
and construction.
R. Office of the Assistant General Manager For Engineering: Project Development

Department: SPECIAL PROJECT DIVISION
1. Reviews/updates PPA procedures/guidelines in the processing and evaluation of

projects under the BOT scheme or other public-private partnership schemes.
2. Prepares instructions to bidders, terms of reference, performance standards and
specifications and other bidding documents for BOT/Private financed projects.
3. Acts as secretariat to the BOT-PBAC.
26
4. Evaluates project proposals submitted by the private sector.

5. Coordinates with concerned government agencies concerning private-financed
projects.
6. Performs related functions.
S. Office of the Assistant General Manager For Engineering: Project Development

Department: FACILITIES, CONSTRUCTION & MAINTENANCE DEPARTMENT
1. Undertakes the management, supervision and/or implementation of foreign-assisted

capital projects and major locally funded capital projects.
2. Ensures the implementation of projects to be in accordance with the specifications,
construction drawings and terms of the contract.
3. Evaluates changes/modifications of construction schedules, plans and other
deviations to suit actual field conditions.
4. Evaluates proposed variation orders, time extensions, progress billings, price
adjustments and price escalations.
5. Assists in the conduct of post evaluation of projects and Constructors Performance
Evaluations System in coordination with PDD and other concerned RCs.
T. FACILITIES, CONSTRUCTION & MAINTENANCE
DEPARTMENT: Project Management
Division (Luzon, Visayas & Mindanao)
1. Undertakes supervision/management of all construction activities and related works

especially those classified under Head Office Projects.
2. Provides technical and administrative services in the project implementation.
3. Ensures that project implementation shall be in accordance with the approved plans,
specifications and terms of contract.
4. Performs quality control concerning construction materials to be utilized in the
projects.
5. Evaluates and reviews changes/modifications of construction schedules, design plans
and other deviations in the actual construction works.
27
6. Evaluates and reviews proposed variation orders, time extensions, payment claims
and/or price escalations.
7. Monitors the project cash flow and fund utilization.
8. Monitors the construction activities for the accomplishments.
9. Performs other related activities.
U. Office of the Assistant General Manager For Engineering: Project Development

Department: HARBOR MAINTENANCE DEPARTMENT
1. Prepares the annual dredging program and defines their implementation schedule and
funding requirement.
2. Undertakes hydrographic, topographic and other related surveys in support of port
planning and construction activities.
3. Operates and maintains the PPA watercrafts and survey instruments.
4. Supervises dredging works under contract, especially the 10 year dredging contract
under the Rehabilitate, Operate and Maintain Scheme of the PPA Dredging Fleet.
5. Supervises and maintains the Spare Parts Inventory.
V. HARBOR MAINTENANCE DEPARTMENT: Programming and Surveying Division
1. Undertakes hydrographic surveys/investigations and determines the volume of

dredge materials to be removed.
2. Undertakes progress and final hydrographic surveys to determine the actual volume
dredged and monitors progress of dredging works.
3. Provides topographic survey services to other units of PPA.
4. Develops the dredging program and defines the implementation schedule, the dredger
to be used, and funding requirements.
5. Maintains survey instruments.
28
W. HARBOR MAINTENANCE DEPARTMENT: Dredging Operations Division
1. Operates the PPA Dredging Fleet and undertakes the maintenance dredging in
accordance with the approved Annual Dredging Program.
2. Supervises dredging works under Contract.
3. Coordinates with FMD in the maintenance and repair of the dredging fleet and in the
formulation of a program for the dry-docking of dredgers.
X. HARBOR MAINTENANCE DEPARTMENT: Fleet Maintenance Division
1. Prepares,
recommends
and
implements
comprehensive
repair
and
routine/preventive/scheduled maintenance program including mandatory and drydocking of six (6) PPA dredgers, seven (7) attendant plants and survey boats.
2. Undertakes procurement, storage and issuance of spare parts, supplies and materials,
fuel and lubricant requirements of the dredging fleet and maintains the economic
inventory level of the same.
3. Prepare technical specifications and bidding documents for purchase of parts and
materials, and for repair/technical engineering services.
4. Conducts periodic ocular inspection of all dredgers and attendant plants to determine
their actual conditions and recommends/implements corrective measures and actions
on their repair and maintenance.
5. Maintains and operates a base repair shop and its facilities, machineries and
equipments.
6. Perform other related functions.
Y. Office of the Assistant General Manager for Operations: PORT OPERATIONS DEPARTMENT
1. Formulates and updates guidelines, systems and procedures in the operations and
delivery of port services in the ports directly managed by PPA and establishes port
services performance standards.
29
2. Establishes safety standards in the movement of vessels, cargoes, passengers and

pedestrians in the ports directly managed by PPA.
3. Establishes environmental standards/rules relative to port operations in the
ports/districts to include privately-managed ports within the port zone/district.
4. Formulates and updates rules and regulations in the operation and delivery of
pilotage services and the conduct of pilots servicing PPA ports.
5. Formulates and updates guidelines in the determination of the number of operators
per type of port service and establishes the number for each in port directly managed
by PPA.
6. Reviews and evaluates PBAC/comparative evaluation/selection results for the
awarding of cargo handling contracts/permits.
7. Reviews and evaluates applications for renewal contracts and permits to operate
cargo handling services.
8. Provides technical assistance to PDOs/PMOs, port users and other agencies relative to
the implementation of port operations policies, regulations, systems and procedures.
9. Evaluates and studies proposals submitted by PDOs/PMOs, port users and other
departments/agencies in relation to port operations.
10. Assesses the impact of port operations systems in terms of economy and efficiency
and recommends appropriate measures and standards.
Z. PORT OPERATIONS DEPARTMENT: Terminal Operations Division

1. Formulates, recommends and updates rules and regulations, standards, systems and
procedures in the operation and efficient delivery of terminal services in ports.
2. Evaluates, studies and proposals submitted by other departments/agencies in relation
to terminal operations.
3. Assesses the impact of terminal operations system in terms of economy and efficiency
relative to the provision of terminal operational requirements and recommends
appropriate measures and standards.
4. Conducts researches and studies on developments in terminal operations technology,
and recommends innovations on terminal service deliver requirements.
5. Regulates terminal operations in all ports.
30
6. Reviews and evaluates PBAC/comparative evaluation selection results for the

awarding of cargo handling contracts/permits to cargo handling and other port
services operators in ports to be managed and operated by private entities.
7. Reviews and evaluates applications for renewal contracts/permits to operate cargo
handling services.
8. Provides technical assistance to PDOs, PMOs, port users and other agencies relative to
the implementation of terminal operations policies, regulations and systems and
procedures.
9. Undertakes/assists in the performance evaluation of cargo handling operations.
10. Determines the PPA existing ports that shall be managed and be operated by private
entities.
AA. PORT OPERATIONS DEPARTMENT: Marine Operations Division
1. Formulates, recommends and updates rules and regulations, standards, systems and
procedures in the operation and efficient delivery of marine services in the ports, in
such areas as vessel operations, pilotage and other marine-related services.
2. Evaluates and studies proposals submitted by PDOs/PMOs, port users and other
departments/agencies in relation to marine operations.
3. Assesses the impact of marine systems in terms of economy and efficiency relative to
the provision of marine operational requirements and recommends appropriate
measures and standards.
4. Conducts researches and studies on developments in marine service technology, and
recommends innovations for efficient marine operations.
5. Regulates marine operations in all ports.
6. Evaluates and appoints harbor pilots in the different pilotage districts.
7. Provides technical assistance to PDOs/PMOs, port users and other agencies relative to
the implementation of marine operations policies, regulations, systems and
procedures.
31
BB. PORT OPERATIONS DEPARTMENT: Safety and Environmental Management Division
1. Formulates and recommends policies, standards, rules and regulations on port

operations relative to safety and environmental matters.
2. Provides technical assistance to PDOs/PMOs, port users and other agencies on
port/vessel operations and services relative to port safety and environmental
management.
3. Evaluates reviews and monitors safety and environmental policies, standards,
regulations.
4. Conducts safety and environmental audits relative to port operations.
5. Develops and assists in the implementation of maritime safety and environmental
management systems and procedures for the proper handling, transport, storage of
dangerous/obnoxious cargoes in ports.
6. Evaluates study proposals pertaining to port safety and environmental concerns.
7. Assesses the impact of safety and environmental systems and recommends
appropriate measures and standards.
CC. Office of the Assistant General Manager for Operations: COMMERICIAL SERVICES
DEPARTMENT
1. Formulates and monitors the effective implementation of the privatization

policies/directions and the comprehensive port real estate development programs.
2. Determines and upgrades charges, fees or dues on the use of port facilities,
equipment and availment of port and other related services.
3. Undertakes and evaluates studies on port related businesses, project investment
proposals and lease applications and recommends approval thereof.
4. Undertakes surveys of port users needs and defines priorities.
5. Determines the PPA ports that shall be managed and operated by private entities.
6. Provides technical assistance to PDOs/PMOs in the implementation of port pricing and
marketing strategies and in the promotions efforts.
32
7. Determines the terms and conditions in the utilization of PPA real estate including the
rental rates to be charged and monitors the implementation thereof.
DD. COMMERICIAL SERVICES DEPARTMENT: Real Estate Management Division
1. Formulates and recommends marketing/promotion policies, rules and regulations,

