Copy of CULTURAL VALUES AND

WORK PRODUCTIVITY
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Jonjie Ortiz
on 24 February 2014

Transcript of Copy of CULTURAL VALUES AND WORK PRODUCTIVITY

Work values and moral values compose the human aspects of productiity.Ethical or professional skills are
essential in the workplace but a company and its employees cannot rely on these skills alone if they are to
measure up to the full demands of being effective and responsible businessmen. One should uphold moral
values so that such skills can be utilized to the fullest.
Work values that serve as the foundation for productivity as prescribed in a TESDA handbook are:
Industriousness.
This refers to sincerity, seriousness,diligence and perseverance in one's work.

Teamwork and spirit of service

. This is the ability to manifest cooperation, collaboration, solidarity and unity.
TESDA, is an agency of the Philippine government under the Department of Labor and Employment
responsible for managing and supervising technical education and skills development in the Philippines.
Productivity
- it is often measured from the worker's output. There should be greater output with lesser resources and
time used. However, the best source of productivity comes from a worker who has a great sense of work
values and positive attitude towards work.
From the viewpoint of an economist, a company whose objective is to increase its supply of goods is
faced with these general possibilities:
1. increasing the resources or inputs used in production e.g. raw materials;

2. improving its level of productivity.

CULTURAL VALUES AND WORK PRODUCTIVITY
Spirit of inventiveness and sense of responsibility.
These refer to being self-reliant, resourceful, dependable, and accountable.
Order and efficient use of time.
This means being systematic organized and punctual.

Professionalism.
This refers to expertise, skill, and proficiency.
Example of teamwork
a joyful and reproductive worker.
http://www.josh-and-kelly.com/
Villegas, et al(1992)
- productivity is a measure that compares the quantity of goods and/or services produced(output) to the
quantity of resources employed in producing them.(input) e.g. profit
The main sources of productivity, as revealed in the study of Denison are:
*advances in knowledge
*increased production per worker
*economics of scale
*improved resource allocations
*increased capital per worker
BETTER ATTITUDES AND MOTIVATIONS TO WORK
The drive towards greater productivity in work is no innate to man. It is a virtue that has to be developed.
Man should be motivated t use his abilities to be fully productive for the service o society.
The motivating factors that move man to be productive are:
*Acquisition of Material Rewards

*Return to Spirituality
Acquisition of Material Rewards.
People work to earn money, to own a car and a house, live a comfortable life upon retirement and have
financial security. such a completely materialistic philosophy of work can lead to greater productivity.
a comfortable life upon retirement...
Return to Spirituality.
Man is composed of body, soul, and spirit. When man works, he works as a complete person, made up of
body, soul, and spirit. The Christian's ultimate motivation to work better and harder to increase his
productivity ought to be his love of God, his Creator.
Jack Horn's ways of improving productivity (Tengco, 1995):
1. Position work stations in the direct view of a supervisor.
2. Assign each employee more work than he/she can complete in one day.
3. Have one person handle chores that require leaving department.
4. Arrange the workflow so that a break will readily be noticed.
5. Keep areas in which employees congregate under the management observation.
THE FILIPINO CULTURAL VALUES
Filipino workers have been noted for their strong cultural values although they are known for their
receptiveness to foreign influences. This contributes to the facility in training the Filipinos on foreign
work systems and conditions.
Filipino traits such as personalism, friendliness, close family ties and good sense of humor are part of our
culture that gives the Filipino workers an edge over other peoples such as the westerners and those of
many developed nations who possess extreme objectivity, stiff professionalism and mechanized work
attitudes that are almost inhuman.
STRENGTHS OF THE FILIPINO CHARACTER
Pakikipagkapwa Tao
-
this refers to pakikiramay or to the Filipino's ability to empathize with others,intimating helpfulness and
generosity in times of need. Bayanihan or mutual assistance which reflects the sensitivity to other people's
feelings and needs, is also a generally accepted trait of the Filipino. Pakiramdam, pagtitiwala, or trust, and
a sense of gratitude or utang na loob are also aspects of the Filipino worker's pakikipagkapwa tao.
Bayanihan
Family Orientation
- concern for the family is shown by the Filipino's high regard accorded to the elderly, the care given to
women, and children,sympathy towards relatives and the sacrifices they endure for their family's well-
being. This family orientation is manifested in many aspects of the Filipino worker's dealings with others
in the workplace.
Sense of humor-
The Filipinos sense of humor is shown in his ability to laugh even at the worst circumstances. This trait
singles out the Filipino's infectious, joyful disposition in almost all types of varying situations.
Hard work or Industry
- is considered superior to most nations. This is not only proven by the Filipino's willingness to take risk
to work abroad abroad but also by his stubborn will and effort to survive in the most challenging times in
abroad.
Spirituality
- The Filipino's strong faith in God gives him a strong moral conscience. Workers maintain their
motivation to work by God's ending mercy. The sayings, "Nasa Diyos ang Awa, nasa tao ang
Gawa","Bahala na ang Diyos" and "God will provide" seem to govern their decisions especially in times
of uncertainties and difficulties.
Ability to survive
- The Filipino has the ability to survive and to live through the most challenging economic and political
situations. He has the ability to remain strong despite worst disasters.
WEAKNESSES OF THE FILIPINO CHARACTER
Extreme Personalism
-This is manifested in the tendency to give personal interpretations to actions such as pakiusap(request),
palakasan(power and influence), nepotism and favoritism. Extreme personalism leads to graft and
corruption, which is now pronounced in Philippine society (Tulio, 2000).

