partnership for democratic local governance in south …€¦malaybalay –people’s participation...

This project is co-funded by the European Union

"The European Union is made up of 27 Member States who have decided to gradually link together their know-how, resources and destinies. Together, during a period of enlargement of 50 years, they have built a zone of stability, democracy and sustainable development whilst maintaining cultural diversity, tolerance and individual freedoms. The European Union is committed to sharing its achievements and its values with countries and peoples beyond its borders". The European Commission is the EU’s executive body.

Dialogue on Research Results – BP Selection & Presentation of Pilot Places

10.-12. June 2010 – Phnom Penh, Cambodia

Partnership for Democratic Local Governance in South-East Asia

BP 1 - Marikina

BP 2 - Olongapo

BP 3 - Naga

BP 4 – Tubigon, Bohol

BP 5 -Guimaras

BP 6 -Malaybalay

Classification of BP by Theme

Marikina – Environment (Theme 3)

Olongapo – Environment (Theme 3)

Naga – Institutional Governance (Theme 2)

Malaybalay – People’s Participation (Theme 1)

Tubigon – Fiscal Management (Theme 4)

Guimaras – People’s Participation (Theme 1)

44

Presentation of BPs - Philippines

Presentation of Best Practice Example “Eco-Savers“

55

A. Description of the best practice model

Marikina City

• Located along the eastern border of Metro Manila

• Known as the Shoe Capital of the Philippines

• People of Marikina are amongst the most disciplined in the Philippines

• Known to be a benchmark of environment cleanliness and effective solid

waste management

• First city in the NCR to fully implement the waste segregation program at a

citywide level

66


Content of BP

• Capitalizes on waste management at source by promoting waste

segregation and recycling practices at the household level while

realizing economic savings

• Involves 18 public elementary and high school students, their parents,

teachers, city government personnel and junk shops

• Objectives are:

To educate and achieve the target households to religiously practice waste segregation and recovery of household waste

To gradually realize the waste diversion target of 20% (RA 9003 –Ecological Solid Waste Management Act)

To reduce the cost being incurred by the city in its solid waste management program

To instill the value of environmental concern, preservation of health, consciousness on the amount and type of waste the target households produce, and the importance of savings

77


Main Activities

• Conduct of a series of orientations in schools about the program’s objectives

• Distribution of Eco-Savers passbooks to students and teachers

• Assignment of an Eco Day to each school, that day of the week when students bring recyclable garbage to school which are weighed and credited in their passbooks by accredited junkshops

• Creation of an Oversight Committee for the

selection of junk shops which will weigh, record and

haul the recyclables.

• Recyclables are priced and recorded in the

passbooks using a point system. Points entitle the

eco-saver to shop in the Eco-Savers Mobile Store

for school supplies

88


Achieved results and impact on the population

• Awakening and harnessing the value of savings and the culture of

discipline on waste management among people

• Decrease in the solid waste disposal cost for the city government

• Provided junk shops with regular clientele

• Additional benefits to the students’ parents in defraying the expenses

on school supplies bought from the Eco-Savers Mobile Store

• Contributes to the preservation of the community’s health and the

environment

• Significant quantities of waste have been diverted from dumpsites

• Decreased solid waste disposal trips contributed to traffic

decongestion, less air traffic pollution and energy conservation

• Promotion of people empowerment and involvement

99


List innovative elements

• Waste management at source

• Economic benefits from recyclables

• Eco-savers passbooks

• Eco-savers Mobile Store

1010

B. Evaluation of the best practice model

Why do you believe that the model could be replicable in adapted forms in

other municipalities and local government units (even in other countries)?

