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Click Here to Download the PDF File CONTENTS PAGE I Introduction …………………….……………………………………………………………………. 1 II Major Accomplishments Status of Irrigation Development …………………………………………………………..…... 4 Status of Project Implementation …………………………………………………………..…… 5 Status of Institutional Development Program ……………………………………...………. 6 III Key Initiatives & Activities CY 2015 Budget ………………………………………………………………………………...…..…… 7 CY 2016 Budget Preparation …………………………………………………………….………… 7 Field Visits ………………………………………………………………………………………………… 8 Implemented Policies: Towards Operationalized Actions ........................................... 16 Terminated and Suspended Contracts ................................................................................. 23 Periodic Consultative Meetings with Irrigators Associations .................................... 27 NIA's Strategic Directions: Strategic Planning Exercise ……………………………… 31 Compliance to GCG Requirements: Going Through the Process ……….…….…… 34 Working with Congressmen and LGU Officials …………………..………………………. 37 Working with the World Bank, JICA, and KOICA .............................................................. 41 10-year Irrigation Master Plan and NIA Corporate Plan........................................... 43 Periodic Meetings with Regional Managers ……………….………….…………………… 44 Hydroelectric Power ………………………………………………………………..………………. 44 Young Professionals Program ………………………………………………………..…………. 46 Executive Course on Project and Construction Management ………………..…….. 47 Review of NIA Charter ……………………………………………………………………….…….. 47 Greater Attention to Substandard Construction and Improving Quality of Construction ……………………………………………………………………………………………… 48 Search for Alternative Designs ………………………….……………………………………… 48 Proper Project Preparation ………………………………………………………………………. 49 Improved Public Image…………………………………………..………………………………… 49 IV The Organization Organizational Structure……………………………………………………………………..….…… 51 Personnel Inventory ………………………………………………………………….……………….. 53 V Concluding Remarks ……………………………………………………………………………… 54 I. INTRODUCTION On February 28, 2015, Dr. Padernal reached his 240th day as the Administrator of the National Irrigation Administration (NIA). In this eight-month period, a lot of changes were felt by the officials and employees of the agency including its main client, the Irrigators Associations (IAs). There are tangible sense of improvements as seen in NIA’s accomplishments as well as the project impacts. This nudge forward can be attributed to the Administrator’s aggressiveness in implementing innovations, determination, creativity, and timely measures undertaken relative to the agency’s programs and projects. Such measures, in Dr. Padernal’s perspective, were put in place to improve how the agency operates to bolster the attainment of its corporate goals and targets. It is also noteworthy that these strategic changes are all anchored on the collective mission of the government's agriculture sector to contribute to the increase in farmers' income and ultimately in the agricultural productivity and food security of the country. Dr. Padernal addresses the NIA Central Office employees during his first flag raising ceremony as the agency’s Administrator on July 7, 2014. Administrator on July 4, 2014. The eight months that past were the most challenging ones. Dr. Padernal have to deal with, prioritize, and balance his time in numerous vital activities of the agency. These are: Inspecting much delayed carry-over projects (CYs 2009, 2010, 2011, 2012, and 2013) to 240 DAYS IN NIA: CONTINUING THE REFORMS 1 determine the bottlenecks, constraints, and problems of implementation, as well as solving them to put the projects on track. Formulating and updating policies and strategies to be attuned to climate change demands and to generally improve systems and procedures on all aspects of projects development (project identification, project preparation, construction, and operation & maintenance). Office management necessitates coping up with paperworks, issuance of directives, housekeeping and the like. Hurdling the 2015 Budget hearings chiefly in Congress. Preparing for 2016 Budget including the formation of feasiblity studies and detailed designs of new projects. Building an effective amd responsive team (Central Office, Regional, Project, Operations, and Provincial offices) to run the affairs of NIA. Participating in the development of the NIA Strategy Map. Conceptualizing and implementing Hydropower Projects. This includes fine tuning the policies and guidelines, entering into an agreement with the Department of Energy to clearly define the roles and functions of the agencies, and preparing for an Investors’ Forum to attract more investors and ensure competitiveness. Pushing hard to achieve greater