BFP ADMINISTRATIVE FUNCTION

Fire National Training Institute,

4029 Camp Vicente Lim, Calamba City

Module 1: Human Resource Management

Functions of Human Resource Management Division
A. Purpose
To build and maintain a pool of professional, well-rounded and competent
personnel.
B. Functions
a. Performs administrative and technical supervision over its sectionsRecruitment and Selection Section, Personnel Placement Section and
Personnel Liaison Section;
b. Ensures standard implementation of systems and policies insofar as
human resource and performance management are concerned, BFP-wide;
and
c. Spearheads coordination and collaboration with other agencies and
organizations concerning human resource management issues.

Functions of Recruitment and Selection Section

A. Purpose
To help maintain a pool of capable and competent manpower through strict
implementation of merit- and- fitness- based systems on policies on recruitment, and
other personnel actions.
B. Functions
a. Performs secretariat functions for the Personnel Selection Board;
b. Prepares appointments;
c. Processes documents for payment of initial salaries and benefits (e.g.
Initial Clothing Allowance), in coordination with PerAS, PRMD; and
d. Maintains database of qualified applicants or candidates for appointment.

Functions of Personnel Placement Section

A. Purpose:
To help ensure that the agency has the right human resource to fulfill its
mandate through identification of personnel with competencies and attitude that fit
particular positions/ assignments.
B. Functions
a. Performs secretariat functions for the Placement and Selection Board;
b. Establishes a viable career management plan/ program, in collaboration
with the Training Section (TS), CDD;
c. Screens and identifies personnel who are qualified and fit to perform
particular jobs;
d. Assist in identifying the needs of the agency and its human resource by
performing regular inventory of capabilities, competencies, and
requirements (e.g. training, facilities, equipment, and incentive) of available
personnel vis-a vis given tasks or assignments; and
e. Programs deployment of personnel or staffing of offices/ units.

Functions of Personnel Liaison Section

A. Purpose
To establish linkages with government agencies such as, but not limited to,
Civil Service Commission (CSC), Department of the Interior and Local Government
(DILG), Senate of the Philippines, Philippine House of Representatives, Bureau of
Internal Revenue (BIR) Office of the Ombudsman, and Sandiganbayan, and
government owned and/ or controlled corporations such as, but not limited to, Land
Bank of the Philippines, Home Development Mutual Fund (Pag-ibig), Government
Service Insurance System (GSIS), Philippine Health Insurance Corporation
(Philhealth) and Development Academy of the Philippines (DAP).
B. Functions
a. Coordinates and works with both houses of Congress on legislative
matters affecting the personnel administration system and people working
in BFP;
b. Transmit singed appointments, list of vacancies published through BFP
website, motion for reconsideration and other personnel-related documents
to CSC;
c. Liaises to the CSC regarding the approval of the policies/ guidelines
submitted pertaining to personnel actions and updates regarding new
issuance of personnelling;
d. Links between the National Headquarters and the Regional Offices,
including the synchronizing and monitoring of submission of monthly
reports, such as, but not limited to, Roster of Personnel, Monthly Pension
Report, Report of Changes and Accomplishment Report; and
e. Transmit/ Receives documents to/from the above-mentioned government
agencies/ government owned and/ or controlled corporations and transmits
the same to the concerned office at the BFP.

General Qualifications for Appointment to Fire Officer 1

(based on Section 1 of IRR of Republic Act No. 9592)
Initial Appointment No person shall be appointed as uniformed personnel of the
BFP unless he/ she possesses the following minimum qualifications:
1. A citizen of the Republic of the Philippines;
2. A person of good moral character;
3. Must have passed the psychiatric/ psychological, drug and physical tests
for the purpose of determining his/ her physical and mental health;
4. Must possess a baccalaureate degree from a recognized institution of
learning;
5. Must possess the appropriate civil service eligibility;
6. Must not have been dishonorably discharged or dismissed for cause from
previous employment;
7. Must not have been convicted by final judgment of an offense or crime
involving moral turpitude;
8. Must not be less than twenty-one (21) nor more than thirty (30) years of
age;
9. Must be at least one meter and sixty-two centimeters (1.62 m.) in height for
male, and one meter and fifty-seven centimeters (1.57 m.) for female;
Provided, that a waiver for height and age requirements shall be
automatically granted to applicants belonging to the cultural communities;
and
10. Must weigh not more or less than five kilograms (5kgs.) from the standard
weight corresponding to his/ her height, age and sex.