• No financial equity is required from the participants, just recyclables

• Simplicity of the program’s components and well-documented activities

• A concern is the bulk of clerical work requirements from recording,

computation, monitoring, etc., but not insurmountable

• Presentation of the program to:

Metro Manila Spouses Association conference

Consultative conference between the Metro Manila Development

Authority (MMDA) and the Solid Waste Managers of Metro Manila

DENR website of best practices

Lakbay Aral groups

• Being replicated in nearby Pasig City

1111

Presentation of BPs – Philippines

Presentation of Best Practice Example “Disaster Management“

1212


Olongapo City

• A highly urbanized city located in the province of Zambales which lies at

the western region of Luzon

• Population of 227,270

• Served as a major US Naval base until 1992

• Annually affected by typhoons typically characterized with heavy rains and

strong winds resulting much to flashfloods and landslides

• Shaken by a 5.6 magnitude earthquake in 1990

• Largely affected by the eruption of Mt. Pinatubo in 1991

1313


Content of BP

• Creation of a responsible body undertaking plans and programs on

disaster preparedness and awareness as well as mitigation and

rehabilitation plans on emergencies and disasters in the city

• Represents a wide spectrum of government agencies, NGOs,

Barangay (Village) Disaster Coordinating Councils, government

emergency responders, volunteer organizations and individuals

• Undertaken by the city government with technical assistance from the

National Disaster Coordinating Council (NDCC)

1414


Main Activities

• Development of Standard Operating Procedures on an all-hazards approach during emergency operations for landslide, typhoon, flashflood, earthquake, oil spill, aircraft crash and fire due to disasters

• Consistent information dissemination thru

Flyers on disaster preparedness

Regular release of OCDCC’s official quarterly publication ‘The Guardian’

Local media and publications

• Vulnerability reduction and risk control/mitigation

• Training programs, seminars and drills to communities, schools and offices

• Regular conduct of meetings of members to tackle plans and programs

relative to activities and programs on disaster preparedness and

awareness as well as mitigation and rehabilitation plans on emergencies

and disasters

1515



• Citations

Five-time ‘Gawad Kalasag Awardee for Best Disaster Coordinating Council (Highly Urbanized City Category)’

Lone ‘Regional Gawad Kalasag Hall of Famer’

* Gawad Kalasag Award recognizes the outstanding performance of disaster coordinating councils in the implementation of their disaster management programs and activities

The Olongapo Fire Rescue Team (ORFT) represented the Philippines in the prestigious ASEAN Regional Disaster Simulation Exercise in Singapore in 2008

• Well-recognized organization in the Philippines committed to saving

lives and properties

• Imbibing the culture of preparedness among the city constituents

1616



• Establishment of the Disaster Management Office (DMO) as a secretariat

of the OCDCC responsible for the effective implementation of its

emergency plan and supervision of its operations

• Uses a 3-tiered approach in planning and managing its performance

Olongapo City Disaster Management Plan

Inter-Agency Disaster Preparedness Plan

Olongapo Contingency Plans

• Active promotion and observance of programs on disaster prevention,

mitigation and preparedness

1717


Why do you believe that the model could be replicable in adapted forms in other

municipalities and local government units (even in other countries)?

• Challenge of replicating the program lies on developing emergency response

plans and disaster management activities targeted to address the needs of the

respective local government units

• ASEAN countries have general disaster risks situation similar to Philippines and

the process can be tailor fitted in other local government units and in other

countries

• Key components:

Finding capable people with high level of willingness and dedication to

serve/volunteer and implement the activities of the program

Proper investment on facilities for disaster prevention, mitigation and

preparedness

Emergency/rescue facilities and systems should be constantly updated and

tested to ensure functionality

Best formula for Mapping Out a Disaster Plan =

Proper use of money +Dedication + Volunteerism

1818

Presentation of BPs – „country“

Presentation of Best Practice Example “i-Governance“

1919


Naga City

• Located in the province of Camarines Sur of the Bicol Region, a peninsula on

the southeast of Luzon

• First class city

• Most densely-populated city in the region

• Population of 160,516 – second largest in Bicol (2007 Census)

• Initiatives before the implementation of i-Governance:

Productivity Improvement Program

Information and Communications Technology Development Program (ICT-

DEV)

Naga City People’s Council

• Even with these mechanisms in place, many of Naga’s citizens

remain uninvolved in local governance issues because the

partnerships are biased towards organized groups.