The Effects of Culture on Productivity by Julia Gaspar-Bates How does culture affect our levels of
productivity? In todays global environment people are increasingly working together across cultures,
often without truly understanding the underlying differences that may be unintentionally sabotaging
them. In too many cases, people assume that if they work for the same organization or speak the same
language then they will have the same objectives and goals. However, while the end goals may be the
same, the path to reach them often takes many hazardous twists and turns. In some cases this may
result in increased levels of frustration and stress, lack of motivation and productivity and
misunderstandings that ultimately affect the bottom line. In worst case scenarios, it can also sever a
professional relationship or partnership where one of the parties is left feeling perplexed as to what
happened. There are however antidotes to this problem. While it is clear that most people will not
change their core values and behavioral patterns overnight, building cultural awareness skills will
decrease some of the issues that can damage business relationships and allow for a smoother transition
when working across cultures. The following tips are effective not only in increasing productivity levels
but also in enhancing communication skills in cross-cultural settings. 1) Always ask for clarification in
both verbal and non-verbal language. What you may consider a forthright and honest way of bringing up
an issue might cause your colleague to lose face because of your direct approach, thereby creating
distrust and a strain in future interactions. Be aware of how you are presenting the subject and watch
for body language, which represents 55% of all communication. Also, dont assume you understand
gestures. What may be acceptable in one culture can often be an insult in another. Use verbal
expressions to explain any non-verbal gestures you use. 2) Dont take others mistakes personally. Even
if you are working together on a multicultural project and one of your team members makes what you
perceive to be an egregious mistake, remember that each individual will bring his or her own work style
and perspective to the team. Use this as an opportunity to get to know your foreign colleagues better by
asking them for an explanation and trying to understand their reasoning. 3) Accept that you dont
understand what you dont know. We all want to believe that we are competent in all areas and highly
skilled at our jobs. However, no matter how culturally savvy we may be, there are always nuances that
will trip us. If someone is behaving in a way that seems inappropriate, take the time to ask him or her to
explain the action instead of making assumptions based on your own cultural filters. 4) Increase
awareness of your own preconceptions. We all carry cultural baggage that prescribes our behavior,
certain values and how we perceive the world and others. It also allows us to categorize situations and
people. The more we become aware of our biases, the easier it will be to accept and understand others
differences. This will ultimately help break stereotypes and false generalizations about people and their
culture. Intercultural Alliances. All rights reserved. 5) Reinterpret behaviors from others cultural
perspectives. Try to put situations in context. Ask for clarification on what motivates them. 6) Be willing
to test, adapt and change as needed. A key component to creating cross-cultural competency is the
ability to observe how our own actions and behaviors impact the environment. While it can be
dangerous to throw ourselves into a situation and do as the Romans when in Rome because we are
still blinded by our own cultural filters, through astute observation we can determine certain rules of
how we should or should not be behaving. 7) Dont judge others by your own cultural values. Remember
that they belong to you and may not be shared by all cultures. There is no right or wrongonly
different. Learn to respect those differences. 8) Keep communication simple. Try to minimize and
customize correspondence as much as possible and always confirm that there is an understanding.
Avoid using words that have more than one meaning. Steer away from slang and industry specific jargon
that could get lost in the translation. 9) Recognize and accept that lifestyle priorities differ across
cultures. You may be a workaholic who adheres strictly to deadlines, sometimes to the point of
sacrificing your personal life, however your colleague overseas may give preference to his 50-member
family above all else. While you may each be motivated by different things, it is important to respect the
boundaries of the other and to modify your expectations accordingly. Ultimately this will ensure a more
harmonious relationship. 10) ADAPT to your new environment by examining your surroundings. ADJUST
your thinking and behavior to the circumstances or situation in order to be successful and
ACCOMMODATE your style to meet others expectations. Applying these principles may help divert a
crisis situation that will anger your boss back at the home office. At the same time, it will also provide
you with more insight into who you are and what makes you tick. Keep in mind that gaining cross-
cultural knowledge will in most cases facilitate building stronger and longer-lasting relationships, help
you redefine who you are and understand what motivates you, increase your capacity for
communicatingand allow you to sleep more peacefully at night.
Posted on April 24, 2017 Author: Colleen Reilly Category: Corporate Well-Being

The simple act of paying positive attention to people has a great deal to do with
productivity.
This quote by Tom Peters, the author of In Search of Excellence, illustrates how
organizational culture and productivity are linked. Organizational culture, which is known
as the shared beliefs and values within the organization that help to shape the behavior
patterns of employees, can be managed with a positive approach in order to reap
numerous benefits.
Does this contradict your assumptions about workplace culture? While the myth that
that a cut-throat environment will lead to better results is perpetuated, studies have
proven time and time again that this isnt true. There are greater costs to a high-stress,
low-care organizational culture, including 50% higher healthcare costs and 60 to 80% of
workplace accidents due to stress.
A 2011 study published in The Journal of Applied Behavioral Science also shows that
creating a positive organizational culture creates an atmosphere that buffers against
negative experiences such as stress. It also attracts employees and brings out their
best strengths.

How Do You Build Great Culture?

The 6 factors of a great organizational culture, as outlined by the Harvard Business
Review introduce the shared characteristics of great workplace culture and help lay the
foundation of an effective program that will drive engagement, achieve goals and create
a climate of change.

1. Vision A vision or mission statement is the north star of a companys culture. This gives
the company a purpose and influences the decisions employees make.
2. Values Values are a set of guidelines on what types of behaviors and mindsets are
needed to achieve the vision.
3. Practices These are the actions the company takes to put their values and vision into
place.
4. People The people in the company need to share the core values.
5. Narrative This is the unique story of an organization and make it into a part of what
creates the culture.
6. Place How the environment impacts the values and behaviors of people in a workplace.

How Can You Initiate a Culture of Change?

With the foundation of organizational culture in place, you can improve upon it to
encourage increased productivity, among other benefits. One way to do this is by
implementing culture change initiatives. This can include positive practices like calling
out a few people in the company and telling them what you value about them.
Other positive practices you can put into action include:

Caring for, being interested in, and maintaining responsibility for colleagues as friends.
Providing support for one another, including offering kindness and compassion when
others are struggling.
Avoiding blame and forgive mistakes.
Inspiring one another at work.
Emphasizing the meaningfulness of the work.
Treating one another with respect, gratitude, trust & integrity.

One study of the biggest telecommunications company in Bangladesh demonstrated

that a few benefits of strong organizational culture are:

Satisfaction and positive attitude Satisfaction and positive attitude can be achieved by
fostering good communication, autonomy, participation and mutual trust. Productivity is
achieved through employee satisfaction and attention to employees physical and
emotional needs.
Motivation A supportive culture is a motivational instrument which promotes employees
to perform well and encourages productivity.
Competitive advantage Studies have concluded that strong organizational culture is
the key to creating better performance in an organization and thus a sustained
competitive advantage.

To put it simply the more positive the work culture, the greater the rewards for
everyone. The creation of a positive culture leads to greater organizational
effectiveness, which affects financial performance, customer satisfaction, employee
engagement, and, of course, productivity.
Total Well Being takes a holistic approach to corporate wellness and believes that a
healthy culture is at the heart of a companys success. Our comprehensive approach
focuses on creating a culture of well-being that accounts for the physical, financial,
personal, and professional needs of your employees. Contact us today to talk about
successfully creating a culture of change in your workplace.