including the terms and conditions in the management of leases of port facilities.
2. Monitors the implementation of port marketing and promotion policies, plans and
programs, privatization policies/directions and the comprehensive port real estate
development programs.
3. Conducts researches/studies on the market demands of existing port facilities,
services and properties for lease, including identified business related projects and
investment proposals based on clients needs and preferences.
4. Identifies, recommends and establishes linkages and representations with appropriate
maritime/trade groups or associations, both local and foreign.
5. Evaluates and recommends non-traditional project proposals submitted by
PDOs/PMOs.
6. Plans and executes an effective packaging of print and audio-visual presentations for
the promotion of port facilities/services and port related business opportunities.
7. Prepares and disseminates regular and periodic publications relative to marketing
activities.
EE. COMMERCIAL SERVICES DEPARTMENT: Port Marketing Division
1. Formulates and recommends pricing policies, strategies and schemes for port facilities
and services.
2. Provides technical assistance to PDOs/PMOs in the implementation of port pricing
policies, rules and regulations and resolves issues/complaints resulting there from.
3. Conducts pricing studies and determines charges against vessels and cargoes and
recommends adjustments as maybe deemed necessary.
4. Determines rental rates of PPA facilities and equipment subject to lease.
33
5. Conducts studies/researches on the impact of shipping and cargo handling technology

on port costs.
6. Develops appropriate methodology and criteria in determining charges for the
provision of port services and facilities.
7. Monitors global and regional marketing and pricing trends.
FF. Office of the Assistant General Manager for Operations: PORT POLICE DEPARTMENT
1. Formulates and updates systems and procedures concerning security of personnel,

cargoes, equipment, facilities and structures within PPA jurisdiction.
2. Formulates and updates policies and regulations on police and security matters.
3. Formulates and updates systems and procedures in the hiring of private security
personnel.
4. Provides technical assistance and logistic support peculiar to the police/ security
functions and conduct researches to develop timely and responsive port security
assessments and estimates.
5. Monitors compliance with/implementation of policies, systems and procedures on
police and security operations as well as incidents relating to police and security
matters.
6. Coordinates police and security matters with other government law enforcement and
intelligence agencies.
7. Assists in the recruitment, selection, placement and promotion of port police
personnel as well as in the development and implementation of training of police
personnel.
8. Undertakes police/security activities as may be directed by management.
9. Conducts investigation works.
34
GG. PORT POLICE DEPARTMENT: Operations Division
1. Formulates and recommends policies and procedures concerning police and port
security matters, police intelligence and investigation guidelines and strategies.
2. Conducts inspections of operating units and monitors compliance with policies, rules
and regulations on security of cargoes, equipment, personnel, documents, structures,
and port facilities.
3. Monitors the supervision by Port Police Divisions over private security agencies, the
administration of security services contracts and other related matters.
4. Monitors and coordinates with operating units in the conduct of intelligence
operations and/or investigation of police matters.
5. Provides technical assistance to Port Police Divisions relative to intelligence and
investigation matters.
6. Coordinates with other law enforcement agencies concerning investigative and
intelligence activities.
7. Prepares intelligence data and classifies intelligence report for management guidance
and information.
HH. PORT POLICE DEPARTMENT: Logistics Management Division
1. Formulates and recommends policies and procedures on the effective management of

police and security gears and equipment.
2. Coordinates with field units in determining police and security requirement and
ensure the availability of manpower for the concerned unit.
3. Evaluates and determines the need of operating units for security gears and
equipment, i.e., firearms, ammunition, investigation kits, police paraphernalia, etc.,
and assists Administrative Services Department in the procurement and issuance of
the same.
4. Determines technical and skills training requirement of port police personnel and
coordinates implementation thereof with the office concerned.
35
5. Conducts inspection and physical inventory of police and security gears and
equipment and ensures the serviceability of the same.
II. Office of the Assistant General Manager for Finance and Administration: HUMAN
RESOURCE MANAGEMENT DEPARTMENT
1. Develops and implements policies, guidelines, systems and procedures on human
resource/personnel management and development.
2. Administers and handles personnel recruitment, selection, placement, promotion,
counseling and other personnel services.
3. Develops and implements policies, systems, rules and procedures on career pathing
and career planning.
4. Formulates and implements policies on performance appraisal, leave administration,
wage and salary administration, and other incentive/ benefit packages for all PPA
personnel.
5. Provides effective personnel relations and communications services.
6. Develops, provides and / or coordinates integrated health, physical fitness and
cultural programs.
7. Establishes and maintains a centralized personnel records system.
8. Develops and maintains internal and external linkages with government and private
entities relative to personnel management/administration.
9. Prepares payroll for Head Office personnel.
10. Undertakes management and organizational studies.
11. Manages training grants and scholarships.
12. Ensures the remittance of employee deduction to various government agencies and
private entities.
JJ. HUMAN RESOURCE MANAGEMENT DEPARTMENT: Personnel Division
1. Formulates and implements policies, rules, regulations and guidelines on personnel

administration.
36
2. Administers and monitors employee performance appraisal programs.

3. Provides personnel services requirements of all PPA employees.
4. Designs techniques in work allocation as a means of improving manpower utilization.
5. Establishes and maintains centralized personnel files.
6. Develops and administers PPA-wide programs on recruitment, selection, employment
and placement of personnel.
7. Conducts studies and analysis of personnel programs, policies and procedures relative
to recruitment, selection, placement and promotion.
8. Implements PPA policies, Board Resolutions, Court Decisions, Civil Service laws and
rules, etc. regarding recruitment, employment and promotion.
9. Develops implements and / or recommends policies, systems and procedures for
proper and efficient execution of personnel actions in accordance with applicable
policies, rules and regulations.
10. Develops and conducts a continuing program of research and data-gathering activities
on personnel management / administration.
11. Develops and implements Merit Promotion Plan and System of Position Ranking for
adequacy in conformance with Civil Service laws, rules, regulations and standards.
12. Handles the preparation and processing of appointments, promotions, transfers,
separations, reinstatements, and other personnel transactions.
13. Provides Secretariat services to the Head Office Selection Board.
14. Assesses the competence and qualifications of candidates who are considered for
appointments and / or promotions.
15. Handles the preparation of service records, certificate of employment, etc.
16. Administers and ensures effective implementation of compensation and benefits
policies, laws, rules and regulations.
17. Conducts researches and studies on compensation practices in both government and
private sectors to ensure competitive salary levels in PPA.
18. Develops, provides and / or coordinates integrated health, physical fitness and
cultural programs.
19. Provides medical, dental and laboratory services to Head Office and field units in
Manila
37
20. Develops and administers PPA-wide programs for job evaluation and wage and salary
administration.
21. Develops and / or revises personnel policies and procedures as a result of changes in
wage and salary structures and fringe benefits in the light of existing laws and
regulations.
22. Implements PPA policies, Board Resolutions, Budget Circulars, Court Decisions,
Presidential Decrees, Civil Service laws and rules, etc. regarding compensation and
employee claims and benefits.
23. Reviews and studies claims and completed actions on matters involving wage and
benefits in conformity with existing laws and policies.
24. Formulates, revises and recommends policies, rules and regulations and guidelines on
compensation administration, employee welfare and benefits and all other personnel
claims to meet changing personnel and agency needs.
25. Develops and conducts a continuing program of research and data gathering activities
on salary adjustments, incentive plans and changes in fringe benefits, and maintains
liaison with other departments and government agencies and / or private institutions.
26. Prepares payroll for Head Office personnel.
27. Processes leave applications, retirement applications and payment of retirement
gratuities, terminal leaves, etc.
28. Prepares and processes merit increases, step increments and salary adjustment
notices.
KK. HUMAN RESOURCES MANAGEMENT DEPARTMENT: Career Development Division
1. Formulates and implements policies, guidelines, systems and procedures relative to

manpower development.
2. Establishes manpower and skills inventory as basis for career planning and staff
development programs.
3. Develops career plans/programs for employees and provides career/personnel
counseling.
38
4. Monitors the effective implementation of career development plans/programs in

coordination within the PPA Training Center.
5. Conducts periodic job evaluation programs to update and ensure equitable
relationship of positions within the organizational structure in relation to corporate
goals.
LL. Office of the Assistant General Manager for Finance and Administration: ADMINISTRATIVE
SERVICES DEPARTMENT
1. Develops and implements administrative policies and guidelines on material resource

management.
2. Develops, in coordination with MISD, and implements supplies, materials and
equipment management systems and procedures.
3. Implements an efficient and effective records management system and maintains the
PPA centralized files.
4. Provides general clerical and reproduction services.
5. Operates and maintains the PPA Head Office motor pool.
6. Develops and implements effective vehicle, equipment and buildings maintenance
programs.
7. Maintains an updated inventory of all PPA properties.
8. Ensures the insurance coverage of non-fixed assets.
9. Undertakes disposal of non-serviceable properties.
MM.
ADMINISTRATIVE SERVICES DEPARTMENT: Records and Communications Division
1. Maintains a centralized records management system.