2020


Content of BP

• An ICT-powered initiative of Naga City launched in 2001 by Mayor

Jesse Robredo

• Uses various online and offline tools to engage and involve citizens in

civic affairs and increase their access in government decision-making

• Objectives are:

Inclusive Governance

Information Openness

Interactive Engagement

Innovative Management

2121


Main Activities

• Implementation of the Four Components of i-Governance

Naga.gov (www.naga.gov.ph) – Use technology to reach citizenry online

(about 30% of population)

Text Naga – Larger reach as more than 60% of population have cellular

phones

Analog or Paper Based Tools – for those without net access, primarily

Citizen’s Charter (documentation of City services), Performance Pledges

and Citizen’s Board.

Network Access Improvement – Strategic investments in expanding

people’s access online

http://www.naga.gov.ph/

2222



• Citations

‘Most Business-Friendly City’ in 2002 by PCCI

Regional Model for Anti-Red Tape Campaign by DILG

• Improved local finances

• Increased transparency about government processes especially with regard to

bids, awards and city procurement which led to reductions in procurement costs

and improved service quality

• Quality services directed equally to investors and city constituents brought

about by streamlined processes and computerized operations of the city

government

• Promotion of interactive engagement between government and citizenry

• Empowered customers and clients to exact accountability in the delivery of

government services

2323



• Revamped city website offers web-enabled residents , local or abroad, access to

information about Naga (urban indicators and statistics, tourism assets, investment

opportunities, and downloadable maps and tables) and NetServe, an extensive catalog of

the services provided by the city government

• Mobile phone-based facility uses SMS to convey queries, feedback, complaints and other

concerns to the city government and holds biggest potential for program expansion

because of higher penetration rate of mobile phones over internet

• Strategic investment in expanding internet access by providing

PC units to all public schools in Naga and internet stations to key

village halls (called cyberbarangays)

• To address the need of around 67% of city population who lack

Internet access, government came up with tools:

• Citizens Charter

• Performance Pledges

• Citizens Board

2424




• Encouraging people participation in governance leads to a more accountable,

transparent and responsive government and fuels innovative approaches in

city management

• Investment in Technology could allow for wider participation and access to

government services

Grow and sustain its reach by increasing the citizens’ participation

especially of the 67% of the city population lacking internet access

Invest on rapidly-changing technologies

Improve work productivity of city government employees with up-to-

date capabilities

Gain stamp of approval and support of governing successors for its

continuity

Conduct of regular assessment meetings

2525


Presentation of Best Practice Example “Mariculture Project“

2626


Municipality of Tubigon

• Located in the province of Bohol in the Central Visayas Region

• First class municipality

• Nearest seaport in Bohol to Cebu

• Second largest busiest seaport in Bohol

• Population of 44,434 (2007 Census)

2727


Content of BP

• A mariculture (sea farming) project implemented with the assistance of the Local Government Development Foundation (LOGODEF) and the Konrad Adenauer Stiftung (KAS)

• Includes capability-building activities for the local government to manage ecological-economic threats such as:

Low agricultural productivity

Destructive fishing

Overfishing

Coastal pollution

Lack of viable employment opportunities

• 200 fisherfolks as beneficiaries

• Project co-operators also include: Tubigon’s Mayor, legislative council, Municipal Planning and Development Officer, Municipal Fisheries and Aquatic Resources Management Officer, Municipal Agriculture Officer, the Coastal Resource Management Section of the Office of the Municipal Agricultural Office and several NGOs (Feed the Children Philippines, Haribon Foundation, SEAFDEC)