5 Questions to Improve Employee

Performance, Culture, and Morale
 By David Hassell

In business, we are often so results-focused that we can discourage the

disruptive thinking that leads to success. But curiosity is vital for building
thriving companies and for fostering healthy relationships between managers
and co-workers. Asking good questions gives you the power to solicit quality
employee feedback, spark innovation, avoid fire-drills, and help employees
show-up as their best selves.

Asking questions lets us take a second look at what we hold to be true and
what we view as false. When we ask questions, we begin to see that the
truth is often based on subjective beliefs that can be reinvented or
transformed.

When we focus more on answers than questions, we deprive everyone of an

opportunity to grow. Relationships suffer, because nothing makes people feel
more marginalized than telling them your impressions about their experiences,
feelings, or motivations. But asking direct question about anothers experience
allows them to feel more seen, heard, and fulfilled.

The Great eBook of Employee Questions has arrived. It contains 70

questions, broken down by category and accompanied by explanations of why
you should ask them. We want to help you build your culture, inspire progress,
increase morale, and achieve a host of other desired business outcomes. We
have also included top questions that top thought leaders, entrepreneurs, and
15Five customers have used to create success with their teams.

Below you will find 14 questions to ask your team plus a bonus question from
our Genius Question Bank:

Building Company Culture

Merriam-Webster recently named Culture as the word of the year, which will
tell you how important it is for your business.

1) What are 5-10 qualities that you think are must-haves for new hires in
terms of culture fit?
Finding a candidate who can do the work is one challenge, but hiring for
culture-fit is arguably more important. Now you can intelligently design an
interview process and to find out if people display these qualities.

2) What process can be fixed or improved?

Simple or complex, allowing your employees to speak up on process
empowers them and keeps them constantly thinking of making things better
for everyone.

3) Which company value would you like to have a new high mark in? (as
in, which do you feel you arent living to its potential?)
Company values are the compass by which autonomous employees steer,
and this question keeps the values top of mind. Some of our values are Keep
Things Simple and Commit to Customer Success and Delight. So when any
employees face a decision they can ask, Am I over-complicating this? How
would this impact our customers?

Coaching Is The New Managing

Employees want to grow in their roles, and a managers job is to help them
get there. Asking questions helps people to start working on solutions for
themselves.
4) What do you need help with? This week? This month?
Remember when a week was 7 days and a month was 30 or 31? In business,
time moves at an accelerated pace. This question also widens the lens on
objectives so that people are focusing on the now without losing sight of the
not too distant future.

5) Anything in your work world thats less than stellar/causing

frustration or delays?Sometimes something peripheral can have a
tremendous impact on getting things done. It could be a noisy office space or
IT issues. After a while, employees might just deal with it instead of enrolling
someone who can actually resolve the issues.

6) Are you crystal clear on your role and what you should be working
on? If not, what aspects arent clear?Working hard and being busy doesnt
impress anyone, so you can stop running around the office with a furrowed
brow. For any given task an employee should be able to answer what exactly
they are doing and why. What team and company objectives does it contribute
to?

Get 55 additional questions in a PDF!

7) Reflection: looking back on the week, is there anything that could

have gone better?Recollecting the details of a long week of multitasking,
meetings, getting to inbox zero, and putting out fires can be difficult. Try
adding entries to a work journal at the end of every day so that you can do a
weekly post-mortem and optimize your workflow.

Raising Morale
While often intangible, morale still has a powerful impact on the flow of the
company. Heres a handful of questions to promote positive energy.

8) What inspires you to succeed every day?

We can chalk challenges up to having a bad day or we can be way more
analytical. Create the realization that employees can seek people or
experiences that will influence their success.

9) What is the most meaningful part of your job?

Dan Pink compiled a wealth of research to determine that we are motivated by
autonomy, mastery, and purpose or meaning. This question directs an
employees focus to what is most meaningful, thereby increasing their
motivation.
10) On a scale of 1 to 10, how happy are you? Why?
When your team is happy, they not only come up with better solutions, but
their satisfaction also helps to build a culture of high performance and low
turnover.

Lets Have Some Fun

At work? Are you kidding? Interjecting levity may seem like a waste of time,
but think of it as a release valve to keep people performing at their peak.

11) When do you have the most fun at work?

After a rough or stressful week, asking this question can provide a much
needed reminder that people do indeed have a good time at the office. If the
answer is never, its time to presence the importance of downtime.

12) Whats your favorite prank?

Make it clear that these are not to be attempted while at work, unless you
want your precious office electronics covered in shaving cream.

Managing Introverts
Some people are brilliant at what they do, but prefer limited interaction. Here
are some questions to enroll everyone in the conversation, without creating
discomfort.

13) Was there a recent team discussion or meeting where you did not
get to share your thoughts? Share them here now...
Introverts tend to need more time to think through an idea and they often get
interrupted or out-shouted by extroverts on the team. Asking this question in
written form, with time to answer, allows managers to shine a light on their
hidden genius.

14) Who do you want to get to know better in the company? Tag them
here for a coffee or virtual coffee date.
No, you cant just run to your desk and put your headphones on. Lets push
your edges a bit so that we can create some cross-team camaraderie.

Thats Genius!
Our eBook has a bank of fourteen questions from thought leaders like Simon
Sinek, Ryan Holiday, Anese Cavanaugh, Shawn Murphy and others. They
share their favorite questions to ask their teams along with an explanation of
why they ask them.
Wizard of Moz, Rand Fishkin, asks his team this question:

15) Whats holding you back from accomplishing your tasks?

I want to find whats stopping progress and do everything in my power to
eliminate those roadblocks.

A well-crafted question can inspire and illuminate, and often brings co-workers
closer together. Poorly worded questions can create confusion and
disconnection.

Asking thought-provoking questions takes skill, and only the right questions
will inspire creativity and yield the quality employee feedback and positive
results that managers desire. Done well, this practice inspires others to solve
problems, and to think spontaneously and creatively.