2. Ensures the proper handling of communications and mail, and the retention and
disposition of records.
3. Facilitates and coordinates information exchange among the different units of PPA
through radio, telephone and / or written communications.
39
4. Provides reproduction services to all Head Office units.

5. Facilitates the systematic filing and retrieval of centralized documents and records.
6. Reproduces administrative circulars, memoranda and other orders for circulation and
general distribution to all PPA units.
7. Certifies to the authenticity of documents and records.
NN. ADMINISTRATIVE SERVICES DEPARTMENT: General Services Division
1. Formulates and implements policies on the provision of support services to PPA units
and employees.
2. Undertakes a housekeeping program for PPA offices and premises through adequate
janitorial services and building/ground maintenance.
3. Undertakes the operation and maintenance of equipment, transportation facilities
and motor pool for Head Office.
4. Supervises the routine and preventive maintenance of building facilities and necessary
repair thereof, in coordination with the Facilities, Construction and Maintenance
Department.
5. Provides such general clerical services as may be required.
6. Processes, facilitates and monitors transactions pertaining to communications,
internal facilities and other utilities.
7. Maintains necessary control records.
OO.ADMINISTRATIVE SERVICES DEPARTMENT: Property Management Division
1. Develops and implements policies and guidelines on supplies management.

2. Implements systems and procedures to ensure the availability of supplies at all times.
3. Undertakes procurement and supply functions for PPA including the procurement for
the field units of supplies, materials and equipment not available in their locality.
4. Plans and manages activities pertaining to disposal of unserviceable properties.
5. Undertakes periodic inventory of all PPA properties.
40
6. Keeps custody of all PPA non-expendable properties and equipment and keeps
records of their status or condition, accountabilities and disposition of such
properties.
7. Undertakes pre-qualification evaluation of suppliers and contractors for general
services.
8. Prepares / processes requisitions for supplies, materials and equipment.
9. Services insurance coverage for motor vehicles and handles claims relative thereto.
PP. Office of the Assistant General Manager for Finance and Administration: PPA TRAINING
CENTER
1. Develops and provides responsive training programs for PPA staff and port personnel.
2. Formulates and implements training policies, systems and procedures.
3. Establishes / maintains links with local and foreign training centers for exchange of
technology or training researches.
4. Provides and / or promotes training expertise, courses and facilities.
5. Monitors and evaluates effectiveness of training programs.
6. Maintains and administers PPA Day Care Center and PPATC library and dormitory.
7. Coordinates with port users and Human Resource Management Department to
determine the training needs.
8. Develops course design for training programs.
QQ.
PPA TRAINING CENTER: Administrative Services Support Staff
1. Reproduces, collates, stores and disseminates training materials.

2. Collects seminar and other fees.
3. Undertakes recording, stocking, maintenance, inventory and security of supplies,
materials, equipments and training facilities.
4. Optimizes utilization of PPATC facilities.
5. Supervises janitorial services.
41
6. Monitors compliance by the building lessees to the provisions of the Contract.

7. Processes requests for use of facilities.
8. Maintains and administers PPATC library facilities.
RR. PPA TRAINING CENTER: Curriculum Development & Research Division
1. Plans and implements training research programs.

2. Develops effective training programs.
3. Identifies immediate and long-range training needs of PPA employees and clients.
4. Establishes and maintains training-related data base.
SS. PPA TRAINING CENTER: Training Delivery Division
1. Implements training programs for PPA and non-PPA personnel.

2. Formulates strategies and policies by which training courses can be marketed to
clientele.
3. Recommends program text and training modules.
4. Promotes PPATC courses to clientele.
5. Selects / designates resource persons.
6. Conducts trade testing for accreditation of workers.
TT. Office
of
the
Assistant
General
Manager
for
Finance
and
Administration:
CONTROLLERSHIP DEPARTMENT
1. Administers the overall planning, supervision, direction, coordination and supervises

the performance of accounting, financial planning and control functions.
2. Formulates, recommends and updates policies, guidelines, systems and procedures in
the budget preparation for each PPA units, financial control and accounting
management.
42
3. Prepares and implements the PPA annual budget.

4. Ensures the proper accounting and reporting of all financial transactions of the
Authority and compliance to fiscal policies of the government.
5. Evaluates the results of the financial operations and budget performance of PPA.
6. Prepares financial statements for Head Office and consolidated financial statements of
PPA.
7. Issues certificate of availability of funds for all transactions at Head Office.
8. Undertakes the reconciliation of financial statements with projects and field offices.
9. Ensures liquidation of cash advances and settle COA suspensions and disallowances.
UU. CONTROLLERSHIP DEPARTMENT: Financial Control Division
1. Formulates and updates financial control policies, systems and procedures.

2. Prepares and issues Notice of Approved Operating Budget and Notice of Budget
Allocation to the different units in accordance with prescribed procedures.
3. Monitors the release of funds and the utilization of the same by the different units.
4. Analyzes actual expenditures to determine significant variances on a regular basis.
5. Evaluates the financial and budget performances of the various units of PPA and of
the Authority.
6. Certifies the availability of funds on all transactions involving Head Office units.
7. Analyzes the financial statements of the Authority and prepares financial evaluation
reports.
8. Assists the Program and Budget Committee in the evaluation of budgetary
requirements of the different units.
VV. CONTROLLERSHIP DEPARTMENT: Accounting Division
1. Formulates and updates accounting systems and procedures.

2. Maintains books of accounts for all Head Office Units and Projects and PDOs financial
transactions in accordance with approved accounting systems and procedures.
43
3. Monitors and consolidates reports of PDOs financial transactions.

4. Coordinates with the Commission on Audit for compliance with existing audit
requirements, rules and regulations.
5. Prepares the corporate, as well as Head Office units financial statements and reports.
6. Takes custody of original check vouchers and supporting documents prior to turnover
to the Commission on Audit.
WW.
Office of the Assistant General Manager for Finance and Administration: TREASURY
DEPARTMENT
1. Formulates and updates policies and guidelines on the planning and management of
monetary resources.
2. Ensures the proper remittances of all collections and handles the transfer of funds to
PPA units.
3. Plans and sources cash requirements of PPA.
4. Ensures optimization of income and proper investment.
5. Administers corporate taxation.
6. Ensures effective implementation of credit policies and handles foreign debt servicing.
7. Ensures the availability of accountable forms.
8. Performs cashiering functions for the Head Office.
9. Issues certifications on matter pertaining to employee claims, clearances, GSIS loans,
etc.
10. Safeguards certificates of ownership or title to the land and other documentary
evidences on real property owned by/belonging to the Authority.
11. Identifies insurable fixed assets including dredgers and ensures their coverage.
XX. TREASURY DEPARTMENT: Cash Management Division
1. Formulates and updates the policies and administrative guidelines on cash

management.
44
2. Safeguards and monitors Head Office cash in bank operation against unauthorized
withdrawals and uncredited deposits.
3. Confirms reconciliation of remittances from field offices against bank credits.
4. Handles cash transfer to the field offices.
5. Handles procurement, custody and distribution of accountable forms and ensures that
the security features are properly in place.
6. Maintains the cash liquidity level of the Authority.
7. Services foreign debt payments and maintains subsidiary control records.
8. Handles cashiering functions for Head Office.
9. Handles daily check issuances at the Head Office.
10. Issues certification on matters pertaining to employee claims, clearances, GSIS loans,
etc.
YY. TREASURY DEPARTMENT: Securities, Credit and Tax Management Division
1. Formulates and updates the policies and administrative guidelines on credit,

investment, taxation and risk management of PPA assets.
2. Monitors and evaluates the implementation of credit policies and ensures adherence
to target.
3. Recommends administrative sanctions on/commendations of implementing units.
4. Formulates and implements investment strategies and portfolio mix to maximize
placement.
5. Safeguards the delivery acceptance and registration of government securities acquired
by the Authority.
6. Handles the trading of PPA bonds issued by the Authority.
7. Implements Real Estate Tax Laws, Value Added Tax, Corporate Income Tax and other
corporate tax laws.
8. Safeguards properties against insurable risk and adheres to risk management
techniques.
9. Handles property risk insurance coverage of fixed assets including dredgers.
45
10. Maintains centralized records on port areas, buildings, structures and other
improvements and ensures proper valuation/appraisal of the property.
ZZ. PORT DISTRICT OFFICE: Legal Affairs Division
1. Reviews, evaluates, approves and signs required legal papers and submit
recommendation to the Port District Manager
2. Reviews contracts, resolutions and other pertinent legal documents including cargo
handling and lease contracts as well as permits
3. Renders opinions, observations and/or comments on legal matters
4. Attends to criminal, civil and administrative cases
AAA.
PORT DISTRICT OFFICE: Resource Management Division
1. Implements administrative, financial and human resource policies, system and

