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I. Overview of the Project Integrity Development Review Is a Process of Building and Sustaining an Agency's Ability to Prevent

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I. Overview of the Project Integrity Development Review Is a Process of Building and Sustaining an Agency's Ability to Prevent EC-OMB Corruption Prevention Project Integrity Development Review of the AFP-Philippine Navy I. Overview of the Project Integrity Development Review is a process of building and sustaining an agency’s ability to prevent corruption from happening. It is about integrating corruption resistance strategies into the various organizational facets of an agency so that factors that contribute to corrupt behavior can be checked and those that discourage corrupt acts or malfeasance are reinforced. As the old adage goes, “an ounce of prevention is better than a pound of cure.” There are various approaches to prevent corruption. One tested formula is that of Klitgaard’s minimizing corruption by demonopolizing power, circumscribing discretion and raising accountability. Another is a four-point approach, namely limiting opportunities for corrupt transactions, decreasing the gains, increasing the probability of being caught and raising the magnitude and severity of penalties. In any case, a thorough diagnosis is a logical first step in order to establish activities that are vulnerable to corruption, check availability of control mechanisms that can detect and deter wrongdoings and evaluate the effectiveness of penalty and reward systems. External parties can do diagnosis objectively. But self-assessment would be ideal especially for reform-oriented agencies. This is the idea behind the Integrity Development Review Project. This aims to support the leadership and management of the Office of the Ombudsman in improving governance in the public sector by providing tools for objective assessment of corruption vulnerability and resistance of agencies. The project is implemented by the Development Academy of the Philippines. The integrity development framework builds on the Corruption Resistance Review (CRR) approach developed by the Independent Commission Against Corruption of New South Wales and the Corruption Vulnerability Assessment (CVA) tool adapted by DAP from the Office of Management and Budget. The CRR helps agencies assess their level of corruption resistance and progressively develop and implement corruption prevention measures to meet certain standards of organizational integrity. CVA determines the susceptibility of agency systems to corruption and examines the adequacy of safeguards to forestall wrongdoings. The IDR process that evolved in this project consists of two stages: Stage 1 involves corruption resistance review via guided self-assessment, indicators research and a survey of employees. Stage 2 demands a detailed corruption vulnerability analysis. The IDR methodology was pilot-tested in three agencies, namely, the Office of the Ombudsman, Department of Education and Civil Service Commission. Under the EC-OMB Corruption Prevention Project, 16 public sector agencies are scheduled to undergo the IDR, five of which will start on October 2005. These are the Department of Public Works and Highways (DPWH), Bureau of Internal Revenue (BIR), Bureau of Customs (BOC), Philippine National Police (PNP) and the Land Transportation Office (LTO). Development Academy of the Philippines Page 1 Final Report as of October 2007 For discussion purposes only, not for quotation EC-OMB Corruption Prevention Project Integrity Development Review of the AFP-Philippine Navy II. Overview of the Participating Agency: Philippine Navy History 1: (footnote the source) After the declaration of independence, the first Philippine President Emilio F. Aguinaldo signed a decree on June 23, 1898 forming the Bureau of Marine or Navy under the Department of Foreign Relations, which was tasked to consider all matters relating to the creation and organization of a Navy and the arrangement of war expeditions. This marked the birth of the Philippine Navy. Filipino ship owners donated their ships for the national cause and formed a fleet though small, became crucial in the transportation of arms and goods to different parts of the country. Naval expeditions, then, were launched liberating most parts of Luzon and Visayas under the Spanish Rule. Unfortunately, the existence of the revolutionary Navy was short-lived. In December 1898, the Treaty of Paris was signed which ceded the Philippines from the hand of Spain in exchange to that of the United States of America. At the end of the Fil-Am War in 1901, the US Navy controlled the waters of the country. On the eve of World War II in February 1939, a sea-going unit of the Philippine Army called the Off-Shore Patrol (OSP) commenced a new era for the Philippine Navy. Composed of only three (3) motor torpedo boats manned by personnel hurriedly trained for naval