Ethics There is no universally agreed definition of the term ethics (Ayee, 1998). The question
of ethics is one that is linked to the history of mankind. Ethics deals with the character and
conduct of morals of human beings. It deals with good or bad, right or wrong behaviour; it
evaluates conduct against some absolute criteria and puts negative or positive values on it
(Hanekom, 1984). Similarly, Chapman (1993) defines ethics as the basic principles of the right
action and rules of conduct. These criteria can be in writing 4 (legislation, circulars, Standing
orders etc) or merely the interpretation by an individual of what is acceptable and what is not.
The Charter for the Public Service in Africa refers to ethics as the standards which guide the
behaviours and actions of personnel in public institutions Article 22 of this Charter further
provides ethics to mean a sound culture based on ethical values and principles. Such values and
principles according to the Charter include: efficiency, professional discipline, dignity, equity,
impartiality, fairness, public spiritedness and courtesy in the discharge of duties. Therefore
public service ethics are broad norms that delineate how public servants as agents of the state
and , where applicable, as members of an established profession such as accounting, law, human
resource management, etc should exercise judgement and discretion in carrying out their official
duties (UNDESA, 2000) Accountability Although accountability is widely believed to be a good
thing, the concept is highly abstract and it is often used in a very general way (Hulme and
Sanderatne, 2008). A typical definition is that accountability concerns the processes by which
those who exercise power whether as governments, as elected representatives or as appointed
officials, must be able to show that they have exercised their powers and discharged their duties
properly Fox Meyer (1995) defines accountability as the responsibility of government and its
agents towards the public to achieve previously set objectives and to account for them in public
It is also regarded as a commitment required from public officials individually and collectively to
accept public responsibility for their own action and inaction. In this case, the burden of
accountability rests on each public functionary to act in the public interest and according to
his/her conscience, with solutions for every matter based on professionalism and participation.
Accountability in the public sector is broader than in the private sector (Ole Ingstrup and
Crookall, 1998). In the private sector, every one in the company is accountable to its board. The
public sector is also accountable to a board of sorts: the minister, cabinet and legislature. But the
public sector has additional accountability to its employees and to its customers, the citizens who
use the services as well as to its non customers, the 5 citizens who dont use the service. It is
a different kind of accountability, more subtle and indirect. Therefore, in general accountability
for performance and the obligation that public functionaries (elected and appointed officials)
have to give a satisfactory explanation over the exercise of power, authority and resources
entrusted in them on behalf of the public (tax payer). Subsumed with this definition is a myriad
of legal, oral and ethical obligations that come with the occupancy of any public office (Sarji,
1995). In short, it is the obligation to carry out assigned activities in a responsible and responsive
manner, and being held answerable for success or failure. As such when we talk about
accountability in the public service, we can not but consider the question of bureaucratic
responsibility. Internal accountability means that at each level in the hierarchical organization,
public officials are accountable to those who supervise and control their work. On the other
hand, external accountability means answerability for action carried out and performance
achieved to other relevant and concerned authorities outside his/her department or organization.
Accountability is therefore an ethical virtue, since ethics concern principles and rules that govern
the moral value of peoples behaviour. Improving ethics is crucial to enhancing accountability
and vice-versa.

Good governance requires good public servants. A focus on public administration and its efforts to
combat corruption are more inclusive than simply public administration and the public servant.
Analysis of ethics and ethical behavior must ensure core values and standards meet public
expectations. Our focus is on corruption found in public administration, those that make the wheels
of government work. We define corruption as the use of a position of trust of public servants for
dishonest gain. It may be a transfer to better oneself or for one or more citizens. But when the gain is
received without regard to due process and public interest, it raises serious ethical concerns on the
capability of a democratic government to serve all citizens.

A common practice in contemporary, democratic market oriented countries is to hold public

servants to higher ethical standards than other professions. This double standard from the vantage
point of political and legal philosophy seems entirely reasonable. Our task, however, is not to suggest
the entire anti-corruption strategy. We examine the role of ethical accountability in keeping in check
the corruption and opportunistic behavior of public servants.
To successfully engage corruption it would seem knowing the source and cause would be useful if not
imperative. Every society has a level of corruption they will tolerate and perhaps even expect. The
Bad Apple Theory explains the most commonly held source of corruption. This is probably the
train of thought most used because it is simple to grasp and provides a clear target for retaliation for
what is viewed as defiant behavior. As soon as the reward exceeds the penalty and probability of
being caught, the problem will resurface unless accountability and transparency policies are
implemented in all levels of an operation.

Although there is a broad agreement that accountability in government is necessary to fight

corruption, there is no consensus on one definition or through what mechanisms, if any, it may be
achieved. In a broad sense, accountability is defined as answerability through a system of values,
actors, expectation, actions, means and relationships. In essence, accountability in the public sector
is a paradox involving external standards that pressure the moral development and internal virtues
that support good administrative judgment.

Anti-corruption efforts include establishment of laws, codes of conduct and other legally binding
documents, organization of oversight mechanisms, percent of budgets audited, percentage of
recruitment of new public servants by examinations and other merit criteria and the number of
 financial accounting systems operating under an integrated management concept. While critical,
such structural approaches are not sufficient. A critical missing part is moral accountability.

In a 2004 Administration and Society article titled The Accountability Paradox in the Age of
Reinvention, Philip Jos and Mark Tompkins argue that the model of administrative accountability
offers a framework consisting of direction-based accountability, performance based accountability
and procedure based accountability. These compliance based processes put controls over
administrative behavior creating low road ethical choices, hindering autonomous ethical decision
making, discouraging self-examination and eliminating honest moral talk. Accountability is
measured in terms of outputs rather than compliance with regulation in which creativity is
encouraged and formal processes are deemphasized.

What is truly important is the fact that these accountability frameworks cannot replace individual
judgment. Ethics cannot be reduced to rules and formulas followed in a mechanical way. Public
administrators each must have their own stable set of core values and democratic ideals that are
applied consistently but meet the ever-changing external standards of their environment. The
administrator with these qualities has the integrity to take responsibility for his or her own judgment
and choices, even in a turbulent politically charged atmosphere. To truly stem the corruption that
exists, an accountability system is needed that focuses on ethical moral development rather than
those that hinder ethical decision making.

