harmonizing capacity development for lgus · plan (cdp) and executive and legislative agenda (ela)...

HARMONIZING CAPACITYDEVELOPMENT FOR LGUs

SITUATIONER

350,072DEMAND SUPPLY

81 PROVINCES

145 CITIES

1,489 MUNICIPALITIES

42,044 BARANGAYS

SERVICE PROVIDERS

LOCAL RESOURCE CENTERS (LRIs)

NATIONAL GOVERNMENT AGENCIESNATIONAL GOVERNMENT LEAGUES

CIVIL SERVICE ORGANIZATIONSNON-GOVERNMENT ORGANIZATIONS

DEVELOPMENT PARTNERS

CURRENT REALITY

FINANCIAL ADMINISTRATION

DISASTER PREPAREDNESS

PEACE & ORDER

BUSINESS-FRIENDLINESS &

COMPETITIVENESS

SOCIAL PROTECTION

ENVIRONMENTAL MANAGEMENT

TOURISM, CULTURE, & THE ARTS

1 out of 6 indicators are below threshold.

Indicator with lowest rating: Local revenue

collection growth (25.79% are non-passers)


Indicator with lowest rating: Activated

provincial anti-drug abuse council (31.43%

are non-passers)


Indicator with lowest rating: Established

local economic and investment promotion

office (98.1% are non-passers)

All indicators are below threshold.Indicator with lowest rating: Utilization of 70% local disaster risk reduction and management fund allocation (48% non-passers in provincial, 41% non-passers in city, 46 non-passers in municipal level)

5 out of 7 indicators are below threshold.Indicator with lowest rating: Established persons with disability affairs office (23% non-passers in P, 37% non-passers in C, 40% non-passers in)

Indicator with lowest rating:

Organized local solid waste

management board (28.95 are non-

passers)

All indicators are above threshold.

Threshold: 80%

Data based on “by municipalities” of 2018 GAR

FINANCIAL ADMINISTRATION

BY PROVINCE BY CITIES BY MUNICIPALITIES(81 Provinces) (145 Cities) (1489 Municipalities)

INDICATORS

1

2

3

4

5

6

7

Unqualified or qualified COA opinion

Compliance w/ Full Disclosure Policy

Local revenue collection growth (AVE. FOR 3 YEARS)

Utilization rate of 20% internal revenue allotment component

Functional provincial development council

Utilization rate of performance challenge fund

Approved annual budget

79 (98%)

74 (91%)

68 (84%)

66 (81%)

79 (98%)

66 (81%)

79 (98%)

138 (95%)

135 (93%)

135 (93%)

138 (95%)

133 (92%)

138 (95%)

1369 (92%)

1250 (84%)

1105 (74%)

1294 (87%)

1440 (97%)

1234 (83%)

% OF PASSERS | Data based on 2018 GAR

Threshold: 80%

1

2

3

4

5

6

7

8

9

DISASTER PREPAREDNESS


INDICATORS

% OF PASSERS | Data based on 2018 GAR | Threshold: 80%

Organized provincial disaster risk reduction and management council

73 (90%) 125 (86%) 1156 (78%)

Established provincial disaster risk reduction and management office 126 (87%) 1123 (75%)

Plans available: PDPFP, LDRRM plan & budget, LCCAP, contingency plan 105 (72%) 723 (49%)

Utilization of 70% local disaster risk reduction and management fund allocation

42 (52%) 86 (59%) 807 (54%)

Early warning system in-place 70 (86%) 130 (90%) 1080 (73%)

Evacuation center management 67 (83%) 111 (77%) 855 (57%)

Search and rescue team organized, equipped, & trained

65 (80%) 118 (81%) 855 (57%)

Prepositioning of goods, relief operations, medical & security services

64 (79%) 104 (72%) 726 (49%)

Standard operating procedures available: incident command system, operations center, pre-emptive evacuation

60 (74%) 115 (79%) 814 (55%)

1

2

3

6

7

8

9

SOCIAL PROTECTION


INDICATORS

Presence of accredited care facility for children, women, PWDs, or senior citizens

115 (79%) 1323 (89%)

Licensed provincial social welfare and development officer

74 (91%) 97 (67%) 1018 (68%)

Compliance with accessibility law 99 (68%) 1087 (73%)

14 PhilHealth-accredited provincial-run hospital

115 DepEd-aligned provincial school board plan and target completion rate reached 67 (83%)

Compliance with indigenous people mandatory representation in the Sanggunian

78 (96%) 107 (74%) 1332 (89%)

Updated provincial code for children 75 (93%) 100 (69%) 1190 (80%)

Presence of gender and development mechanism

71 (88%) 90 (62%) 862 (58%)

Established persons with disability affairs office

62 (77%) 92 (63%) 899 (60%)

% OF PASSERS | Data based on 2018 GAR | Threshold: 80%

PEACE & ORDER


INDICATORS

1

2

3

4

5

Implementation of peace and order, and public safety plan

Logistical and financial support provided to local police station

Provincial peace and order council convened

Completed joint LGU-PNP activities

Activated provincial anti-drug abuse council

75 (93%)

76 (94%)

77 (95%)

72 (89%)

66 (81%)

133 (92%)

138 (95%)

134 (92%)

117 (81%)

1104 (74%)

1255 (84%)

1201 (81%)

1021 (69%)


Threshold: 80%

134 (92%) 1176 (79%)

BUSINESS-FRIENDLINESS & COMPETITIVENESS


INDICATORS

1

2

3

Established local economic and investment promotion office

Updated provincial investment and incentive code

Implementation of conditional matching grant to provinces for road repair, rehabilitation and improvement project

65 (80%)

68 (84%)

66 (81%)