Republic Act No. 9592 (Waiver)

(Section 2 of Republic Act No. 9592)
a. Waiver for height and age requirement shall be automatically granted by the
Chief, BFP to applicants belonging to the cultural communities; Provided, that
applicants who belong to cultural communities must submit proof of their
membership in a particular cultural minority as certified by the National
Commission on Indigenous People (NCIP) or the Office of Muslim Affairs (OMA).
b. In all other cases, as may be determined and upon recommendation of the BFP
Personnel Selection Board in the Regions or the National Headquarters, waiver of
age and height requirement may be granted by the Chief, BFP to applicants who
possess any of the following:
1. Outstanding scholastic accomplishments, such as being honor
graduates, consistent academic scholars, board/ bar topnotchers and
the like;
2. Possession of special skills in fire suppression, fire prevention,
knowledge and skill in operation of heavy equipment, such as aerial
ladder, squirt, lighting tower truck, rescue tender and other apparatus
and equipment, rescue and emergency medical services;
3. Holder of professional drivers license with 2 and 3 restriction code;
4. Mechanic with TESDA mechanic trade test certificate with expertise in
pump operation, auto diesel engine and auto electrical troubleshooting;
or
5. Other skills that will sustain the traditions/other demands of the
uniformed service.
Provided, that waiver under Section 2 paragraph B hereof may be granted
only when the number of qualified applicants falls below the minimum quota,
except in cases where an applicant with waiver possesses superior
qualifications.
c. Waiver of age requirement under Section 2 paragraph B hereof may be granted
provided that the applicant shall not be over thirty-five (35) years of age. For
purposes of this paragraph, one is considered to be not over thirty-five (35) years
old if he/ she has not yet reached his or her thirty-six (36th) birthday on the date
of the effectivity of his/her appointment. Provided, that in case an applicant was
previously with the government service, the age difference when the number of
years in the government is subtracted from his/ her actual age at the time of
appointment must not exceed forty (40) years ; Provided, finally, that his/ her
previous separation from the government service was not for cause.
d. Waiver of height requirement under Section 2, paragraph B hereof may be
granted only to a male applicant who is at least 1 meter and 57 centimeters (1.57

m.) and to a female applicant who is at least 1 meter and 52 centimeters (1.52
m.); and
e. The height and are requirements shall only be waived subject to the condition that
the applicant meets and possesses all other qualification standards.

Common Requirements for Regular Appointments

a. Form. The appointment which must be in triplicate copies shall be in the
prescribed CS Form 33 (Revised 1998) for regular employees or the Plantilla
Form No. 001 for casuals. Original copies shall not be filled out using Xeroxed or
photocopied forms.
b. Signature of the Appointing Authority. The original copy of the appointment must
be duly signed and the succeeding two (2) copies thereof at least initialed by the
appointing authority.
c. Position Title. The position title indicated in the appointment shall conform with
the approved Position Allocation List and should be found in the Index of
occupational Service (IOS). The salary shall always be indicated after the
position title.
d. Employment Status. The employment status shall be indicated on the space
provided therefore. It may be permanent, provisional, temporary, substitute, coterminous, casual or contractual.
e. Date of Signing. The date of signing, which is the date of the issuance of the
appointment shall be indicated below the signature and the initials of the
appointing authority.
f. Nature of Appointment. The correct nature of appointment shall be indicated on
the space provided therefore. The nature of appointment, which may either be
original, initial, promotion, transfer, reemployment, reappointment, reinstatement,
renewal, change of status or demotion, shall be indicated in the space provided
for.
g. Publication of Vacancy. Vacant positions to be filled shall be published ion
accordance with RA 7041 and its implementing guidelines except for the
positions:
1. Primarily confidential positions
2. Positions which are policy determining
3. Highly technical positions
4. Other non-career positions
5. third level positions (Career Executive Service)
6. positions to be filled by existing regular employees in the
agency in case of reorganization.
h. Personnel Selection Board (PSB) Evaluation/ Screening. All appointees should
be screened and evaluated by the PSB, if applicable. As proof thereof, a
certification signed by the Chairman of the board at the back of the appointment
or alternatively, a copy of the proceedings/ minutes of the Boards deliberation
shall be submitted together with the appointment. The issuance of the

appointment shall not be earlier than the date of the final screening/ deliberation
of the PSB.
Candidates for the following appointments shall no longer be subject\ to the
screening of the PSB:
1. Substitute appointment due to their short duration and
emergency nature. However, should the position be filled by
regular appointment, candidates for the position should be
screened and passed upon by the PSB.
2. Appointment of faculty members and academic staff of state
universities and colleges who belong to the closed career
service.
3. Appointment to entry laborer positions.
4. Change of status of appointment from temporary to
permanent.
5. Appointment to positions in the non-career service.
i.

Personal Data Sheet. The appointees PDS (CS Form 212), revised 1998) which
should be properly and completely accomplished by the appointee, shall be
attached to the appointment. Said PDS shall contain an authorization from the
job applicant/ employee that the agency head or his authorized representative
can verify/ validate the contents therein. For appointment of substitute teachers
and renewal of appointment of contractual and casual personnel, updated PDS
shall be required.