While laws, rules and formal codes of ethics offer some standards of conduct and guidelines for
ethical decision-making, an added approach is to link enforcement codes with a normative approach
to establishing an ethical climate that supports societal values and democratic processes. Such
strategies might include:

1. Develop employee ethical accountability through moral development.

2. Promote participative decision-making participation by employees and citizens thereby establishing
cooperation and trust.
3. Within the legal and regulatory constraints of the public bureaucracy, support innovation through risk taking.
Montgomery Van Wart, in his 1998 book Changing Public Sector Values, sees administrators
carrying out their duties in a value-laden, value-driven environment and asserts that managerial,
ethical, social and political values are not separate. Public servants make decisions on a set of values
that blends all considerations simultaneously. The goal is not to focus on the penalty, although we
agree consequences for corrupt behavior must be present, but to focus on the process of ethical
analysis in a way that defies corruption as a gain. The efforts to create ethical behavior of public
officials must focus on not only structural approaches through legal and formal remedies, but also a
normative approach that focuses on the due process and public interest.

Ethics, Integrity, and Accountability for

Good Governance
Help us improve our service by answering this quick survey.
(delivered by CSC Chairman Francisco T. Duque III during the 2nd Corporate Governance Month Good
Governance Forum
held July 31, 2014 at DBP Building, Makati City)
DBP President and CEO Gil A. Buenaventura, officials and staff of the Development Bank of the Philippines,
fellow lingkod bayani, good morning! On behalf of the Civil Service Commission, let me congratulate you for
spearheading the 2nd Corporate Governance Month and for holding this Good Governance Forum.

INTRODUCTION OF CSC

Good governance is almost always a contentious topic. The way public institutions manage public affairs and
public resources is something that draws controversy and criticism. This also concerns us to the very core.
Why? As the premiere human resource institution of the Philippine bureaucracy, our work cuts across human
resource management, organization development, national development, and anti-corruption.

Historically, the CSC was created to uphold a merit-based recruitment system. We should take this in the
context of reversing the growing culture of corruption in the colonial government, where positions could be
bought and officials could be bribed. This means only the best and the brightest should be in the government
service. The rationale behind this is that excellent human resource equals excellent public service. From a
bureau in the early 1900s to a Commission in the 1950s and onwards, the CSC has assumed many roles in the
broad range of HR functions, all in a bid to rid the bureaucracy of corrupt and mediocre practices.

Today, CSC functions as the premiere human resource institution of the Philippine government. It also acts as
adviser to the President on human resource management of the Philippine government. As provided under the
1987 Constitution, we are mandated to establish a career service, adopt measures to promote morale,
efficiency, integrity, responsiveness, and courtesy in the civil service, strengthen the merit and rewards system,
integrate all human resource development programs for all levels and ranks, and institutionalize a management
climate conducive to public accountability.

Your theme, Ethics, Integrity, and Accountability for Good Governance, is always a timely topic for the CSC.
I find it relevant because we are always in the thick of fighting corruption. It is an uphill climb, as proven by
what we see and hear in the media, in our offices, on the streets. It seems curbing corruption is a mammoth
task that cannot be neatly resolved like one would a simple mathematical equation.

The web of corruption has different layers, many tentacles, and may spread like a virus if not contained. If we
all do our little part, however, we create opportunities to nip corrupt practices in the bud. People say it is a
hopeless case, but I say it is a work in progress. Let us not be disheartened by criticism. Instead, let us take our
jobs seriously, and be responsible and accountable in fighting corruption.

Throughout my talk, let me share with you what the CSC has learned in upholding ethics, integrity, and
accountability for good governance.

ETHICS

Ethics has been defined in a variety of ways. In general, it is identified as the branch of philosophy that deals
with issues of right and wrong in human affairs. The University of Sta. Claras academic journal, Issues in
Ethics, says that ethics refers to well-founded standards of right and wrong that prescribe what humans ought
to do, usually in terms of rights, obligations, benefits to society, fairness, or specific virtue.

In the context of Philippine government, the highest standards of ethics are embodied in Republic Act No.
6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees. RA 6713 also bears
the eight (8) norms of conduct commitment to public interest, professionalism, justness and sincerity,
political neutrality, responsiveness to the public, nationalism and patriotism, commitment to democracy, and
simple living. These norms of conduct govern the principle of ethics for the lingkod bayani who works in an
environment where corruption thrives. The same norms promote the idea that even in the smallest of matters, a
lingkod bayani should be able to withstand temptation, reject mediocrity, and protect his or her integrity.
Administrative and disciplinary cases stem from failure to uphold ethical standards. A public servant who does
not spend all paid hours in official work is already stealing from the Filipino people. Someone who does not
report an anomalous transaction may have just allowed something worse to happen. Sexual harassment in the
workplace is also unethical and wrong. Today, we seem to be more and more lax on what we consider as
unethical.

It is alright to overlook things sometimes, or to let things pass. We tend to say, OK lang yan, lahat naman
ginagawa yan. But as they say, we become what we repeatedly do. Habits soon become lifestyles. By not
being vigilant enough, we become participants in maintaining an unethical culture. In government, it is
important to care enough so as to stop or stem unethical practices before they become ingrained or systemic.
The more we let things pass, the more ethical standards get lowered.

"As public officials and employees, we have the duty of protecting not only
our integrity but also that of the government. We owe it to the Filipino
people to have integrity. It means we cannot be bribed, bought, swayed,
coerced, or made to do something that does not adhere to the highest moral
standards."

INTEGRITY

Integrity, also known as moral uprightness and strong adherence to honesty and fairness, is closely linked to
ethics. Integrity also refers to wholeness and completeness. This is an important definition and well worth
thinking over. We hear expressions such as the integrity of the exam or the the integrity of the document,
which means something remains untainted, and was not tampered with or altered. When a person commits
something unethical, in a sense he or she also loses his or her wholeness. There is damage already done to a
persons character.

As much as possible, we would want to maintain our integrity. We cannot afford to do something that would
damage it. Some people may think that they maintain their integrity by keeping their wrongdoings a secret.
Exposed or not, however, they have already damaged their integrity. After all, integrity involves doing the
right thing even if nobody sees you.

As public officials and employees, we have the duty of protecting not only our integrity but also that of the
government. We owe it to the Filipino people to have integrity. It means we cannot be bribed, bought, swayed,
coerced, or made to do something that does not adhere to the highest moral standards.

As the saying goes, people may doubt what you say but they will always believe what you do. Leading hotel
management executive, Maria R. Zec, expounds on this and advises people, Your reputation and integrity are
everything. Follow through on what you say youre going to do. Your credibility can only be built over time,
and it is built from the history of your words and actions.

Our government may be measured by the history of its words and actions. This is how our people gauge our
integrity. I hope all of us here will be part of the best moments of our governments history moments that
champion integrity instead of destroy it. That is a challenge that I hope all of us will be eager to accept.