2828


Main Activities

• Organization of fisherfolk associations

• Formulation of a coastal resource management (CRM) plan

• Conduct of information, education and communication campaign

• Organization of a nationally mandated advisory body called the Fisheries and

Aquatic Resources Management Council (FAMRC)

• Law enforcement activities to curb illegal fishing in Tubigon such as hiring of

coastal policemen and the arrest of small-scale and commercial purse seines

and ring-net boats from neighboring provinces: Cebu and Negros Oriental

• Assessment of Tubigon’s coastal municipalities and zoning of the coastal area

into:

• Protected area zone

• Ecotourism zone

• Rehabilitation zone

• National Integrated Protected Areas System (NIPA) zone

• Trade and navigation zone

• Sustainable area zone

2929



• Citation

• Best Practice by One Ocean

• Best Practice by the United States Agency for International

Development

• Increase in allocation of local government budgets for coastal resource

management

• Significant reduction in illegal fishing practices and a shift to

sustainable fishing

• More responsive delivery of services related to CRM by the local

government

• Diversification of fisherfolk’s generation of income

• Fishermen have become more confident to articulate their needs and

represent their interests before other stakeholders

3030



• Environmental management and protection

• Important Elements of the Coastal Resource Management:

Coastal aquaculture

Regulation on the construction and operation of a fish cage

Registration of fish hatcheries and private fishponds

Coastal and aquatic pollution management

Maintenance of water quality and cleanliness

Navigational route

• Livelihood and employment generation

• Local economic development promotion

3131


Why do you believe that the model could be replicable in adapted forms in other

municipalities and local government units (even in other countries)?

• Tubigon is carefully replicating its experience with the mariculture project to

nearby municipalities. It has assumed responsibility for ensuring the continued

viability of the seafarming projects through sustained technical assistance,

monitoring and management support.

• Tubigon’s experience in seafarming can be replicated by coastal communities

by considering that

Sustainable aquaculture practices should be part of a coherent wider

program of intervention in CRM;

Participation of resource users in the entire endeavour is key, along with

partnerships with relevant organizations;

Adequate social preparation and technical support help ensure CRM

activities’ success; and

CRM programs should invest in embedding a culture of responsible

resource governance

3232


Presentation of Best Practice Example “Malaybalay Integrated Survey System (MISS)“

3333


Malaybalay City

• Located in the province of Bukidnon in the Northern Mindanao region

• First class city

• Dubbed as the ‘South Summer Capital of the Philippines’ and ‘City in

the Forest’

• Composed of 46 villages (barangays)

• Population of 144,065 (2007 Census)

3434


Content of BP

• A locally developed database aimed to determine the socio-economic

needs of Malaybalay residents at the village level

• A survey cum database project patterned after the Community Based

Monitoring System (CBMS)

• Implemented under the City Planning and Development Office (CPDO)

and in partnership with the 46 village captains (barangay captains)

• All local departments gave inputs in questionnaire formulation relative

to their needs

3535


Main Activities

• Development of the survey instrument

• Training and deployment of 420 village health workers, volunteers,

nutrition scholars, and midwives to gather the data for MISS

• Encoding of responses in city-purchased computers by field survey

workers distributed to all 46 villages and department heads

• Development of a program devoted to MISS which is linked to a GIS-

generated report

• Development of the project monitoring and evaluation information

system (PMEIS) linked to MISS which aims to provide feedback from

residents of the city’s projects and programs if they are properly

implemented and distributed

3636



• Citation

Galing Pook Award (2009)

Featured as one of the best practices in a United Nations Office for Women (UNIFEM) publication

• Generation of a nearly-accurate socio-economic data in the city being utilized in formulating village development plans based on identified needs of residents

• Utilization of MISS data by some city departments:

Mobile birth registration and mass wedding programs by the Local Civil registrar

Family planning, immunization and programs for pregnant women by the City Health Office