Department Circular No. 2011-008 dated 21 June 2011

GENERAL GUIDELINES IN THE RECRUITMENT
IN THE BUREAU OF FIRE PROTECTION
1. Publication of Vacancies
2. Posting/ Announcement of Vacancies
3. Initial Screening (Education, Eligibility, Age Requirement, Height
Requirement, and Clearances from Barangay, Police, Municipal Trial Court
and National Bureau of Investigation)
4. Written Examination
5. Agility Test
6. Panel Interview
7. Complete Background Investigation
8. Neuro-Psychiatric Examination
9. Medical Examination
10. Final Ranking of Applicants

10

BFP ADMINISTRATIVE FUNCTION

Fire National Training Institute,
4029 Camp Vicente Lim, Calamba City

Module 2: Career Development

Functions of Career Development Division
A. Purpose
To help personnel develop and optimize their potentials through
continuing career and personal development training programs.
B. Functions
a. Identifies competency gaps and maintains updated personnel training and
competency profile;
b. Develops, designs and/ or administers training programs, in collaboration
with concerned offices, organizations and/ or agencies, based on the
needs of the BFP and its human resource;
c. Arranges for participation or enrollment of personnel in training or
scholarship programs catered by other agencies, institutions and
organizations;
d. Evaluates impact of training programs on personnel and the agency;
e. Processes the following:

enrolment in mandatory trainings

scholarship applications
delegation to specialized trainings

11

Functions of Promotion Section

A. Purpose
To help maintain a pool of (highly) capable and competent manpower
through strict implementation of merit- and- fitness- based systems and
policies on recruitment, promotion, and other personnel actions.
B. Functions
a. Performs secretariat functions for the Personnel Selection Board;
b. Prepares appointments; and
c. Maintains database of qualified applicants or candidates for appointment
or promotion.

12

Department Circular No. 2011-008 dated 21 June 2011

GENERAL GUIDELINES IN THE PROMOTION
IN THE BUREAU OF FIRE PROTECTION
1. Publication of Vacancies
2. Posting/ Announcement of Vacancies
3. Initial Screening (Education, Eligibility, Mandatory Trainings, NeuroPsychiatric and Drug Test and Work Experience)
4. Comparative Assessment
5. Final Ranking of Applicants

13

Functions of Training Section

Functions
a. Facilitates the conduct of Mandatory Trainings; and
b. Supervises and facilitates the processing of local and foreign trainings,
conferences, seminars, schooling and scholarship grant.

14

Functions of Performance Appraisal Section

A. Purpose
To help the agency deliver services by ensuring efficiency and excellent quality
of work of BFP personnel.
B. Functions
a. Performs secretariat functions for the Committee on Performance
Evaluation Review (PERC);
b. Monitors and evaluates the implementation of the PES and other
performance management tools available;
c. Formulates and institutionalizes performance standards and refines
mechanisms aimed at boosting the morale of personnel;
d. Facilitates administration of awards and incentives, in collaboration with
Committees on PRAISE and PERC; and
e. Maintains, and generates reports and other documents that can serve as
bases for awards, incentives, corrective actions or other interventions
aimed at boosting work performance.

15

BFP Performance Evaluation System (BFP PES)

Policies
The BFP-PES shall focus on results/ outputs wherein performance targets and
standards or measure of results are planned and agreed upon by the management,
supervisor and employee.
The BFP-PES adheres to the principle of performance-based security of
tenure and provides motivation and basis for incentives to performers and applies
sanction to non-performers.
Rating Period
-

It is done every six (6) months ending on June 30 and December 30 of the
year. The period ending June 30 shall cover the months from January 1 to
June 30 whereas for the period December 30, shall cover the months from
July 1 to December 30.
However, if there is a need for a shorter or longer period, the minimum
appraisal period is at least ninety (90) days or three (3) months while the
maximum is not longer than one (1) year.

Composition of Performance Evaluation Review Committee

Regional Office

Provincial Office/
City/ Municipal

Chairperson Regional Director

or his representative

Provincial Fire Marshal

or his representative

Vice Chair

Regional Admin Officer

Provincial Admin Officer

Member

Regional Operations Officer

Provincial Operations Officer

Member

First Level Representative

(elected member)

First Level Representative

(elected member)

Member

Second Level Representative

(elected member)

Second Level Representative

(elected member)

Note: First and Second Level representatives are chosen through general election.

16

 Responsibilities of PERC
-

Review of Employees Performance Targets

Review of Performance Standards
Determination of Final Rating
Monitoring and Evaluation of BFP PES
Setting of Internal Rules and Procedures

Setting of Performance Targets and Standards

-

Organizational Targets refers to short-range (annual or semi-annual)

expected accomplishments set to achieve objectives.