ACCOUNTABILITY
We always hear the phrase public office is a public trust. Ang ibig sabihin nito, may pananagutan tayo sa
taumbayan. Lahat ng ginagawa natin, ginagastos natin, isinasa-katuparan natin ay pananagutan natin sa
taumbayan. Sabi nga sa Panunumpa ng Lingkod Bayan: Ang bawat sandali ay ituturing kong gintong butil na
gagawin kong kapaki-pakinabang. Lagi kong isasaalang-alang ang interes ng nakararami bago ang sarili kong
kapakanan.

Working in government is different because we are not only looking out for ourselves or for our organization.
Our focus is delivering services for the benefit of our main clientelethe Filipino people. We are primarily
here to serve, and not to be served.

Kapag pinag-uusapan ang accountability in the context of public service, laging tutumbukin ang public funds.
This is especially a touchy topic in a country like ours kung saan mas nakararami ang namumuhay below
poverty line, at mataas pa ang buwis at presyo ng mga bilihin.

Ang isyu ng korupsyon ay damang-dama ng ordinaryong Pilipino sa kanyang bulsa. Kaya napakahalagang
maging accountable sa pamamahala ng pondong ipinagka-katiwala sa atin. Ito ay galing sa taumbayan, at
nararapat lamang na maibalik sa kanila in the form of public service excellence. DBP is an expert in this
discourse, especially since it is a development bank and addresses issues in poverty and social inequality. That
is why I trust that it is a financial institution that practices a great amount of accountability.

Needless to say, we will always be answerable to our own actions. When that time comes, I hope we will be
able to account for what we have done truthfully and straightforwardly.

"The web of corruption has different layers, many tentacles, and may
spread like a virus if not contained. If we all do our little part, however, we
create opportunities to nip corrupt practices in the bud."

TRANSLATING ETHICS, INTEGRITY, ACCOUNTABILITY INTO CSCS WORK

Now that I have briefly discussed ethics, integrity, and accountability, let me share with you what the CSC has
been doing to create a working environment that promotes these three principles.

HR INITIATIVES

The basic idea we have at the CSC is that good people equals good governance. Hence, our focus now is on
strategic human resource and organization development or HR/OD, and through this we are able to provide
technical assistance and developmental interventions for the optimum performance of government agencies.

After streamlining our programs, we have introduced five (5) HR initiatives. We have the Program to
Institutionalize Meritocracy and Excellence in Human Resource Management or PRIME-HRM that aims to
upgrade the maturity level of HR systems in government agencies to make them at par with global HR
standards. We also have the Competency-Based Recruitment and Qualification System or CBRQS that gauges
both applicants and employees not just on the basis of their education, experience, training, and eligibility, but
on a set of required competencies as well.
Through the Leadership and Coaching Program or LCP that we have, we adopt the coaching approach to help
our human resource get over hurdles and challenges in their career. Meanwhile, the Competency-Based
Learning and Development Program or CBLDP directly addresses the problem of competency gaps through
trainings and HR interventions, preparing individuals as their agencies upgrade their maturity level. Lastly, we
have the Strategic Performance Management System or SPMS a performance evaluation system that links
individual performance to organizational performance.

The CSCs HR initiatives are meant to help both individual and organization reach their maximum potential.
By focusing on HR/OD interventions, we are fulfilling our role as the Philippine governments premier HR
institution and helping agencies nationwide to efficiently reach their goals.

"Kaya binabantayan naming maigi ang mga frontline services. Naniniwala

akong hindi na kailangan pang ipaliwanag ang konsepto ng good
governance sa taumbayan mas mahalagang maramdaman nila ito sa
sarili nila, kahit mula lamang sa pagkuha ng lisensya o pasaporte, sa
pagbayad ng government fees, o sa pakikipag-usap sa mga lingkod bayan."

ANTI-RED TAPE ACT OR ARTA OF 2007

Aside from offering the HR initiatives, we have also been running several programs that address other
problems in good governance. The CSC spearheads the implementation of Republic Act No. 9485, better
known as the Anti-Red Tape Act or ARTA. Under this law, we battle red tape by checking government service
offices and evaluating how fast and efficient they are in responding to the needs of their clients. ARTA
requires government agencies to display their Citizens Chartera document that details the process flow of
frontline transactions as well as the estimated time and fees involved. It also requires the display of Anti-Fixer
Campaign materials as well as the establishment of the Public Assistance and Complaints Desk or PACD.

We remain vigilant in ensuring compliance with the law through monitoring and evaluation mechanisms. One
is the ARTA Watch our surprise visit to government service offices nationwide to check how their frontline
transactions are faring. I, together with Commissioners Robert S. Martinez and Nieves L. Osorio, have led
different ARTA Watch teams in doing surprise visits in Manila, Luzon, Visayas, and Mindanao. We talk to
clients and get their opinion or comment about the quality of service given them. ARTA Watch reports have
helped us greatly in determining the areas for improvement in terms of frontline services.

We also have the ARTA Report Card Survey or RCS through which we rank government service offices as
Excellent, Outstanding, Good, Acceptable, or Fail based on their performance in frontline transactions and
level of compliance with ARTA provisions. Those with Excellent ratings are recognized with the Citizen
Satisfaction Center Seal of Excellence award after validation, while those who failed will be subjected to the
Service Delivery Excellence Program or SDEPthe CSCs intervention to help agencies improve their
frontline services.

Since frontline transactions are the very basic touchpoint of government and its citizens, we consider this a
most important site to focus on. This is where the peoples impression of government is cemented. Here is
where the principles of ethics, accountability, and integrity are played out. More importantly, this is where we
have the best opportunity to stop corruption.
Kaya binabantayan naming maigi ang mga frontline services. Naniniwala akong hindi na kailangan pang
ipaliwanag ang konsepto ng good governance sa taumbayan mas mahalagang maramdaman nila ito sa
sarili nila, kahit mula lamang sa pagkuha ng lisensya o pasaporte, sa pagbayad ng government fees, o sa
pakikipag-usap sa mga lingkod bayan.

DISCIPLINE (CASES)

We also focus on discipline and rewards as a means to mold a competent and highly motivated workforce. As
a quasi-judicial body, the CSC hears administrative cases. We have committed to deciding 70% of the
administrative cases within 40 days from the time the case is ripe for resolution. We have exceeded this target
in 2013, and we would like to meet or even surpass our target of 95% by 2015. This means disciplinary actions
are efficiently imposed on erring officials and employees. As justice is served, ethics, integrity, and
accountability are preserved.