guidelines.
2. Directs all functions related to human resource, like recruitment, placement,
promotion, manpower utilization, employee benefit and welfare.
3. Issues office orders, circular, memoranda and government practices, rules and
regulations for the proper guidance of PDO employees.
4. Conducts administrative investigation and recommends disciplinary action against
employee.
5. Directs the procurement, storage, issuance and inventory of supplies and other office
materials.
6. Directs the general services functions like building maintenance, janitorial services,
property utilization, repair and maintenance and transportation services.
7. Directs the implementation of an efficient and effective communication system.
8. Supervises a systematic records management.
9. Develops financial management system for accounting, budgeting, billing and credit
analysis and cashiering.
46
10. Formulates guidelines and procedures to effectively implement the financial

management system.
11. Supervises the preparation of annual, supplementary and /or specific budgets.
12. Directs the conduct of special studies pertaining to financial, human resource and
administrative matters.
BBB.
PORT DISTRICT OFFICE: Management Services Division
1. Manages systems development for port and shipping facilities and other procedures
for the District Office in order to improve delivery of services
2. Develops systems for the promotions of usage of port facilities and services, including
the administration and management of user fees and charges for said facilities and
services
3. Develops system and procedures for the regulation and development of the various
port service enterprises in the ports
4. Develops systems for collection and analysis of port and shipping operational
information
5. Develops systems and procedures for the improvement of delivery of port services
provided by PPA and its service agents
CCC.
PORT DISTRICT OFFICE: Engineering Services Division
1. Prepares port master development plans in the short, medium and long range
2. Updates master development plans of ports in accordance with the actual and
projected traffic of the area
3. Prepares/conducts pre-feasibilities of port development projects
4. Reviews/evaluates POWs, variation orders, time extensions and related documents of
all engineering projects for approval of the Port District Manager and Head Office
5. Prepares design, plans specifications, estimates and related documents of engineering
projects for approval of the Port District Manager and Head Office
6. Prepares tender and bid documents of engineering projects
7. Inspects and monitors engineering projects implemented by the PMOs
47
8. Supervises PDO-implemented projects

9. Reviews/evaluates engineering contracts and contract documents and recommends
approval to LAD Manager and PDM
10. Reviews/evaluates POWs for maintenance of PPA-owned cargo handling and
construction equipment
DDD.
PORT MANAGEMENT OFFICE: Resource Management Division
1. Provides all the necessary administrative and financial services for the efficient
operation of the PMO and its terminal offices.
2. Assesses and collects all the required charges on cargoes and vessels as well as the
PPA share on operators income, and rentals.
3. Prepares PMO financial plan.
4. Identifies training needs of the PMO employees.
5. Prepares all the necessary administrative and financial reports required by the PDO
and Head Office.
EEE.
PORT MANAGEMENT OFFICE: Port Police Division
1. Ensures the implementation of policies, rules and regulations on police and security
matters.
2. Implements security measures on personnel, cargoes and port facilities.
3. Supervises private security agencies/personnel operation within the port promises.
4. Controls and regulates the flow of vehicles and people within the terminal phases.
5. Coordinates police and security matters with other government law enforcement
agencies.
FFF.
PORT MANAGEMENT OFFICE: Port Services Division
1. Supervises directly the day-to-day terminal and harbor operations.
48
2. Ensures the compliance of cargo handling and other service operators with the
performance standards and the rules and regulations promulgated by PPA.
3. Recommends action on documents involving cargoes and vessels and on applications
for licenses/permits to operate cargo handling and other port ancillary services.
4. Consolidates port statistical data.
5. Undertakes periodic inspection and inventory of the port facilities/services to ensure
the cleanliness of the terminal premises.
6. Assists in the conduct of performance and evaluation of cargo handling operators.
GGG.
PORT MANAGEMENT OFFICE: Engineering Services Division
1. Undertakes and controls effective execution of rehabilitation and/or maintenance

works including minor construction works.
2. Assists in the planning and design of major construction and development projects,
whenever necessary.
3. Assists in the processing of maintenance contracts and ensures compliance with the
provisions of the contract and other bidding documents.
4. Conducts ocular inspection and prepares cost estimates of damages inflicted by port
users on port facilities and plants.
5. Evaluates plans and supervises repair/construction works to be undertaken by port
users.
6. Prepares programs of work for repair and maintenance projects.
HHH.
TERMINAL OFFICE
1. Supervises directly the day-to-day port operations.

2. Ensures the compliance of port operators with the standards, rules and regulations
promulgated by the PPA.
3. Assesses and collects the required charges on cargoes and vessels, the share of PPA on
operators income, and rentals.
49
4. Ensures the proper safekeeping and accounting of collection and submits financial
reports.
5. Identifies facilities that need repair and maintenance.
6. Undertakes periodic inspection and inventory of the port facilities; ensures cleanliness
of the terminals.
7. Collects and consolidates port statistical data.
50
III
HUMAN RESOURCES PROCESSES
Personnel Management Analysis
Our analysis on the Personnel management of this organization will look into five distinct
processes of human resource administration:
1. Manpower Planning
2. Recruitment
3. Training/ Development and Retention
4. Performance Appraisal
5. Personnel Administrative Justice
Our research information was gathered via an in-depth key resource person interview (PPACagayan De Oro Port, Human Resource Manager). Due to time constraints and limited availability of
information will extend insofar as PPA Cagayan De Oro City (Region X) office is concerned. While
presumably, many (If not all) of the personnel policies followed by this particular regional office is
uniform with other PPA units, our research cannot reflect the way policies are being implemented in
other areas or PPA at the national level.
Manpower Planning
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization.
Goals:
Forecast Manpower needs. (Identification of Manpower quantity and quality

requirements for a given period)
Insure that the right information is translated into appropriate Manpower Procurement
Plans (In terms of hiring plans and qualification determination)
Development Employment Programs that is responsive to the forecasted needs.

51
Development of Training Designs that identify and maximize the existing strengths and
capabilities of current and potential employment pool.
Surplus Avoidance. Assist in reducing labor costs by insuring that there are no excess
personnel or man power redundancies at any given time.
Shortage Avoidance. Assist in maintaining optimal level of organizational productivity by

insuring that appropriate number and quality of workers is always available to serve the
organizations manpower needs at any given time.
PPA Cagayan de Oro has a total of 57 employees divided into two categories. Regular
employees represent the bulk of the man power with 37 people currently employed. And the
remaining 20 are outsourced. The following table illustrates the functional composition of the
organization:
PPA-PDONM regular/contractual employees
OFFICE/DIVISION
1.
1.1
1.2
Office of the Port District Manager

Security Staff
Internal Control Staff
2.
3.
4.
5.
Legal Affairs Division

Resource & Management Services
Division
NO. OF HIRED PERSONNEL/STAFF

REGULAR
OUTSOURCED
2
1
1
2
6
4
1
0
2
0
2
4
21
11
37
20
The proportion of Regular and outsourced personnel is indicative of indicative of the

challenges of rationalizing labor within this particular GOCC. According to the source, in key labor
areas that can be outsourced (Ex. Maintenance/Janitorial, Engineering, etc. Outsourced workers still
do not represent majority of the work force. More or less, the application of outsourcing is has been
limited merely to augment the existing work force and not to fully supplant them as the ideal
application if we follow the concept of using outsourcing to effect work force rationalization)
While the national Government is pushing forward to the direction of labor outsourcing all
possible areas that can be outsourced, PPA is gradually adjusting. However its full implementation is
still yet to be seen.
52
According to our source, The current efforts to rationalize and streamline functions and
operations in the government corporate sector pursuant to Executive Order No. 366 has shifted focus
towards the current trend of outsourcing of manpower requirements from reputable private
manpower agencies to provide general support services needed in the implementation of priority
government projects.
In the case of the Philippine Ports Authority, the development, design, and implementation of
port infrastructure construction projects, and the nationwide computerization of port management
system, including other similar port maintenance activities, will require substantial manpower
augmentation which cannot be provided by existing positions in the PPA personnel plantilla. But until
then, existing man power will still be dominated by internally sourced personnel.
The procurement of various technical and administrative support manpower requirements
from private sources under a comprehensive manpower service contract or Memorandum of
Agreement will enable PPA to strictly comply with DBM and CSC guidelines and policies prohibiting
the direct hiring of temporary support and technical personnel during an extended period of time
while rationalization efforts are ongoing pursuant to EO 366.
Manpower Forecasting
In terms of the forecasting function of Manpower planning, the organization uses the work
load analysis to assess current and future man power needs. Every department has a specific work
load that varies according to the nature and extensiveness of the labor requirements. However this
particular type of forecasting as used in this organization, more or less applies only as far outsourced
labor is concerned. The reason for this is that regular employees in GOCCs especially in the higher
administrative levels enjoy security of tenure that is not affected with the changes in manpower
requirements. Since movement of labor requirements for regular employees only happens during rare
structural instances (ex. Promotion, retirement, etc.) filling gaps in the structural hierarchy from the
resulting vacancies, minimal planning that can affect the regular employee inventory can be done. In
fact, even the frequency of the Work load analysis forecast is tailor fitted to the rate of rotation of
outsourced personnel. Forecasting is done every Four to six months just before the expiry service
contracts of outsourced personnel.
53
The forecast based on work load analysis works by comparing existing manpower inventory
Vs. departmental feedbacks which in turn are reflective of whatever new programs, projects or plans
that specific unit is expected to accomplish within the next service contract period. In-turn Personnel
department translates these changes into actual manpower service procurement plan that will up for
bidding for various outsourced service providers.
Man power forecasting also affects the other following factors of Manpower planning:
Employment Programs (More Thoroughly discussed under the Recruitment Section of
this study) Frequency of outsourced hiring is based on the needs specified in the employment plan.
Also, other labor requirements like personnel qualification are also pre-determined in the bidding
parameters. This makes the outsourced manpower agencies adjust their own hiring programs based
on the parameters set in the contract. (Ex. Length/duration of Employment, Rules on Renewal,
Training Cycles, Retention Limits).
Training Design In turn, the training programs themselves also affected by the
Employment programs as specified by the forecasted need. Outsourced personnel should receive
training from their respective agencies based on the forecasted function. Training design is different
from personnel to personnel based on the function. For instance, the workload analysis called for the
outsourcing of personnel which equipped with handling computerized port management systems.
Accordingly the training program that will be required for manpower agencies to apply for these
outsourced personnel will concentrate on Technical knowledge on the job in line with the
computerization of port management system, trainings on competency enhancement, managerial
excellence program, quality management system and management succession program, etc.
Another interesting point with personnel planning in the PPA is that in terms of long term
structural needs it has become responsive to the growing needs of growing role of women in the
organization. At the PDO level, one of the targets are in line with the Gender and Development Plans
and Programs of PPA, is to address the various gender needs and concerns of employees with the end
goal of promoting gender equality, and also it is a living document of PPAs continuing commitment in
mainstreaming gender development in its regular function. Such end goal is reflective of the fact that
long term labor forecasts aside from the regular work load plan point to women having more and
more prominent roles within the organization.
54
GENDER AND DEVELOPEMENT (GAD) PLANS AND PROGRAMS OF PPA-PDONM CY 2012