Employee Targets refers to the duties or work assignments given by

competent authority (rater) to the employee (ratee), with the work output of
each duty clearly stated by the rater and understood by the ratee and
measured with a standard at least in quantity, quality, and time set either by
the Agency or by mutual agreement of the rater and the ratee.

Performance Standards is a measure o yardstick against which

performance level is assessed.

Confirmation employees performance targets are confirmed by the

PERC before the rating period but not later than the 15 th day of the start of
the rating period.

Modification Performance targets which are duly confirmed by the PERC

may still be modified based on changes brought about by new mandates
and programs of the agency in general and the organizational unit in
particular.

Progress Review
The supervisor and the ratee meet every end of the month to review progress
of work accomplishment based on Performance Target. They focus on their review
or discussion on problems and difficulties encountered and find ways to resolve the
same, however; the supervisor may recognize employees efforts and praise him for
specific achievement.
Appraisal Discussion
There shall be a highly interactive performance appraisal discussion and
feedback mechanism to foster working relationship between supervisor and
subordinates.

17

 Mechanics of Rating
Adjectival
Rating

Numerical Description

Performance exceeding targets by

Outstanding
30% and above of the planned targets
Performance exceeding targets by
Very
15% to 29% of the planned targets
Satisfactory
Performance of 100% to 114% of the
Satisfactory
planned targets
Performance of 51% to 99% of the
Unsatisfactory
planned targets
Performance failing to meet the
Poor
planned targets of 50% or below
9.50 10
7.51 9.49
4.01 7.50
2.01 4.00
2.00 below

Rating
10
8
6
4
2

Outstanding
Very Satisfactory
Satisfactory
Unsatisfactory
Poor

Components of Rating
Part I Performance
Part II Critical Factors
Punctuality
10 =not more than 5 times tardy/undertime during the last 6 months
8 = 6-8 days tardy/ undertime
6 = 9 10 days tardy/ undertime
4 = 11-15 times tardy/ undertime
2 = more than 6 times tardy/ undertime
Attendance
10 = not more than 5 absent during the last 6 months
8 = 6-8 days absent
6 = 9 10 days absent
4 = 11-15 times absent
2 = more than 6 times absent
Courtesy
10 = always go all the way to make people comfortable and satisfied
even under pressure and occupied with work
8 = usually goes out of the way even when occupied with work
6 = normally goes out of the way to assist the public
4 = occasionally assist the public. At times discourteous. Shows lack of
patience in dealing with the public.

18

2 = Most of the time discourteous. Regularly complained about due to

inconsiderate attitude.
Human Relations
10 = very effective in dealing with public. Gets along with other
members of the workforce.
Has cordial relationship with
supervisors, peers and subordinates.
8 = can be relied upon to deal with the public and is generally courteous
and accommodating
6 = has the ability to deal with the public and peers, although needs
some advice at times
4 = has some difficulty in dealing with the public. Occasionally
discourteous except when attending to important or influential
persons
2 = has considerable difficulty in dealing with the public. Draws
negative reactions. Often discourteous and irritable.
Initiative
10 = introduces ideas and projects with originality without supervision.
8 = starts action and undertakes projects under minimal supervision.
6 = starts action to meet goals with regular supervision and
assistance/ support.
4 = lacks personal drive to start any project or complete assigned tasks.
2 = refuses to perform assigned tasks despite assistance and very
close supervision.
Leadership (For Supervisors only)
10 = leads staff exceptionally well. Easily achieve high productivity thru
teamwork. Maintains a good balance of task and people concern.
8 = leads staff effectively. Often gets job done thru teamwork. Staff are
productive.
6 = leads staff adequately well. Usually gets job done on time.
4 = seldom exercises leadership over staff. Seldom gets job done on
time.
2 = cannot lead staff. No teamwork. Productivity low. No balance of task
and people concerns.
Stress Tolerance (For Supervisors only)
10 = always calm and shows pleasant disposition; conditions at work.
Never loses patience and never allow others tension and anxiety to
affect workplace.
8 = Most of the time calm, confident and positive. Occasionally loses
emotional control during stressful conditions.
6 = normally calm, confident and positive.
Occasionally loses
emotional control during stressful conditions.