accomplishments for CY 2014 and 2015. Conduct series of general consultative meetings with Irrigators Associations (IAs) from provincial to national levels. This method allowed NIA to casually interact with IA Presidents and members thereby allowing NIA to be more responsive to their needs and likewise understand better their operations. Initiated the use of HDPE pipes and pre-cast pipes in appropriate areas in order to eventually remove the periodic repair, rehabilitation, and restoration of irrigation canals. Better materials that are durable will ensure longer life (lifetime) of the canals and drastically eliminate if not eradicate “water losses” in the system. Moreover, the agency already started the use of coco coirs for canal embankments. Directed field offices to do more “automation” in dams, check gates, and the like. Directed field offices to use “geo-tagging” and similar techniques for planning, construction, and operations. Developed special training programs to improve overall capacity and capability of NIA staff viz: “Young Professionals Program” and “Executive Course in Project and Construction Management.” Improved efficiency in the system particularly in payments of contractors, suppliers, and consultants. 240 DAYS IN NIA: CONTINUING THE REFORMS 2 NIA continue to work harmoniously with lawmakers and local government units who are requesting feasible and properly prepared projects in their respective areas. After several decades of establishment, NIA will be ready to recommend vital amendments in the NIA Charter. Given the years of operation, there are few items in the charter that need to be updated and enhanced. There are handful of contractors whose contracts were either suspended or terminated. NIA had complied with reporting requirements of the Governance Commission for Government-Owned and Controlled Corporations (GCG) and Civil Service Commission (CSC). NIA abolished the NIACONSULT, Inc. NIA is currently formulating new policies, namely: o Guidelines in the conduct of inventory and valuation of NIA-owned real estate and other tangible properties. o Guidelines in the implementation of selected Communal Irrigation Projects (CIPs) by Local Government Units. o Implementing Guidelines and Manual on Polyethylene Pipes (Design, Selection, and Installation of PE Pipes and Fittings). Initiated the preparation of “NIA 10-Year Irrigation Master Plan” and the updating of “NIA Corporate Plan.” Working to increase the internally generated funds of NIA. Dealing cohesively on quick responses to calamities. Attending and acting promptly on complaints. Establishing an “Operations Room” to effectively monitor project implementation. Improving NIA’s public image. The great support and assistance extended by Secretary Francis N. Pangilinan and the members of the NIA Board of Directors made the initial successes of Dr. Padernal more significant. 240 DAYS IN NIA: CONTINUING THE REFORMS 3 II. MAJOR ACCOMPLISHMENTS Status of Irrigation Development, Project Implementation, and Institutional Development Presented below are the accomplishments of the agency in its irrigation development mandate in terms of irrigation project implementation, institutional development, and systems operations. Such accomplishments were attained through the able leadership and aggressive encouragement of Dr. Padernal. NIA Officials led by Dr. Florencio Padernal (standing, 4th from L) witnessed the contract signing for the construction of Quipot Main Canal and its appurtenant structures on January 27, 2014 held at the NIA Central Office in Quezon City. In the photo are: (standing L-R) Engr. Lily Mascariñas, Engr. Lydia Esguerra, Atty. Gene Dionio, Dr. Padernal, Engr. William Ragodon, and Engr. Romy Lopez. (seated, L-R) Ms. Ma. Cristina Chung, Mr. Antonio Evangelista, Engr. Felix Razo, and Ms. Rebecca Malazarte. Status of Irrigation Development As of February 28, 2015 (based on available data), the agency through Dr. Padernal’s stewardship was able to develop a total of 1,705,155.36 hectares or 56.47% out of the 3,019,608.99 hectares estimated total potential irrigable areas nationwide. This is composed of the following breakdown: 240 DAYS IN NIA: CONTINUING THE REFORMS 4 As of February 28, 2015 Developed Areas by System National Irrigation Systems: 43.87% 748,089.74 ha 245 systems Communal Irrigation Systems: 34.90% 595,103.15 ha 10,651 systems Private Irrigation Systems: 11.41% 194,620.25 ha 16,808 systems Other Government Assisted-Irrigation Systems: 6,623 9.81% 167,342.22 systems Developed Service Areas with Irrigation Facilities 56.47% 1,705,155.36 ha Remaining Areas to be Developed 43.53% 1,314,453.63 ha Status of Project Implementation1 One of Engr. Padernal's directives is to fast-track the implementation of irrigation projects nationwide.
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