Program/Activity/Project
ORGANIZATION-FOCUSED
Organization Development
Programs & Services for
PPA Employees
Human Resource
Development
Gender Issue
Gender Objective
GAD Activity
Inadequate
support services
to address issues
on personnel wellbeing
Provide genderresponsive programs

and services for the
well being of
personnel
1. Programs/Services for
Employees
Low level of
awareness on
GAD values,
issues, resolutions
by program
formulators and
implementers
to develop SKA (skills,

knowledge & attitude)
of program planners,
implementers and
GAD Trainers
2. Capacity Building
Lack of unity and
to foster better
1.1 Provide
assistance/counselling to
women employees who are
victims of domestic
violence;
1.2 Conduct of
forum/symposia on women
employees health
concerns in coordination
with DOPH, PNRC and
other health institutions
1.3 Maintenance/improvement
of GAD Center
1.3.1 Maintenance of GAD
library, Photo Gallery, GAD
Display Room
1.3.2 Provision of
furniture & equipment for GAD
center (ref, tables, chairs, beds,
etc)
1.3.3 Installation of
communication facility (GAD
Center)
1.3.4 Construction of MultiPurpose GAD Function hall at
the rooftop of existing PMO
Bldg.
1.3.5 Repair of amenity
bldg for GAD Center
1.3.6
Improvement/Maintenance of
child-care center
2.1 Attendance to trainings

on: Continuing series on
women and children trafficking
and other gender laws
2.2 participation in
Womens Month Celebration
2.3 Seminar on Levelling of
Gender Roles among team
55
common
appreciation of
GAD values, issues
and concerns
understanding and
appreciation of GAD
values.
members (to eradicate

stereotyping and other gender
biases among team members
and strengthen cohesiveness)
2.4 Attendance to women
employees to Leadership
Seminars
2.5 Maintain linkages with
agencies working to address
issues/concerns involving
women and child trafficking,
women and child sex tourism
and participate in activities
organized by them.
2.6 Monitoring and
evaluation of GAD Plans
Existing Issues with Personnel Planning

a) Identifying Manpower Shortages or Surpluses and Action.
Manpower shortages despite ample forecasting are not being addressed efficiently/quickly.
Manpower shortage is only addressed when an Authority to Hire/Outsourced is approved by the Head
of Office. These layers of structural red tape were inherited from an organization which originated
from a deeply hierarchal government structures. It is difficult to add additional personnel immediately
to address area of concern aside from the periodic outsourced labor procurements. Such added man
power requirement will take such a long time to procure since regional offices are not granted the
flexibility to add personnel as their particular circumstance will dictate. In fact, there is no definite
time between manpower requests and actual hiring since most of the decisions are made and
approved by PPA-Head Office. This lack flexibility has the potential to reduce efficiency in delivering
certain service requirements. In terms of addressing possible redundancies, there has never been
Manpower Surplus identified in PPA.
b) Measuring Labor Cost Savings

PPA is oblige to pay the winning manpower service provider/contractor the quoted Monthly
Billing Rates stipulated in the Contract, subject to existing government auditing and accounting rules
and regulations, for and in consideration of the services rendered by support personnel deployed by
the winning manpower service provider/contractor and upon presentation of a monthly Statement of
56
Account with a Certification that all wages and social security premiums due, including applicable
taxes have been settled. However, benefits/incentives (rice allowance, meal subsidy, childrens
allowance, uniform allowance, personnel economic relief allowance, additional compensation
allowance, and Collection Negotiation Agreement bonus) which are regularly received by the PPA
employees on a monthly or annual basis are not included in order to save or cut off the labor costs for
manpower and janitorial services. This supposedly where the savings comes in because presumably
Regular Employees receive more benefits therefore incur more costs for the organization. Yet there is
no clear measurement in terms of how the reduction of motivation through the lack of added benefits
will affect the efficiency of the outsourced labor force. It quite possible that the service rendered by
outsourced personnel are significantly inferior in quality (therefore reduced in Value nullifying
Savings) to the potential performance of regularized labor. This is an issue because the established
Personnel Performance Appraisal covers only regular employees (MORE Commitment Sheets
discussed more under the Performance Appraisal Section).
c) Identifying Strengths of Labor Pool
While Manpower Planning is sufficient at identifying generic labor needs employed by the
organization, it is not clear whether it has in-fact materialized into employment programs that males
possible a system that can identify and select and classify personnel capabilities which will result in
assignments best suited for areas of responsibility most suited to the capability. However, this has
been one of the accepted trade-offs of outsourcing. For reduced labor cost one erodes control and
flexibility to identify and develop existing pool since such function is also given to the manpower
agency being outsourced
Recruitment Policy
Sourcing
When it comes to regular employee recruitment there are two types of sourcing, internal and
external. For PPA most of the sourcing is external in nature. In fact, internal recruitment is only done
for promotion purposes. But as of the moment internal recruitment is suspended due to pending
approval of PPA Rationalization by DBM. External recruitment is conducted when PPA seeks to enter
into an outsourcing agreement with private manning agencies for the supply and provision of
57
competent technical and administrative support personnel required by the Port District Office of
Northern Mindanao and PMOs Cagayan de Oro, Iligan, Ozamiz, Nasipit, and Surigao, through
competitive bidding in accordance with provisions of RA No. 9184 and its Implementing Rules and
Regulations (IRR).
As of January 2013, PPA- PDONM has 37 regular employees and 20 outsourced personnel.
In terms of internal recruitment methods, most occurs from promotions through internal job
postings and transfers. Another albeit more rare methods of internal sourcing is the re-employment
of ex-employees,
In Terms of External Recruitment methods, based on the sources rough estimates the
following methods are used and ranked according to estimate on the Frequency of Use.
1) Gate Level employment (This a source of external recruitment in which the applications
for vacancies are presented on bulletin boards at the Gate of an organization. This kind
of recruitment is applicable generally where workers are to be appointed. There are
people who keep on soliciting jobs from one place to another)
2) Public Advertisements- Job Vacancy Announcement is posted at conspicuous places at the
offices of Civil Service Commission , PPA, Head-Office, Port District Office and Port
Management Offices
3) Employment Exchanges (There are certain Employment exchanges which are run by
government. Most of the government undertakings and concerns employ people through
such exchanges. Now-a-days recruitment in government agencies has become compulsory
through employment exchange and the PPA is no exception.
4) Educational institutions- there are rare instances wherein educational institutions are
used for sourcing of potential employees through outreach and posting of vacancies in
campus.
Selection Process
Potential employees undergo strict selection process characterized by the following steps:
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a) Pre-placement Exam ( given by PPA-Head Office HR, specifically designed to test Logic,
quantitative and communications skills of all applicants)
b) Submission of Application Letter with Resume and other credentials
c) Written Exam (Tests knowledge on applied for functions)
d) Medical Examination only applies for Industrial Security Officer applicants
e) Employment Interviews
Merit and Promotion Plan is being followed as the organizations Selection Standard.
It is gender and age sensitive by not making any age or gender qualifications for all job
postings.
Objective criteria for Outsider Candidate/Applicant:
Education & Training
: 15 pts
Experience
: 30 pts
Pre-placement Qualifying Exams
: 20pts
Physical Characteristics and Personality Traits (Rated by the Board): 10pts
Job Knowledge
: 10pts
Job Dimensions
: 5pts
Technical Exams
: 5pts
Outstanding Accomplishment
: 5pts
Objective criteria for Insider candidate/applicant:
Education & Training
: 15 pts
Experience
: 30 pts
Performance
: 20
Psycho-Social Attributes and Personality Traits: 10 pts
Job Knowledge
: 10 pts
Promotional Exams E.M.I.I.
: 5 pts
Technical Exams
: 5 pts
Outstanding Accomplishment
: 5 pts
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Training and Development Strategy