19

4 = often loses emotional control in dealing with stressful work

situations. Often complaints about people and situation at work.
2 = can not handle stress. Highly emotional and gets into violent
arguments with others.
Performance Intervening Tasks
It is duly considered only if this were done simultaneously with the planned
targets. Intervening tasks are those which are neither inherent nor directly related
employees plantilla or designated positions and may include membership in ad-hoc
committees, research work and other similar assignments which require a
considerable amount of effort and time of the employees and are duly covered by an
office order.
How to Compute the Rating
Submission of Performance Targets
Performance targets of employees are submitted to the PERC not less than
fifteen (15) days before the start of the rating period. The PERC must confirm these
targets not later than the 15 th day of the start of each rating period. Failure on the part
of the PERC to act on these targets on the above period mean they are automatically
confirmed.
Performance standards are submitted in the same period together with the
performance targets.
Accomplished Performance Evaluation Forms with the final rating are
submitted to the BFP Admin/ Personnel Officer not later than the 15 th day after the
end of the rating period.
The Admin/ Personnel office shall consolidate all the employee ratings and
prepare a report to the PERC containing the statistics on PEF submission,
distribution of ratings and list of protested or appealed ratings, if any, including all
documents relative thereto. It shall submit all the above documents to the PERC
within 30 days after the end of each rating period.
Officials and employees who shall be on official travel, approved leave of
absence, training or scholarship programs and who have already met the required
minimum rating of 90 days are required to submit their performance targets and
accomplished Performance Evaluation Forms before they leave the office.
The agency shall submit to the Civil Service Commission Field Office a list of
employees with their corresponding performance ratings not later than three (3)
months after every rating period.

20

 Sanctions
Non-submission to the PERC of the performance targets within fifteen (15)
days before the start of the rating period and the Performance Evaluation Forms
within thirty (30) days after the end of each rating period, unless justification for such
has been accepted by the PERC, is a ground for:
a. employees disqualification for performance-based personnel actions which
would require the rating for the given period such as promotion, training or
scholarship grants, and productivity incentive bonus if the failure of
submission of the report form is the fault of the employees.
a. employees who fail to rate themselves will not be given final rating; and
b. administrative sanction for violation of reasonable office rules and
regulations and simple neglect of duty for the supervisors or employees
responsible for the delay or non-submission of said performance targets
and PEFs or both.
Uses of Performance Targets
a. Performance-based security of tenure
b. Eligibility/ Qualification for Performance-based awards and incentives
c. Basis for personnel actions
Transparency on Performance Ratings
General information on the final raring of the employees or the number of the
employees who got a particular rating (O, VS, S, US and Poor) per organizational
unit shall be made known to both management and the rank and file employees,
subject to the procedures set by the BFP-PERC.
Appeals
Employees who feel aggrieved or dissatisfied with their final performance
ratings can file an appeal with the BFP-PERC within ten (10) days from the date of
receipt of their BFP-PEF or after the appraisal discussion with this supervisor.
Employees, however, are not allowed to protest the performance ratings of
their co-employees. Ratings obtained by other employees can only be used as basis
or reference for comparison in appealing ones performance ratings.
The PERC shall decide on the appeals within one month from receipt.

21

Republic Act No. 9592 (NAPOLCOM ELIGIBILITIES)

Holders of the following NAPOLCOM Eligibilities may apply for promotion:
a. Up to the Rank of SFO4
6. Patrolman (CC)/(MN)
7. Patrolman Entrance (CC)/(MN)
8. Patrolwoman (CC)/(MN)
9. INP Entrance
10. Patrolman First Class (CC)/(MN)
11. Police Corporal (CC)/(MN)
12. Police Officer
13. Police Officer II
14. Police Officer III
15. PNP Entrance
16. Senior Police Officer I
17. Senior Police Officer II
18. Senior Police Officer III
19. Police Sergeant (CC)/(MN)
20. Police Officer Third Class (PO 3rd Class)
21. Fire Officer Third Class (FO 3rd Class)
22. Senior Police Officer IV
23. Senior Police Officer
b. Up to the Rank of Inspector
1. Police Lieutenant (CC)/(MN)
2. Police Inspector (taken April 28, 1991 and November 24, 1991)
c. Up to the Rank of Senior Inspector
1. Police Captain (CC)/(MN)
2. Police Officer Second Class (PO 2nd Class)
3. Fire Officer Second Class (FO 2nd Class)
4. Police Senior Inspector
d. Up to the Rank of Chief Inspector
1. Police Major (CC)/(MN)
2. Police Chief Inspector
3. Police Inspector (taken April 26, 1992 to April 3, 2004)
e. Up to the Rank of Superintendent
1. Police Lt/ Colonel (CC)/(MN)
2. Police Colonel (CC)/(MN)
3. Police Superintendent (taken on April 28, 1991 and
November 24, 1991)