Household profiling for nutrition program by the Village Nutrition Scholars

Disaster preparedness management plan by the City Social Welfare and Development Office

Seed subsidy program by the City Agriculture Office

Annual monitoring and surveillance of animals by the City Veterinary Office

Monitoring of solid waste management attitudes of households by the City Environment Office

• Culture within Malaybalay of ensuring data accuracy of the city’s socio-economic conditions

3737



• Nearly-accurate socio-economic database

• Disaggregated information which is important in evolving programs and

allocating LGU budgets

• Gender-responsive and results oriented survey system

• A transparent system which could serve as a concrete basis in

identifying city programs’ beneficiaries

• A checklist for incumbent and succeeding leaders on promises kept

and pledges unmet later on

3838




• Highly replicable and adaptable for locally developed system to fit the

requirements of the corresponding/replicating local government

• Allows locals to find out the plans and activities of the city government

and gives them direct involvement in the program.

• Disaggregated data at the village is important.

• Major Cost is training and computers at the onset

3939


Presentation of Best Practice Example “Integration of Plans and Planning Processes“

4040


Guimaras

• A 60,547-hectare island in the Western Visayas

• Guimaras was a sub-province of Iloilo until it was made an independent

full-fledged province in 1992

• Composed of five municipalities: Jordan, Buenavista, San Lorenzo, Nueva

Valencia and Sibunag

• Rich in natural resources with 50% of the land area devoted to agriculture

where they grow high-value crops like mangoes, coconut, cashew and

kalamansi; famous for producing the sweetest mangoes in the world

• 300,000 approximate population

http://en.wikipedia.org/wiki/Iloilo

4141


Content of BP

• An initiative formulated with a land use plan that captures the optimum

alternative to maximize the province’s economic potentials without jeopardizing

the fragile island ecosystem

• Vision for Guimaras as the Agri-Tourism Capital of the Western Visayas

Region

• Implemented with the assistance of the National Economic Development

Authority (NEDA) with funding from the German Technical Cooperation (GTZ)

• Program objectives include:

To assist the officials and residents of Guimaras prepare their Provincial

Physical Framework Plan (PPFP)

To assist the five municipalities to revise or prepare their own

comprehensive land use plans (CLUPs)

To effect the integration of planning systems at the regional, provincial,

municipal and village levels

4242


Main Activities

• Mapping out of the resources and inherent assets of the island using a

Geographic Information System (GIS)

• Formulation of the Provincial Physical Framework Plan (PPFP) and the

Comprehensive Land Use Plans (CLUPs) of the five component

municipalities

• Public consultations and adoption of capability-building approach

• Adoption of the Island Strategy towards Agri-Eco-Tourism Developmentpromoting community-based rural tourism wherein communities in the island used their local culture, traditions and way of life as tourist attractions

4343



• Construction of the Roll On-Roll Off (RORO) port in the municipality of Sibunag

• Upgrading of port facilities in Jordan and Buenavista

• Road upgrading program

• Construction of fish landing facility

• Promotion of agro-forestry in sloping areas

• Integrated Coastal Management (ICM)

• Tourism development initiatives

• Functional roles of municipalities

• A high degree of participation among the

Elective officials and citizenry

4444



• Capability-building approach for the technical component of the local planning

structures where the participants were responsible for producing the

intermediate and final outputs

• Participatory and consultative processes used as a venue for getting the political

officials and decision makers to participate

• Existence of GIS capability available for use by the component municipalities

• Bilateral agreements/ principle of co-management for watersheds straddling

more than one territorial jurisdiction.

• Complementary approach to address inter-territorial disputes by harmonizing

land uses between adjoining municipalities

• Passage of Environment Code to establish developmental controls to ensure

that the kind of investments that will be allowed is consistent with the land use

plan

• Adoption of a common development strategy (agri-tourism) and designation of

growth centers

4545


Why do you believe that the model could be replicable in adapted forms in other municipalities and local government units (even in other countries)?