operations, the unit nevertheless managed to earn the majority of the medals and awards for their heroism during World War II. Two years after the war on October 1947, the OSP was renamed to Philippine Navy Patrol to become one of the major commands of the Armed Forces of the Philippines. It was given the additional task of assisting other government agencies in the enforcement of fishing laws, customs and immigration regulations. Finally in January 1951, by virtue of Executive Order No. 389, the PNP was reorganized to become the Philippine Navy. From the time of its creation in 1898, the PN since then had fully evolved from its first role of transporting war goods to its present responsibilities of securing the Philippine waters from internal and external threats, maritime law enforcement and partner of the government for national development. VISION The Philippine Navy’s Vision is: by 2030, we shall be a strong and credible navy that our maritime nation can be proud of. MISSION To organize, train, equip, maintain, develop and deploy forces for prompt and sustained naval and maritime operations in support of the Unified Commands in the accomplishment of the AFP mission. It’s powers and functions are as follows: 1. To organize, train, equip, maintain and operate naval forces and naval aircrafts including naval reserve units, necessary to provide water-borne support and assistance required by the Armed Forces of the Philippines in the accomplishment of its mission; 2. To assist the proper governmental agencies in the enforcement of laws and regulations pertaining to navigation, immigration, customs revenue, opium, quarantine, fishing and neutrality in the territorial and contiguous waters of the Philippine Archipelago; 3. To develop, in coordination with the other major services and area commands the doctrines, procedures, and naval equipment for joint operations, and the doctrines and procedures for amphibious operations; 1 www. navy .mil.ph Development Academy of the Philippines Page 2 Final Report as of October 2007 For discussion purposes only, not for quotation EC-OMB Corruption Prevention Project Integrity Development Review of the AFP-Philippine Navy 4. To be responsible for the naval phases of reconnaissance, anti-submarine warfare and the protection of shipping; and 5. To perform such other duties as the President may direct. ORGANIZATIONAL STRUCTURE 2 The Philippine Navy is organized into: two (2) type commands, six (6) operational commands and twelve (12) support commands and units (as demonstrated in figure 1). The two type commands is composed of the Philippine Fleet. The Philippine Fleet’s mission is to prepare and operate assigned forces for naval operations in order to support the PN accomplish its mission. Its general objectives are to optimize operational readiness and combat effectiveness of equipment and personnel and effectively manage available resources through efficient internal administration. The specific functions of the Fleet are, First, to provide assets that will conduct continuous naval patrol, sea control and amphibious operations in order to defend the sovereignty of the country, its territorial waters and EEZ from foreign aggression, intrusion and exploitation. Second, to assist in the conduct of national security operations and ensure safety and security of coastal areas. Third, to employ assets to assist in the conduct of disaster response, particularly maritime search and rescue and patrol, sealift and other type of operations as directed. The second is the Philippine Marine Corps (PMC). The PMC’s mission is to provide combined arms units in the conduct of amphibious warfare and such other operations in order to accomplish mission of the Philippine Navy. Its capabilities includes: • Amphibious operations • Counter-insurgency operations • Counter Terrorism / Urban operations • Security to Naval and vital government installations • Disaster response and relief operations • Civic action • Sustained ground operations • Riverine operations • Anti-smuggling / Anti-piracy operations • Search and rescue • Environmental protection • Ceremonial functions Naval Forces Northern Luzon (NAVFORNOL), Naval Forces Southern Luzon (NAVFORSOL), Naval Forces Central (NAVFORCEN), Naval Forces West (NAVFORWEST), Naval Forces Western Mindanao (NAVFORWEM), and Naval Forces Eastern Mindanao (NAVFOREM) comprise the Naval Operational Command with capabilities for conducting territorial defense operations, internal security operations and such other activities to support naval administration, logistics, service support and community development in their area of responsibility. 2 PBRA of 2006 Development Academy of the Philippines Page 3 Final Report as of October 2007 For discussion purposes only, not for quotation EC-OMB Corruption Prevention Project Integrity Development Review of the AFP-Philippine Navy The twelve (12) support commands and units are as follows:
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