22

f. Up to the Rank of Senior Superintendent

1. Deputy Chief of Police (CC)/(MN)
2. Chief of Police (CC)/(MN)
g. Up to the Highest Rank
1. Police Officer First Class (PO 1st Class)
2. Fire Officer First Class (FO 1st Class)
3. Police Superintendent (taken on April 26, 1992 to April 3, 2004)
All incumbent uniformed personnel of the BFP shall continuously possess the
qualifications under Section 1 paragraph A of this IRR, subject to the following:
1. Uniformed personnel who are already in the service prior to the effectivity
of Republic Act No. 9263 shall be given another five (5) years to obtain the
minimum educational qualification and appropriate civil service eligibility to
be reckoned from May 27, 2009, the date of the effectivity of Republic Act
No. 9592;
2. Incumbent uniformed personnel who have acquired NAPOLCOM eligibility
prior to the effectivity of Republic Act No. 9263 shall be considered to have
complied with the appropriate civil service eligibility;
3. BFP uniformed personnel who do not meet the minimum education
qualification and eligibility requirement, but have rendered more than
fifteen (15) years of service at the time of the effectivity of Republic Act No.
9592 shall no longer be required to comply with aforementioned education
and eligibility requirements. However, they shall not be qualified for
promotion to the next higher rank via regular promotion unless they have
complied with the educational and eligibility requirements. Nevertheless,
they shall be exempted from Section 14, Rule VII and Section 14, Rule XVI
of the IRR of RA 9263 or the attrition provision of the law of not promoted
within a period of ten (10) consecutive years;
4. Similarly, incumbent BFP uniformed personnel with the first level civil
service eligibility prior to Republic Act No. 9263, shall be appointed in
permanent status, provided they met the other requirements of the rank;
5. After the lapse of the five-year reglementary period given to those who
have served the BFP for fifteen (15) years or less upon the effectivity of
Republic Act No. 9592, current BFP uniformed personnel who still fail to
satisfy any of the aforementioned requirements shall be separated from the
service if they are below fifty (50) years of age and have served in the
government for less than twenty (20) years, or retired if they are from age
fifty (50) and above and have served in the government for at least twenty
(20) years without prejudice in either case to the payment of benefits they
may be entitled to under existing laws; Provided, that personnel who have
served the government for at least twenty (20) years but whose age is less
than fifty (50) may avail of optional retirement.

23

Qualification Standards (FO2 to SFO4)

(CSC Resolution No. 041366 dated 07 December 2004)
POSITION
TITLE

SG

SFO4

19

SFO3

EDUCATION

EXPERIENCE

TRAINING

Bachelors
Degree

2 years as
SFO3

FPSC or its
equivalent

18

Bachelors
Degree

2 years as
SFO2

FPSC or its
equivalent

SFO2

17

Bachelors
Degree

2 years as
SFO1

FAIIC or its
equivalent

SFO1

16

Bachelors
Degree

2 years as
FO3

FAIIC or its
equivalent

FO3

14

Bachelors
Degree

2 years as
FO2

FO2

12

Bachelors
Degree

2 years as
FO1

24

FSBRC or
its
equivalent
FSBRC or
its
equivalent

ELIGIBILITY
Career Service
(Professional)/ 2nd
Level Eligibility
Career Service
(Professional)/ 2nd
Level Eligibility
Career Service
(Professional)/ 2nd
Level Eligibility
Career Service
(Professional)/ 2nd
Level Eligibility
Career Service
(Professional)/ 2nd
Level Eligibility
Career Service
(Professional)/ 2nd
Level Eligibility

BFP ADMINISTRATIVE FUNCTION

Fire National Training Institute,
4029 Camp Vicente Lim, Calamba City

Module 3: Personnel Records Management

Functions of Personnel Records Management Division
A. Purpose
To help manage human resource effectively through systematic, efficient and
reliable personnel records and information management.
B. Functions
a. Performs administrative and technical supervision over its sectionsRecords Section, Personnel Accounting Section and Leave Management
Section;
b. Ensures strict implementation of systems and policies for managing and
securing personnel records and information; and
c. Spearheads coordination and collaboration with other agencies and
organizations concerning personnel records and information management,
including security.

25

Functions of Records Section

A. Purpose
To manage and maintain all official records of BFP personnel for lawful uses.
B. Functions
a. Maintains and secures active and inactive 201 and administrative files
including Statement of Assets and Liabilities and Net worth (SALN);
b. Processes accreditation of previous government services and correction of
birth record;
c. Complies with subpoenas duces tecum and ad testificandum;
d. Processes optional/ compulsory retirement of BFP personnel;
e. Secures ombudsman clearance for retirement and promotion purposes;
f. Issues certificates of legal dependents/ beneficiaries and service records;
g. Performs records inventory and disposal;
h. Files bureau and office orders (numbering and safekeeping);
i. Authenticates documents; and
j. Performs other functions as possibly directed by the superiors.