Training
The Training programs applied for this Organization is grounded on the concept of Manpower
Development. PPA Head Office through PPA Training Center identifies trainings for employees which
are tailor fitted for a specific stage of their growth as PPA employees.
The following are the most common type of training used:
a) Initial Skills and Knowledge Development for New Employees - Basic Orientation Program
for Newly Hired Personnel. It lasts for 3 days.
b) Refresher Trainings Reflective of changing methodologies. Ex. Work Attitude and Values
Enrichment.
c) Promotional Training - Employees Slated or Selected for Promotion given proper training
before sharing greater responsibilities. The Training programs available to perform this
purpose include trainings on competency enhancement, managerial excellence program,
quality management system and management succession program, etc.
d) Further Education Very occasionally there also programs in PPA that sponsor additional
academic education to augment Career development of employees
If there are points for Improvement of the training policy, it is that it is too generic. Above
training programs are mostly centered on individual value and work ethic enhancement. PPA must
develop training programs that will enhance the competency of their personnel with a special niche
on the technical requirements of the port administration industry.
Effectiveness of the training program is measured through an on-site visit by the trainers,
conducting survey, system hands-on, and generating a report and tracking system by PPA central
office. Example of which is the case of PROMPT (PPA computerization system) Nationwide Training.
However it is not clear how this is exactly measured.
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Employment Retainment/Welfare
Are there Career Advancement Programs conducted by PPA Training Center is the
management succession program. It is a robust succession planning application for easy mapping of
staff movement resulting in effective talent. It brings active planning for the future of PPA and the
careers of the PPA employees together.
Compensation
The following table illustrates the compensation Scheme being applied by the Organization
from Top Management to Entry Level Employees of PPA:
Salary Grade for PPA

Position Title
SG
Rate
1 Port District Manager
27 64,761.00
2 Division Manager A, MSD
24 53,709.00
3 Division Manager A, RMD
24 52,547.00
4 Division Manager, ESD
24 51,975.00
5 Corporate Services Finance Chief
22 46,047.00
6 Principal Engineer A
22 45,050.00
7 Administrative Services Chief
21 41,713.00
8 Business Development Specialist
18 33,846.00
9 Senior Cashier
18 33,846.00
10 Senior Internal Control Officer A
18 33,846.00
11 Sr. Industrial Relations Mgmt Officer A
18 31,351.00
12 Sr. Internal Control Officer B
16 29,017.00
13 Records Officer A
16 26,676.00
14 Procurement Officer B
15 26,000.00
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15 Sr. Corporate Accounts Analyst
15 26,000.00
16 Sr. Fiscal Examiner
15 26,000.00
17 Sr. Statistician
15 25,718.00
18 Executive Secretary B
15 25,718.00
19 Sr. Corporate Budget Analyst
15 25,718.00
20 Civil Security Officer
13 21,436.00
Legal Researcher
13 21,436.00
22 Sr. Draftsman
11 19,302.00
23 Internal Control Assistant A
10 17,778.00
24 Computer Operator
9 16,538.00
25 Accounting Processor A
8 15,538.00
26 Clerk Processor A
8 15,538.00
27 Reproduction Machine Operator
7 14,454.00
28 Driver-Mechanic B
7 14,311.00
29 Liaison Aide
4 11,869.00
30 Utility Worker A
3 10,133.00
It is based on the 4th Tranche Monthly Salary Schedule for Civilian Personnel of the National
Government. Salary Schedule is above minimum wage standards is very competitive with private
industry standards (as compared to salaries in Private Port Management Services)
Step Increment happens every 3 years.
Benefits
Aside from the mandatory benefits given (GSIS/Philhealth/Pag-Ibig), Regular employees also
receive various other added benefits, monetary or otherwise:
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1. Rice allowance
2. Meal subsidy
3. Childrens allowance
4. Uniform allowance
5. Personnel economic relief allowance
6. Additional compensation allowance
7. Collection Negotiation Agreement bonus
Retirement
The retirement benefits that could be expected by an employee of PPA like other government
agencies include the following:
Four options:
1) Under RA 660
Under RA 660, GSIS members as young as 52 years old can already avail of a retirement
package for as long as they have already been in government service for the past 35 years.
The Magic 87 formula is shown below:
Age
52 53 54 55 56 57 58 59 60 61 62 63 64 65
Service 35 34 33 32 31 30 28 26 24 22 20 18 16 15
The maximum monthly pension for those above 57 years old shall be 80% of the Average
Monthly Salary (AMS) received during the last 3 years immediately preceding retirement. The
Maximum pension for those aged 57 and below shall be 75% of the AMS.
Packages in store for the retiree:
RA 660 lets you choose among the following options to let you enjoy a new beginning:
Option 1: Automatic Pension - Under this option, pensioners below 60 years old may choose
to receive either an automatic monthly pension for life or an option to avail of a lump sum. The lump
sum, which can be requested every six months, means they can receive their one-year worth of
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monthly pension in advance for a period of five years. On the sixth year, they will start receiving their
lifetime monthly pension.
Option 2: Initial three-year lump sum - For those who are at least 60 years old but less than 63
years on date of retirement, the benefit is a 3-year lump sum. The subsequent two -year lump-sum
shall be paid to the retiree on his 63rd birthday. If the retiree is still living after the 5-year guaranteed
period, he shall be entitled to a monthly pension for life.
Option 3: 5-Year Lump sum - For those who are 63-65 years old, they can avail of a five-year
lump sum then after five years, they will receive a monthly pension for life.
2) Under RA 1616
RA 1616 provides for a gratuity benefit for retiring members who will qualify under this
retirement mode. The gratuity is payable by the last employer. The employee shall also be entitled to
a Refund of Retirement Premiums paid, personal share with interest and government share without
interest.
To qualify under the mode, a retiree must:
1. be in government service on or before May 31, 1977
2. has rendered at least 20 years of service regardless of age and employment status
3. His/her last 3 years of service prior to retirement must be continuous, except in cases of
death, disability, abolition or phase out of position due to reorganization.
Packages in store for the retiree
Since RA 1616 is considered as the Take All Retirement mode, it provides the following
benefits:
1. Gratuity payable by the last employer based on the total creditable service converted into
gratuity months multiplied by the highest compensation received. The gratuity months shall be
computed as follows:
Years of Service
Gratuity Months
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First 20 years
one (1) month salary
20 years to 30 years
1.5 months salary
Over 30 years
two (2) months salary
(There is no limit to the amount of gratuity benefit.) and

2. Refund of retirement premiums consisting of personal contributions of the employee plus
interest, and government share without interest, payable by the GSIS.
3) Under PD 1146
Retirement under PD 1146 can only be availed by those who were in service after May 31,
1977 but prior to June 24, 1997. A retiring member under PD 1146 is entitled to either Old Age
Pension or Cash Payment, depending on his age and years in service.
Option 1: Basic Monthly Pension (BMP)

This option is available for retirees who are at least 60 years old and have rendered 15 years
of service. Those qualified under this option will receive a Basic Monthly Pension (BMP) guaranteed
for five (5) years. After the 5-year guaranteed period, he/she will receive a basic monthly pension for
life. A retiree may also request to convert his/her five-year guaranteed BMP into a lump sum subject
to a six (6) percent discount rate.
The BMP is computed as follows:
a) If length of service is less than 15 years: BMP= .375 x RAMC

b) If length of service is 15 years or more: BMP= .025 x RAMC x Length of service
RAMC stands for Revalued Average Monthly Compensation. It is computed as follows: RAMC
= AMC+ P140.00 The maximum RAMC is P3,140.00
In either case, the BMP shall not exceed 90% of the Average Monthly Compensation (AMC).
The AMC is computed as follows:
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AMC =
Total compensation received during the last 3 years

Total number of months during which compensation was received
Option 2: Cash Payment (CP)

This option is available to retirees who are at least 60 years old and have rendered at least 3
years but less than 15 years of service. Qualified under this mode option will receive a cash payment
that is equal to 100% of the Average Monthly Compensation (AMC) for every year of service.
The Cash Payment is computed as follows:

CP = Total monthly contributions paid x AMC
4) Under RA 8291
When availing of the retirement program under RA 8291, only two things should be
considered: age and the length of service.
To qualify for this retirement mode:
1. The retiree must have rendered at least 15 years of service and must be at least 60 years
of age upon retirement.
2. He /she must not be a permanent total disability pensioner.
Unlike other retirement modes, the last three years of service of a retiree need not to be
continuous under RA 8291
Retiring members who will opt to retire under RA 8291 are entitled to either of the following:
Option 1: 5-Year Lump Sum and Old Age Pension
Under this option, the retiree can get his/her five-year worth of pension in advance. The lump
sum is equivalent to 60 months of the Basic Monthly Pension (BMP) payable at the time of
retirement. After five years, the retiree will start receiving his/her monthly pension.
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Option 2: Cash payment and Basic Monthly

In option 2, the retiree will receive a Cash Payment equivalent to 18 times the Basic Monthly
Pension (BMP) payable upon retirement and then a monthly pension for life payable immediately
after his retirement date.
Performance Appraisal
A performance appraisal (PA), performance review, performance evaluation,[1] (career)
development discussion,[2] or employee appraisal[3] is a method by which the job performance of an
employee is evaluated. Performance appraisals are a part of career development and consist of
regular reviews of employee performance within organizations. For the PPA Personnel performance is
regularly measured using the Performance Appraisal Rating (PAR) based on M.O.R.E. Commitment
Sheet. It is done every semester (January-June & July-December).
Of the generally accepted tools or Techniques for Performance Appraisal. Performance
appraisal applicable to this organization:
1. Ranking
- Employees are ranked by order of performance, which grants them the
opportunity to gauge their individual performances Vs. Other employees.