• The planning approach in Guimaras was already shared in various local and international conferences

• Land Use plan is starting point and basis for implementing complementary programs, it can be replicated by other local governments

• Experience from the Land Use planning can be evolved and improved further into combining a local planning and expenditure management program

• Some aspects of the project can be replicated on certain conditions:

Presence of a dedicated government arm to technically support major phases and activities of the planning process

GIS capability of the local government

Changed mindset of local officials on their roles in defining the local development agenda

Economic gains are motivational aspects to sustain the program

4646


Presentation of Best Practice Example “Fiscal Management“

4747


Province of La Union

• The Provincial Hospital

• Affected by the transfer of Management of Health Services from National to Local

Government

• Broken links from National and Regional offices of Department of Health particularly

the financial and operational components

• La Union Provincial Hospital only has 100 beds and coordinating 5 smaller/district

hospitals before improvement

• Improve hospital governance by improving 4A’s of quality health care, i.e.

accountability, availability, affordability, acceptability

• Executive Order from governor to transform the hospital into an Economic

Enterprise for sustainability and development. Eventually, a law was passed to

corporitized the Medical Center allowing it to handle its own finances.

• As a government corporation, it can retain incomes within limits allowed by law. It is

governed by a hospital board and run by Chief Executive. It has a separate judicial

personality allowing it to go into its own ventures with the private sector.

4848


Content of BP

• Hospital autonomy – allowing it to improve capability, human resources, transparent financial system, financial viability and legal conversion.

• Adheres closely to the national licensing and regulatory system

• Coordinates closely with the local government of La Union in relation to legislating revenues.

• Income of hospital is retained

• It is now independent from the different provincial government concerns

• Thus, it upgraded hospital capability and capacities, including human resources and organizational structure

• Financial autonomy based on Patient’s Capacity to Pay:

• Institutionalize fee for service based on patient’s category/socialized user fee

• Expand national health insurance coverage

• Outsourcing of resources through joint-venture

• Computerization of financial system for transparency and accountability

4949


Main Activities

• Advocacy within and among stakeholders in the provincial circles such as the provincial board, different municipalities, leagues and the governor

• Establishment of Board of Trustees allowing retention of income and cost recovery mix, multi-specialty hospitals, 24 hours cash basis pharmacy

• Acquisition of vital equipment and skilled personnel at no cost to the provincial government through joint ventures with the private sector

• Socialized user’s fee through accurate categorization of patient’s capacity to pay, adoption of the national health insurance rates and standards, allowing Payment in kind/services to take out dole out mentality and encourage community participation/volunteerism.

• Installation of hospital financial information system

• Creation of a corporate Organizational Structure allowing it to increase employees from 138 to 278

• Law creating a non-stock,non-profit government owned corporation – decrease the cost and reliance from government subsidy, management team now localized, concentrate on health

• Not affected by change in government leaders – continuity and stability

5050



• Citations

• Galing Pook Awardee for innovation and excellence in local governance

• Public Service Delivery Audit (PASADA) from the Civil Service Commission of the Philippines

• Featured in National and International TV networks

• Considered as a case in the Harvard Business School through the Asian Institute of Management

• From 2002 to present served 52% charity patients, 40% health insurance, and 8% private patients

• Subsidy of provincial government is less than 40%, more than 51% of income from hospital operations revenues

5151



• Corporatization of the hospital

• Governance structure change followed by financial, transparency, operational and administration

changes

• Payment in kind

• Direct Outsourcing

• Direct Fund sourcing

• Community Participation

5252




• Challenge of replicating the program is the national structure in relation

to flexibilities in creating government corporations

• Support of ministry of health and legislature

• Existence of a national health insurance system

• Openness of medical practitioners and bureaucrats to this structure

• Understand that health is a universal issue

partnership for democratic local governance in south …€¦malaybalay –people’s participation...

Documents