We also released the new Statement of Assets, Liabilities, and Net Worth or SALN form after a series of
consultations with various government offices and employee groups. The new form is simpler in order to avoid
confusion, and there are corresponding guidelines on how one should fill out the form. We continue to
recognize the importance of the SALN as a tool to deter corruption in government. Thus, we deem it necessary
to continue fine-tuning the form to make filling it out easier, but still having the needed alarm indicators to
determine illegally acquired wealth of public officials and employees. We also want it simplified because we
dont want token compliance among public officials and employees.

REWARDS (HAP/PLBi)

Aside from promoting discipline, we continue to enhance our recognition programs. We have the Honor
Awards Program or HAP, under which we hold the annual Search for Outstanding Public Officials and
Employees. The award categories under HAP are the highest recognition that state workers can get throughout
their career. The awards are conferred by the President of the Republic at the Malacaan Palace.

We also have the Pamanang Lingkod Bayan or PLBi program, through which we honor those who have
offered their lives for the service of the Filipino people. More than just recognizing the many heroic and
inspiring men and women in government who personify the spirit of public service, the Commission also sees
the need to acknowledge those civilian public servants who risked their lives, died while in the pursuit of their
respective functions, or were killed in the line of duty. Under the PLBi, we are able to give cash assistance and
scholarship grants to their loved ones left behind.

Through these programs, we are able to take care of the 1.4 million-strong government workforce, guiding and
encouraging them to pursue public service excellence at all costs.

INSPIRING DBP TO DO THE SAME/CLOSING

As the countrys premiere development financial institution, the Development Bank of the Philippines is at the
forefront of safeguarding the countrys economic standing. Since development banking is especially needed in
developing countries like ours, you have the impetus for exercising ethics, integrity, and accountability in the
name of good governance.

Handling development financing, treasury, trust, trade, investment, and deposits may open up opportunities to
engage in less than moral activities, but remember that your actions will always echo in the performance of the
institution, and in the countrys economic growth.

I have explained in bold strokes how we uphold the principles of good governance. However, this is not
something that only one institution can shoulder. If it takes a whole army to fan the flames of corruption, then
it will also take a whole army to quench it. Kaagapay namin ang bawat ahensya, kasama na ang DBP, sa
pagtaguyod ng isang matatag, tapat, at epektibong gobyerno na mapagkakatiwalaan ng taumbayan. I hope
everyone here in corporate governance will likewise be committed in this goal.

I am indeed grateful for the opportunity you have given me to speak with you today and share with you the
CSCs experience in promoting ethics, integrity, and accountability for good governance. I look forward to
hearing wonderful achievements of the DBP in the future, but most importantly, how it has committed to good
governance. Thank you and mabuhay ang DBP!