26

Functions of Personnel Accounting Section

A. Purpose
To develop and maintain an accurate database, as well as generate reports
pertaining to significant employee activities as basis for adopting particular personnel
and/ or agency actions.
B. Functions
a. Monitors significant personnel activities such as, but not limited to, the
following:

Continuing Duty Status/ regular Duty

Leave of Absence (Official and Unofficial)
Travel
Schooling and Training
Detached Service
Change in Assignment
Drop from the Roll
Suspension
Resignation
Dismissal
Retirement
Transfer of Branch of Service

b. Organizes annual headcount activities;

c. Identifies vacancies nationwide for publication, in coordination with
Recruitment and Selection Section, Human Resource Management
Division and Promotion Section, Career Development Division;
d. Generates the following:

Monthly report on separation and accession for the Civil Service

Commission;
Monthly report of variance in personnel strength (actual vs.
authorized strength);
Report of vacancies;
Payrolls for active personnel (based on consolidated rosters of
personnel);
List of personnel entitled to initial clothing allowances, replacement
clothing allowances, long pay, loyalty incentive pay, step increment,
and other benefits given based on length/ actual service rendered;

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Headcount report; and

Other related documents

e. Controls issuance of BFP Identification cards and badges;

f. Monitors the attendance of BFP personnel assigned at the National
Headquarters through Attendance Monitoring System (Finger Scan
Machine);
g. Facilitates enrolment in Land Bank of the Philippines ATM Payroll Account
Facility;
h. Issues certificates of bona fide membership, duty status and/ or similar
certification;
i. Designs/ Formulates database of BFP Personnel profile intended for PIB,
ICA, RCA, long pay and other Report of Changes;
j. Drafts and encodes all forms of communications related to personnel
matters and actions; and
k. Performs other functions as possibly directed by the superiors.

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Functions of Leave Management Section

A. Purpose
To ensure that the agency provides an efficient system for leave administration
intended to promote efficiency, general welfare and morale among employees.
B. Functions
a. Monitors the LMS BFPwides activities to determine the extent of
compliance or implementation of Omnibus Rules on Leave (Rule XVI of the
Omnibus Rules Implementing Book V of EO 292) and other existing rules
and regulations relative to leave administration;
b. Maintains an accurate database of employees Monthly Leave Credits;
c. Processes all applications for leave (Sick Leave, Vacation Leave,
Mandatory Leave, Special Privilege Leave, Maternity Leave, Paternity
Leave, Solo Parent Leave, Study Leave, Terminal leave of retirees/
resigned BFP personnel, etc), documents for personal travel (foreign and
local), and monetization of leave credits;
d. Revisits existing internal guidelines such as, but not limited to, Policy on
Monetization and Internal Policy on Leave; and
e. Performs other functions as possibly directed by the superiors.

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Statement of Assets, Liabilities and Net Worth

Q: What is the SALN?
A: SALN stands for Statement of Assets, Liabilities, and Net Worth. It is the form
used to enforce the asset disclosure system of the government. The SALN also
requires the disclosure by a Government employee of Business Interests and
Financial Connections, and identification of Relatives in the Government Service.
Q: What is the basis for the SALN?
A: The governing law is Republic Act No. 6713, otherwise known as the Code of
Conduct and Ethical Standards for Public Officials and Employees.
The law is based on the Constitutional provision that A public officer or employee
shall, upon assumption of office and as often thereafter as may be required by law,
submit a declaration under oath of his assets, liabilities and net worth. xxx (Section
17, Article XI, 1987 Philippine Constitution)
Q: What is the importance of the SALN?
A: The SALN is the badge of honor of the honest civil servant that must be
accomplished with pride. It shows that an employee did not exploit his or her public
office for illegal gain. On the other hand, it is a prosecutorial tool against those who
misuse their office in order to enrich themselves.
Q: Who must accomplish the SALN?
A: All public officials and employees, whether regular or under temporary status, are
required to file the SALN, with the exception of the following:

Public officials serving in an honorary capacity, without credit or pay;

Temporary laborers; and,
Casual or temporary and contractual workers (those not in the plantilla of the
agency).

Q: Who in my family must be included in my SALN?

A: Aside from the employee, the SALN must include information about the
employees spouse (if any), and any children below 18 years of age living in the
employees household.