2. Performance Test (Performance Appraisal Rating) checks employees actual performance
using parameters varying from one job description to another. This is similar to the Key
Performance indicators widely used in the Private Sector.
The reasons for using the above methods is not in any way related to tailor fit specific
demands of the PPA as an organization but as a compliance to the requirement by the Civil Service
Commission.
A performance appraisal has the following adjectival rating:
Outstanding Employees exceeds minimum job expectations by at least 50 percent.
Very Satisfactory Employee exceeds minimum job expectations by at least 25 percent.
Satisfactory Employee attains 100 percent of minimum job expectations.
Unsatisfactory 50-99 percent of minimum expectations.

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Poor less than 50 percent of minimum expectations
Use of PAR Data

Ideally, Performance Appraisal results should affect the following:
a) Compensation Plans Salary Raises and other compensation package formulations should
be affected by Performance appraisal, since compensation plans can be an effective
reward motivator for an employee to better perform.
b) Promotion Opportunities Performance has to be part of the Criteria for deciding which
among the employee pool should be slated for Promotion.
c) Training Programs Training Programs must also be responsive to areas of performance
weakness identified by the PAR.
d) Assignment/Selection Validation The PAR must either confirm or disprove that the use
employees on specific function represents the optimum use of that particular employee.
Also must validate or invalidate the effectiveness of the selection process.
In the case of PPA, our research source indicated Compensation plans and training programs
are not in any way affected by the result of performance appraisals.
Improvement of the Performance appraisal application will have to involve developing a
system to make compensations become a reflective of performances and trainings responsive to
deficiencies identified by the Performance Appraisal.
Personnel Administrative Discipline

The system used by the PPA to handle disciplinary cases of their personnel is conforms to the
established processes and regulations of the Civil Service Commission. The Observed due Process is
administered and decided upon by the Head of Agency and follows the following Steps:
a) Complaint/Report with Probable cause
b) Initial Investigation
c) Formal Charge
d) Hearing
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e) Decision
f)
Motion for Reconsideration
The administrative discipline policy is heavily hinged on negative discipline. That is the
imposition of proportionate sanctions for a set of possible disciplinary violations.
Disciplinary Cases must also have the character of immediacy, which means that management
must take action as soon as there is possible cause for complain. Our research source indicated that
PPAs response time to such complains can be improved as it takes 15- 45 days for management to
take action.
The Frequency of disciplinary complaints on the average happens once or twice every year for
PPA Cagayan De Oro City. And Majority of those cases involves dereliction of duty like frequent
lateness and absences.
To better illustrate the manner upon which PPA Personnel Discipline is administered. Our
source at PPA HR has graciously furnished us with the documentation of a disciplinary case. Attached
herein is the copy of the administrative proceedings:
ANNEX A: Investigation Report 1
ANNEX B: Investigation Report 2
ANNEX C: Formal Charge
ANNEX D: Full Hearing Transcript.
As the documents show, administrative due process was sufficiently practiced in this
particular case as all the requisites (As follows) were fulfilled:
1. The right to a hearing, which includes the right to present ones case and submit evidence in
support thereof.
2. The tribunal must consider the evidence presented.
3. The decision must have something to support itself.
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4. The evidence must be substantial.

5. The decision must be rendered on the evidence presented at the hearing, or at least
contained in the record and disclosed to the parties affected.
6. The tribunal or body or any of its judges must act on its or his own independent
consideration of the law and facts of the controversy and not simply accept the views of a subordinate
in arriving at a decision.
7. The board or body should, in all controversial questions, render its decision in such a
manner that the parties to the proceeding can know the various issues involved, and the reason for
the decision rendered.
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IV
HUMAN RESOURCE PRACTICES ANALYSIS AND RECOMMENDATIONS:
Let us categorically discuss the 5 major HR Processes explored and compare them to the best
practices of human resource management.
MANPOWER PLANNING
First, in the Area of Manpower Planning, there is still so much to be improved with regards to PPAs
current practices. As mentioned in the above analysis, the only method of forecasting done is work
load analysis. While it is sufficient method to determine the work load for specific departmental
functions it is alone insufficient in providing all required Manpower planning information. That is why
the Best HR practices involve a combination of forecasting methods:
i.
Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi
technique.
ii.
Trend Analysis: Manpower needs can be projected through extrapolation (projecting

past trends), indexation (using base year as basis), and statistical analysis (central
tendency measure).
iii.
Work Load Analysis: It is dependent upon the nature of work load in a department, in
a branch or in a division.
iv.
Work Force Analysis: Whenever production and time period has to be analysed, due
allowances have to be made for getting net manpower requirements.
v.
Other methods: Several Mathematical models, with the aid of computers are used to
forecast manpower needs, like budget and planning analysis, regression, new venture
analysis.
We deem work-load analysis alone is insufficient to address the man-power needs of PPA
since it does not consider other factors that may affect man power needs. Example, Seasonal changes
in the volume of usage of Philippine ports (Which can be analysed and pre-planned using Trending
Analysis). The lack of Expert Forecasting through input of ports operations manager insofar as man
power planning is concerned also suggests the need to improve coordination between personnel
administration and port operations.
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Another area of improvement for Man power planning is its lack of bearing when it comes to
determining employment programs and training designs. Supposedly, manpower planning and
forecasting is the basis for coming up with the right kind of recruitment policy and training design.
Under the best HR management practices the next step after the requisite forecasting includes the
following:
Developing employment programmes- Once the current inventory is compared with future
forecasts, the employment programmes can be framed and developed accordingly, which will include
recruitment, selection procedures and placement plans.
Design training programmes- These will be based upon extent of diversification, expansion
plans, development programmes, etc. Training programmes depend upon the extent of improvement
in technology and advancement to take place. It is also done to improve upon the skills, capabilities,
knowledge of the workers.
At PPA the reverse is true. The forecasting is not used to determine recruitment policy nor
does it have any relationship to the training plan (Except probably for the trainings used by
outsourced manpower agencies for their personnel to comply with contractual requirements). In fact,
Forecasting is done to adjust to the Recruitment policy and not the other way around. Work load
analysis is done, every 4-6 months to coincide with the duration of the contracts entered with
outsourced manpower providers. However it could also be argued that this is merely a result of the
increasing practice of outsourcing. It is possible that the theres lesser need to develop employment
programs and training designs when you outsource, both functions also are to be taken by the
outsourced agency. However, this merely underlines the fact that, for regular employment positions
(Admin positions that cannot be outsourced), there is a lack of man-power planning and forecasting
done. This has to be improved since Regular employees still represent the majority of PPA-Cagayan de
Oros Work Force.
In conclusion, the best practices of manpower planning including usage of multiple methods
of manpower forecasting and a systemic relationship between forecasting the right human resource
requirements and its resultant employment and training plans should be established.
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RECRUITMENT POLICY
In terms of recruitment, the practices of PPA can be broadly be classified into 3. First is the
Internal recruitment that is exclusively used for internal promotional advancements. Second, is the
External recruitment for new regular positions. Third, is the use of Manpower Agencies to outsource
labor services in compliance to the new trend of labor rationalization in government.
In terms of filling the regular positions our data shows no specific recruitment plan or
schedules that govern recruitment policy as the need for future regular manpower requirements is
not apparently being forecasted. In fact it is apparent that recruitment only takes place upon the
vacancy of older positions through resignation, retirement or promotion. This is consistent with
government organizations whose security of tenure insures very low labor mobility and high retention
rates.
However in terms of the selection process for the Regular positions, the highest qualification
priority is given to Experience and Pre-Placement exam (Which represent 50 percent of the Criteria
Vs.7 other factors). This is indicative that the selection process puts high premium on the specific
technical and operational requirements of PPA (which can be heavily affected by the industry
experience and technical knowledge as gauged by pre-placement exams) compared to generic factors
like formal education.
The selection process from Initial Application to Final interview also conforms with the best
HR practices, however since there is an increasing trend of Rationalization through outsourcing, the
underlying challenge becomes to pass the best recruitment policies from internal Personnel
Management to the Outsourced provider.
As a concluding recommendation to this area of personnel management, To insure that the
institutionalized process of recruitment can survive the erosion of outsourced labor, it is possible to
make outsourced man power agencies to control and attain the quality of recruitment and selection
by making them contractually binded conform to the same process.
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TRAINING AND DEVELOPMENT