Ethics and Accountability: The Philippine Experience By the Civil Service Commission of
Philippines Introduction Under a democracy such as in the Philippines, the peoples fundamental
faith in the integrity of political institutions is what holds the system together even under the
most difficult times. The present situation in the Philippines is a test of this principle. Whether or
not the test is passed with success is a matter yet to be seen. However, at this stage, what could
be gainfully learned from present experience is the knowledge that peoples trust seems to lie on
the existence of ethics and accountability mechanisms and infrastructure. As shown and proven
with quite a measure of success by many studies, ethics and accountability are keys not only to
effective government but also to effective governance. The following discussions deal with some
of the infrastructures and initiatives in the Philippines. Legal Framework The 1987 Constitution
of the Philippines provides the basis of ethical and accountable behavior in the public sector.
Section 1 of Article XI states that: Public office is a public trust. Public officers and employees
must at all times be accountable to the people, serve them with utmost responsibility, integrity,
loyalty, and efficiency, act with patriotism and justice, and lead modest lives. This provision
requires every public official and employee to exhibit and live certain values while in
government service. In addition, the State has been mandated by the Constitution to maintain
honesty and integrity in the public service and take positive and effective measures against graft
and corruption. In 1989, the Philippine legislature passed Republic Act No. 6713, a law
embodying the Code of Conduct and Ethical Standards for Public Officials and Employees. The
Code spells out in fine detail the dos and donts for government officials and employees in and
out of the workplace. These dos and donts are encapsulated in the eight norms of conduct to be
observed by all government officials and employees. These norms or standards are:
Commitment to public interest Professionalism Justness and sincerity Political neutrality
Responsiveness to the public Nationalism and patriotism Commitment to democracy Simple
living The Code, likewise, introduced some reforms in the administrative systems like giving
heads of agencies the responsibility of ensuring there is a value development program for their
employees; continuing studies on work systems and procedures with the end in view of
improving the delivery if public services; and, mandating the designation of a resident
Ombudsman in every department, office and agency. Incentives and rewards system has also
been put in place. Another comprehensive law passed to address and curb the commission of
malfeasance in government is Republic Act No. 3019 or the Anti-Graft and Corrupt Practices
Act. In Section 1 of this law, it states that: It is the policy of the Philippine Government, in line
with the principle that a public office is a public trust, to repress certain acts of public officer and
private persons alike which constitute graft and corrupt practices which may lead thereto. This
law specifies eleven (1 1) instances of corrupt practices in addition to acts or omissions already
penalized by existing laws. Political Commitment The legal infrastructure that prescribes ethical
conduct of; public servants is reinforced by political commitment. This political commitment,
while difficult to benchmark, has been demonstrated by some policy pronouncements. Quite
significant are the ten-point action agenda of the present Administration and the Medium-Term
Development Plan (2000 2004) or Angat Pinoy 2004 which embody the framework for the
countrys socioeconomic development. The agenda and the MTDP place the implementation of a
sustained training and orientation program on anti-graft and corrupt practices and laws, and on
the Ethical Standards Act of Public Officials and Employees among the Administrations
priorities to reduce graft and corruption and exact high standards of ethics in government.
Proceeding from this, departments and agencies of the executive branch have set up and
implemented various programs that aim to eliminate bureaucratic red tape. One-stop action
centers are now being promoted and institutionalized in the agencies. Oversight Institutions The
legal infrastructure and political commitment are supported and complemented by the existence
of oversight institutions. The creation of the oversight institutions that deal with issues of ethics,
accountability, graft and corruption are mandated by the Constitution. The common feature of
these institutions is they enjoy a substantive degree of fiscal autonomy in the sense that they are
not subject to the fiscal controls of the executive. The budget is directly released to these
institutions and the heads are authorized to realign savings from their budget. They also have
quasi-judicial powers in that they can adjudicate and decide cases and enforce their own
decisions, including the imposition of sanctions which may include suspension from office or
even dismissal from government service. In the Philippines, the three constitutionally mandated
oversight institutions are the Civil Service Commission, the Office of the Ombudsman and the
Commission on Audit. The Civil Service Commission is the central personnel agency of the
government. Under Section 3, Article IX-B of the Constitution, the CSC is mandated to
establish career service and adopt measures to promote morale, efficiency, integrity,
responsiveness, progressiveness, and courtesy in the civil service. It is also tasked to
institutionalize a management climate conducive to public accountability. CSCs effort
involves in enforcing ethics and accountability of line agencies basically involves three
approaches. One approach is regulatory, the other, corrective, and the last one, developmental.
The first approach addresses compliance of-agencies with policies and standards on HRD
systems set by the CSC. For instance, CSC prescribes qualification standards for each and every
position in the Philippine government. Non-compliance with the QS by agencies in the
processing of appointments of their staff results in the disapproval by the CSC of such
appointments. But, apart from the substantive requirements for practically all kinds of personnel
actions such as the publication requirement and the promotion and selection board processes.
Non-compliance with the procedural requirements constitutes ground for corrective or even
punitive action. The second approach deals with disciplinary actions against official or employee
for infractions committed in relation to the performance of his/her official functions. The
Administrative Code of 1987 or Executive Order No. 292 outlines the various acts that are
subject to administrative disciplinary proceedings. However, administrative discipline is not a
function within the exclusive jurisdiction of CSC. Agency heads as well as the Office of the
Ombudsman also have the authority to proceed against erring government officials and
employees. The third approach is developmental and will be discussed later in the succeeding
paragraph. The Office of the Ombudsman acts as a prosecutor against those charged with the
violation of RA 3019, RA 6713 and the law against ill-gotten wealth, among others. It is
mandated to investigate and prosecute the criminal liability of public officials and employees
involved in graft and corruption. The Commission on Audit is the fiscal watchdog of the
government. COA is responsible for ensuring legal and proper disbursement of public funds and
preventing irregular, unnecessary, or extravagant expenditures or usage of public funds. It also
has quasi-judicial powers. All these oversight institutions enforce accountability ethic in
government. Active Citizenry Market principle is at work in government operations. This simply
means that the services provided by the government are dictated, to a large extent, by the need of
the people. Some mechanisms by which the extent, type and adequacy of services are gauged are
feedback surveys and the practice of benchmarking. The CSC has relied on Mamamayan Muna,
Hindi Mamaya Na! Program (translated as Citizens First, Not Later) as source of client feedback.
The program is a government-wide campaign of the CSC that not only provides measure of
client satisfaction but also addresses the need for behavioral reforms in the bureaucracy,
particularly in the manner by which civil servants deal with the public. Since the formal
launching in 1994, the program has gained wide acceptance by the public. By reviewing the
number and subject matter of complaints received under the program, the CSC has been able to
determine the centers of excellence in government. On the other hand, the performance of
agencies that received the highest complaints are continuously being monitored. Promoting
Ethics and Accountability in the Public Sector There have been numerous initiatives in
promoting ethics and accountability in the public sector. As shown in the earlier discussions, all
the above mechanisms focus on exacting as well as developing ethics and accountability
consciousness in government officials and employees. The other approach that will be given
emphasis in the discussion are the various developmental initiatives, which are within the area of
knowledge and competence of the CSC. As earlier mentioned, RA 6713 has put in place an
incentive and awards program in government. Every year, officials and employees who have
demonstrated exemplary service and conduct in observance of the eight norms of conduct are
chosen and are conferred awards by the Office of the President and the CSC. The Presidential
Lingkod Bayan (meaning: Serving the Nation) Award is conferred by the President to an
individual for consistent and dedicated performance which made significant impact to the public
and the country as a whole. The CSC Pag-asa (meaning: Hope) Award is granted to a group of
individuals or a team who demonstrated outstanding teamwork and cooperation which resulted in
better delivery of public service, improved the lives of clients or beneficiaries, or instituted
efficiency and economy in government operations. In preparing public servants for ethical
dilemma, all new entrants in government service undergo the Alay sa Bayan (meaning: For the
Country) Induction Program. This aims to focus and enhance the energies and commitment of
new employees as they assume their new roles as government employees. What follows this is a
three-day training program Values Orientation Workshop. The VOW is designed to inculcate
appropriate norms and conduct becoming of government employees. For career executives, a
program called Gabay ng Paglilingkod (translated as Guide to Service) is a capability building
program that provides a forum for discussion on values and principles of public ethics and
accountability among government managers. One of CSCs present initiatives is the training on
public sector ethics and accountability, which is being developed under the auspices of the
United Nations Development Programme - PARAGON Regional Governance Reform Program.
The training course forms part of a six-module training package on governance, which UNDP
hopes to pilot across the Asia Pacific Region. The framework that is being pursued for this
training course basically focuses on the individual. Because what is being dealt with are moral
and ethical issues, the resolve to behave in accordance with the standards of conduct and to live a
life of integrity depends greatly on the individual. Of course, as previously elucidated in the
paper, the standards for individual behavior should be reinforced by existing mechanisms in the
organization. At the community level, there should be ethical infrastructures that will further
reinforce and sustain ethical and accountable behavior. The framework therefore suggests
mechanisms or ethics infrastructures, which are not only at the personal level but also at the
levels of the organization and the community. The mechanisms and infrastructures common to
all levels are commitment, workable code of conduct, effective legal framework, professional
socialization mechanisms, efficient accountability mechanisms, ethics coordinating body,
supportive public sector conditions and active civil society. A future goal is for the CSC to be the
Center for Leadership and Ethical Management in the government. This has been placed in the
drawing board and it is expected that concrete proposals will be ready next year. A Final Word
The issues of ethics and accountability pose a continuing challenge to the Philippine government.
The mechanisms and infrastructure that have been put in place, as outlined in this paper, may not
yet be the best or ideal in the sense that ethical and accountable behavior in the public sector is
still much to be desired in the Philippines. But, there is so much hope to hold and believe that
there will be many opportunities to lead and change for the best. Source: http://www.csc.gov.ph/
11/23/2000