118 (81%)

117 (81%)

1276 (86%)

28 (1.9%)


Threshold: 80%

ENVIRONMENTAL MANAGEMENT


INDICATORS

1

2

Ten-year solid waste management plan

Organized local solid waste management board

70 (86%)

74 (91%)

140 (97%)

132 (91%)

1357 (91%)

1058 (71%)


Threshold: 80%

TOURISM, CULTURE, & THE ARTS


INDICATORS

1

2

Tourism promotion and development: tourism officer, information/assistance desks, tourism data tracking

Cultural heritage promotion and conservation: local council, budget support, inventory, published narrative

76 (94%) 132 (91%)

135 (93%)

1307 (88%)

1309 (88%)


Threshold: 80%

• Define the parameters for assessment, planning, execution, monitoring and evaluation

• Promote shared understanding of critical CapDev components among key players and stakeholders

• Provides context to LGU CapDev

CAPACITY DEVELOPMENT FRAMEWORK

LGU CAPACITY DEVELOPMENT AGENDA

It is an integral part of the Comprehensive Development Plan (CDP) and Executive and Legislative Agenda (ELA)

The CapDev Agenda enables LGU to map out theinterventions that must be undertaken to address itscapacity improvement needs.

It is a roadmap of appropriate individual and organizational enhancement interventions corresponding to an identified LGU deliverable within specific timeframes and available resources.

WHAT IS CAPDEV AGENDA?

ADAPTABLE POLICY-

COMPLIANT

GUIDING PRINCIPLES OFCAPDEV AGENDA FOR LGUs

CAPACITY PERFORMANCE

Ability of LGU to perform functions to fulfill their accountabilities and produce desired results

Effectiveness of the LGU in doing its mission or what its mandate says,

and producing desired results

INPUT THROUGH-PUT OUTPUT OUTCOME IMPACT

RESOURCES,

ENABLING

MECHANISMS

PROCESSES

SYSTEMS

PROGRAMS

PRODUCTS

SERVICES

BENEFITS

to run...to produce/ deliver...

that lead/ contribute to...

that meet the needs of constituents and lead to…

Improvement in the lives of constituents (e.g., MDG)

LGU CAPACITY DEVELOPMENT AGENDA

DEVELOPMENT

DILG PROGRAM FRAMEWORK

SOCIETAL

OUTCOME

SECTORAL

OUTCOME

SUB-SECTORAL

OUTCOMES

Lay down a solid foundation for inclusive growth, a high-trust society, & a globally competitive knowledge economy

Sustainable Development-oriented Local Government

Business-Friendly & Competitive LGUs

Protective, Climate Change Adaptive &

Disaster

Socially-Protective LGUs

Peaceful, Orderly & Safe LGUs

Accountable, Transparent, Participative & Effective Local Governance

ORGANIZATIONAL

OUTCOMES

MAJOR FINAL

OUTPUTS

INTERNAL

GOVERNANCE

OUTPUT

LG Capacity DevelopmentLG Performance OversightLG Performance Incentive

Reinforcing Agency

Commitments

Multi-se

ctora

l

Part

ners

hip

Strengthened Internal Organizational Capacity

Multi-se

ctora

l

Partn

ersh

ip

CAPDEV FRAMEWORK

STRUCTURE

COMPETENCY

MANAGEMENT

SYSTEMS &

PROCESSES

ENABLING

POLICIES

KNOWLEDGE

& LEARNING

LEADERSHIP

CAPACITY PILLARS

ENABLING POLICIES

MANAGEMENT SYSTEM & PROCESSES

COMPETENCY

STRUCTURE

Presence of appropriate

structure

Knowledge, skills &

attitudes

Systems, processes and

procedures for managing

programs

Presence of policy and

related issuances

CAPACITY PILLARS

LEADERSHIPKNOWLEDGE

& LEARNING

Mechanisms for generating,

analyzing and using data

and information

Presence of mechanisms for:• Defining vision, mission and values,

and setting strategic directions

• Instituting participatory mechanisms

• Establishing partnerships and

collaboration

• Visible sponsorship of programs

Strengthening LGA knowledge management & partnerships

LGA STRATEGIES

Continuing system improvement & innovations

Establishing alternative mechanisms for CapDev program delivery

Developing national standards & advocating policies for LG CapDev

Enhancing research & development

Developing the LGA brand

Strengthening DILG LG sector’s organizational capacities

DILG and LGA ROLES

• Policy support to CapDev• Monitor and evaluator of CapDev Agenda • Quality Controller of CapDev Agenda and

interventions • Analyst of CapDev needs and trends • Initiator, Broker and Harmonizer of CapDev

interventions • Developer and keeper of database on LGU

CapDev needs and service providers • Developer of knowledge products (OCDMS)• Coordinator• Trainer/Facilitator

EVENTS MANAGEMENT

PRODUCTS & SERVICES

TRAINING MANAGEMENT

RESEARCH & DEVELOPMENT

TRAINING NEEDS ANALYSIS

DOCUMENTATION OF BEST PRACTICES

CONDUCT OF RESEARCH

NETWORKING AND LINKAGES

INFORMATION, EDUCATION, &

COMMUNICATION MATERIALS

DEVELOPMENT

LGA PROGRAMS

• OPERATION L!STO

• Online CapDev Market System (OCDMS)

• PROGRAM FOR NEO (Newly Elected)

• RS4LGUs (Regulatory Systems for LGUS)

• SDG FACES (SDG Family-based Action for

Children and their Environs in the Slum)

• REAP (Research Engagement and Advocacy

Program)

• Crisis Management

harmonizing capacity development for lgus · plan (cdp) and executive and legislative agenda (ela)...

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