In terms of training practices, we have already observed that the most common trainings are
generic and do not really reflect the various technical needs of the Port Administration. The examples
of trainings mentioned by our research source involve the following.
3-Day Orientation seminars
Refresher Trainings for Personnel Self-Motivation work values enrichment
Managerial Courses for personnel slated for Promotion.
The above training programs maybe sufficient insofar as individual motivator and work ethics
is concerned, but we had to ask the question how are personnel being prepared for the actual
performance of their duties.
We also had to consider that port administration is a highly technical undertaking. For
instance, Management of Container Yard/Port Warehouses requires personnel with technical knowhow on storage and Logistics. Managing vessel port traffic requires functional understanding
nautical/Vessel schematics. Managing the use of dock facilities like heavy duty cranes require
sufficient knowledge on mechanical engineering and maintenance.
The absence of trainings to cover the above leads us to think that the PPA solely relies on the
existing knowledge of recruits. However it is one thing to insure that recruits have sufficient
knowledge before hiring, it is also another thing to insure that they are being kept updated especially
as highly technical industries like port management operate under an atmosphere of dynamic
operational and technological change. It is part of the function of Personnel development to insure
the highest possible levels of personnel productivity by insuring that they are properly equipped with
the knowledge to perform specific functions and to keep abreast with the improvements in industry
practices.
As a recommendation for furthering training practices, we strongly suggest that PPA HR in
coordination with its various departments develop a technical training program tailor-fitted to guide
the technical growth of recruits given a specific function. Such training program will include plans for
initial training and the schedules for technical Refresher and updating courses.
74
Insofar as Personnel development through welfare is concerned, we find no fault with PPA
compensation or benefits schemes except that it must somehow be integrated with performance.
PERSONNEL APPRAISAL
In terms of personnel appraisal, while we find the Personnel Performance Appraisal Ratings
required by the SCS as a sufficiently objective means determining the performance of employees, we
have some reservations insofar as how the resulting performance date is used by the PPA.
Ideally under the best HR practices, Performance Appraisal is used to affect the following
areas in Personnel Management:
1. To maintain records in order to determine compensation packages, wage structure,
salaries raises, etc.
2. To identify the strengths and weaknesses of employees to place right men on right job.
3. To maintain and assess the potential present in a person for further growth and
development.
4. To provide a feedback to employees regarding their performance and related status.
5. To provide a feedback to Admin regarding the effectiveness of their selection and training
programs.
6. It serves as a basis for influencing working habits of the employees.
7. To review and retain the promotional and other training programmes.
However, as indicated by our source. The main limits to the application of Personnel
Performance Appraisal in the case of PPA are that:
a) It does not affect compensation packages this makes it a negative precedence as
employees regardless of performance variations are paid the same.
b) Training programs are not adjusted to the strengths and weakness of employees as
indicated in the performance measurement activity this makes improvement difficult
since some performance deficiencies are highly systemic in nature (Ex. Rampant Low
proficiency in the application of new system of computerization)
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c) It has no bearing or does not in any way change the selection process This negatively
affects the manpower pool quality, since a lot of the deficiencies are also explained by
insufficiency or the inappropriateness of the selection process (Ex. Skill Requirement Vs.
Job Design Mating)
As recommendation to PPA management, They must establish a system that will mate
performance Appraisal with the two other inseparable areas of personnel management,
Selection/Development and Compensation. Selection and Development is inseparable since the basic
assumption is that performance expectations are proportional to the quality of personnel selection. If
actual performance is consistently deficient then most likely, theres trouble in manner with which
recruits are selected and trained for the job. That is why the selection and training arrangements must
be made flexible enough to adjust to performance feedbacks. Second is on the issue of compensation,
there must be an established system of rewarding better performance through better compensation
packages as a positive reinforcement for others to adhere to the same standard of service. Recent
HRD studies have shown a very high correlation between the Worker morale and Productivity based
compensation packages.
PESONNEL DISCIPLINE:
Of the 5 areas/HR Processes that were examined in this paper we deem the Personnel
Discipline to be area in which PPA HR is most sufficient because it conforms to the best practices of
administrative justice as governed by CSC rules.
The best HRD Practices demand that the following concepts be fulfilled in administering
personnel discipline:
Immediacy- Immediate Action must be taken whenever just cause for action is found. The
employee must be informed of his violation and possible consequences of his violation soon after
disciplining authority decides that there is just cause and supporting evidence for disciplinary action.
This is the only part of PPA disciplinary process that might require improvement (15-45 days reaction
time) as specified by source.
Forewarning- Each and every Employee must be given notice or acknowledgement of
organizations latest rules, standards and regulations. What penalties in store for every violation must
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brief employees As a warning. These are incorporated in PPAs initial orientation to employees and
there is nothing in our research to indicate that the organization is deficient in insuring foreknowledge of its employees.
Consistency Punishment/penalty must be consistent. This would insure that all employees
are satisfied with the fair treatment and recognize that if anyone else is violating the rules, they
would be treated the same. Consequence is consistent, so should discipline. PPAs records indicate
that in all disciplinary cases tried, the same proportionate penalties are given consistently.
Impartiality Absence of bias in administering justice. Here is where due process comes in. In
terms of insuring administrative due process, PPA is very sufficient at insuring that accused is given
proper forum to be heard and that decisions are based of evidences that are self-supporting. Please
see attached Case example for proper illustration of PPAs Administrative due Process.
In Summary, If we rate PPA Vs. in terms of the practice of the Best Human resource Practices,
the following rating would in our opinion apply:
5-Excellent
4-Very Satisfactory
3-Satisfactory
2-Needs Improvement
1-Poor
A) MANPOWER PLANNING 2.5, Still needs to work improving systems that would gauge
future manpower needs as analyzed Vs. Existing Inventories. Must establish the relationship between
forecasting and Recruitment/Training Policies.
B) RECRUITMENT 3. In an age of outsourcing, relinquishing control of Recruitment quality
means the challenge of making outsourced providers adopt the same level of control.
C) TRAINING AND HUMAN DEVELOPMENT 2.75, Need to work on a systematic Technical
Training and Refresher Plans based on the forecaster needs and specialized requirements of the
various departments. How to harmonize this with ongoing rationalization is also a challenge.
Retention/Compensations Plans are Satisfactory.
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D) PERSONNEL APPRAISAL 3.5. There already exists a sufficient and presumably objective
means of measurement. Needs to improve on how such measures affect other systems like Selection,
Training and Compensation.
E) PERSONNEL DISCIPLINE 4. Already very satisfactory is every level except on the
immediacy concept. However it can still be perfected.
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Presidential Decree No. 857. (n.d.).
www.ppa.com.ph. (2013). Retrieved February 15, 2013, from
http://www.ppa.com.ph/AnnualReport/PPA%20corrected%20PDF%20for%20web.pdf
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ANNEX A: INVESTIGATIVE REPORT 1
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ANNEX B: INVESTIGATIVE REPORT 2
81
ANNEX C: FORMAL CHARGE
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ANNEX C: FORMAL CHARGE
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ANNEX D: FULL HEARING TRANSCRIPT
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PUBLIC PERSONNEL ADMINISTRATION

THE CASE OF PHILIPPINE PORTS AUTHORITY (PPA)

In partial fulfillment of the course

Applicable Laws of Creation

Assistant General Managers

Port District Managers

Corporate Board Secretary

Manager Internal Control Department

Internal Control Unit: Division 1 and Division

Strategic Planning Department Head

Planning and Research Division Head

Monitoring and Evaluation Division

Regulatory and Documentation Division -----------------------------------------

Existing Organizational Structure

Office of the General Manager: Public

Legal Service Department Head

Litigation and Investigation Division

Management and Information Department

Management Services Division

Information Technology Division

Project Study Division

Detailed Engineering Division

Special Project Division

Facilities, Construction & Maintenance Division -----------------------------------------

Project Management Division (Luzon, Visayas & Mindanao) ----------------

Office of the AGM For Engineering:

Harbor Maintenance Department

Programming and Surveying Division

Dredging Operations Division

Fleet Maintenance Division

Port Operations Department

Terminal Operations Division

Marine Operations Division

Safety and Environmental Management Division -------------------------------

Office of the AGM for Operations:

Commercial Services Department

Real Estate Management Division

Port Marketing Division

Logistics Management Division

Port Police Department

Office of the AGM for Finance and Administration:

Career Development Division

Administrative Services Department

General Services Division

Curriculum Development & Research Division ----------------------------------

Training Delivery Division

Financial Control Division

Securities, Credit and Tax Management Division -------------------------------

Property Management Division

Port District Office: Legal Affairs Division

Resource Management Division

Management Services Division

Engineering Services Division

Resource Management Division

Port Police Division

Port Management Office: Port Services Division -----------------------------------------

Engineering Services Division

Personnel Management Analysis

Existing Issues with Personnel Planning

Training and Development Strategy

Personnel Administrative Discipline

Human Resources Practices Analysis and Recommendations ------------------------------------

Training and Development

Section 6, paragraph A, PD No. 857.