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Policy on AWOL
see attached Memorandum Circular

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Leave Laws
The following terms used in Rule XVI shall be construed as follows:
1. Leave of absence is generally defined as a right granted to officials and employees
not to report for work with or without pay as may be provided by law and as the rules
prescribe in Rule XVI hereof.
2. Commutation of leave credits refers to conversion of unused leave credits to their
corresponding money value.
3. Cumulation of leave credits refers to incremental acquisition of unused leave
credits by an official or employee.
4. Immediate family refers to the spouse, children, parents, unmarried brothers and
sisters and any relative living under the same roof or dependent upon the employee
for support. (Amended by CSC MC 6, s. 1999)
5. Sick leave refers to leave of absence granted only on account of sickness or
disability on the part of the employee concerned or any member of his immediate
family.
6. Vacation leave refers to leave of absence granted to officials and employees for
personal reasons, the approval of which is contingent upon the necessities of the
service.
7. Monetization refers to payment in advance under prescribed limits and subject to
specified terms and conditions of the money value of leave credits of an employee
upon his request without actually going on leave.
8. Pregnancy refers to the period between conception and delivery or birth of a child.
For purposes of maternity leave, miscarriage is within the period of pregnancy.
9. Maternity leave refers to leave of absence granted to female government
employees legally entitled thereto in addition to vacation and sick leave. The primary
intent or purpose of granting maternity leave is to extend working mothers some
measures of financial help and to provide her a period of rest and recuperation in
connection with her pregnancy.
10. Paternity leave refers to the privilege granted to a married male employee
allowing him not to report for work for seven (7) days while continuing to earn the
compensation thereof, on the condition that his legitimate spouse has delivered a
child or suffered a miscarriage, for purposes of enabling him to effectively lend care
and support to his wife before, during and after birth as the case may be and assist in
caring for his newborn child.

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11. Vacation Service Credits refers to the leave credits earned by public school
teachers for services rendered during activities authorized by proper authorities
during long and Christmas vacation. These credits are used to offset their absences
due to illness or to offset proportional deduction in vacation salary due to absences
for personal reasons or late appointment.
12. Terminal leave refers to money value of the total accumulated leave credits of an
employee based on the highest salary rate received prior to or upon retirement
date/voluntary separation.
13. Special leave privileges refers to leave of absence which officials and employees
may avail of for a maximum of three (3) days annually over and above the vacation,
sick, maternity and paternal leaves to mark personal milestones and/or attend to filial
and domestic responsibilities.
14. Relocation leave refers to a special leave privilege granted to official/employee
whenever he/she transfers residence.

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BFP ADMINISTRATIVE FUNCTION

Fire National Training Institute,
4029 Camp Vicente Lim, Calamba City

Module 4: Morale and Benefits

Functions of Morale and Benefits Division
A. Purpose
To assists the Director for Personnel in the formulation, development and
monitoring of guidelines and procedures for efficient delivery of services pertaining to
retirement, personnel welfare, survivorship and scholarship benefits, as well as
awards and incentives to all BFP personnel and ensure their thorough
implementation.
B. Functions
a. Monitors and supervises the discharge of functions of Retirement Benefits
Section, Personnel Welfare and Awards and Incentive Section;
b. Recommends projects that will enhance the morale of personnel and uplift
their general welfare;
c. Conducts research on how morale and welfare services can be further
expanded and be more effective, to cover not only their medical well-being,
but also the other basics as well, such as housing and transportation;
d. Provides trainings/ seminars/ forums on financial management to BFP
personnel, especially those who are about to retire;
e. Establishes strong linkages with regional counterparts and assist them in
the cascading of policies;
f. Provides management vital information as regards to morale and benefits
services for quicker decisions; and
g. Establishes linkages with other government agencies and NGOs in order to
exchange ideas and best practices.

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Functions of Retirement Benefits Section

A. Purpose
To help welfare through efficient administration of retirement benefits and
gratuities, and financial assistance.
B. Function
a. Processes retirement, survivorship and other separation claims of all BFP
personnel;
b. Attends to medical and disability claims of all personnel;
c. Provides amenities for pensioners to transact business whenever they
come to the NHQ;
d. Conducts regular audit of pensioners nationwide; and
e. Maintains updated database of all pensioners.

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Functions of Personnel Welfare Section

A. Purpose
To look after personnel wellbeing and sustain their morale through effective
implementation of personnel welfare programs and policies.
B. Functions
a. Recommends to the DP projects/ programs that will enhance general wellbeing of personnel, specifically in the following areas:
1. Emotional health;
2. Psychological health; and
3. Physical Fitness
b. Establishes immediate presence of BFP key officers in times when the
personnel face casualties/ death to give financial assistance; and
c. Acts as Secretariat of the Death and Disability Board (DDB).

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Functions of Awards and Incentives Section

A. Purpose
To help enhance personnel morale through efficient administration of the
awards and incentives system of the BFP.
B. Function
a. Implements proper monitoring of sterling accomplishments of personnel so
that they will be justly rewarded and recognized;
b. Formulates and develops guidelines and procedures pertaining to awards
and incentives and ensure the thorough implementation thereof;
c. Recommends to the DP (subject for approval by the FC) deserving and
qualified personnel for the conferment of awards and incentives;
d. Acts as Secretariat of the BFP Scholarship Program (BFP SP) and
PRAISE Committee.

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RSBS
See attached resolution

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