tsinelas leadership awards 2015 entry

7/25/2019 Tsinelas Leadership Awards 2015 Entry

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I.BRIEF BACKGROUND OF MUNICIPALITY OF DEL CARMEN

Del Carmen is classified as a 5thclass municipality with a total

population of 18,854 (As of 2010), and a total land area of 20,189 hectares out

of which 9, 450 hectares are forest lands, 4,180 hectares mangroves and

5,056.5 hectares alienable and disposable lands with the rest classified as

agricultural and open space areas with a poverty index of 67.24%. It is the

acknowledge gateway to Surigao City of the neighboring municipalities in

Siargao Island being the shortest sea route.

Del Carmen comprised of twenty (20) barangays; (2) Poblacion barangays,

four (4) Island barangays and 14 mainland barangays).

Organizational Set-up and Personnel Complement

Municipal Mayor Hon. Alfredo M. Coro II, heads the Municipal

Government and controls the overall supervision, direction and implementation

of the affairs of the local government unit. The Sangguniang Bayan is headedby Vice Mayor Hon. Andronia C. Tan and the members of the SB composed of

eight (8) legislators, Association of Barangay Captain (ABC).

For the current year, the personnel complement of the Municipal

Government totaled ______ of which 13 are elective officials, ________ are

permanent, _________ co-terminus employees, _________ temporary to handle

various areas in the operations of the LGU. Likewise, __________ Job Order

Workers was hired to implement the various programs of the municipality.

DEL CARMEN MUNICIPAL OFFICIALS


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I.LOCAL GOVERNANCE

Local Leadership Style

As we push forward with our development plan, we shall take note of

areas for further improvement from our accomplishments for the last five years,

so we can perform with more efficiency, effectiveness and economy. We shall

continue to count upon the support and cooperation of stakeholders across all

sectors of Del Carmen, in our concept of Shared Leadership.

When the Local Chief Executive Hon. Alfredo M. Coro II assumed office

in 2010, He committed himself to good governance through shared leadership:

between our co-equal branches, executive and legislative, and among our

development stakeholders in the municipality. He has always been inspired by

our executive-legislative unity, as enshrined in our Executive Legislative

Agenda, and as confirmed by our passage of important ordinances and

resolutions in support of our agenda. Because of this unity, the Municipality of

Del Carmen has been conferred the Department of Interior and Local

Government (DILG) Seal of Good Local Governance (SGLG) in milestone

testament to the municipality for best local practices in the country.It is a

testament to how we have lived our principle of shared leadership. This means

we have excelled in the areas of administrative, social, economic and

environmental governance, as well as transparency, participation and financial

accountability, worthy of emulation by other municipalities.

From the start of his term in June 2010, he espoused the principle of

shared leadership, marked by the spirit of unity, and which was unerringly

sustained over his entire term, never marred by any deadlock or contentious

disagreement.

Achievement, Awards, and Recognitions


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These are not all the programs we have implemented as there are more. We

had our share of failures but we will rise, learn from our mistakes and be better. To

cap it off, we have achieved the following milestones with the strong support of thehardworking Team LGU:

Semi Finalist, Galing Pook Awards for Health and Education Programs

Silver Seal of Good Housekeeping from the Department of Interior and

Local Government for good governance initiatives for 3 consecutive

years (2011, 2012 and 2013)

2015 Top 5 Champions of Health Governance by Kaya Natin, DOH and

DILG.

2014 3rd

Most Outstanding Local Government Municipal Category byNational Literacy Council and Department of Education

2014 2ndBest Tourism Event Municipal Category by Association of

Tourism Officers of the Philippines and Department of Tourism

Several Provincial and Regional Recognitions

International Recognition as a strong leader in small islands

sustainable development programs with participation in ADAPT Asia

and Wetlands Asia Pacific

All these awards and recognition would not have been made possiblewithout the full support and cooperation of the civil society organizations, the

academe, the church, the business sector, the local government units, national

government agencies, and, of course, our hardworking and declared municipal

government employees.

Efficient and Effective Delivery of Basic Services

The aims and objectives of Local Government Unit of Del Carmen under

the leadership of Mayor Alfredo M. Coro II will always be result oriented to

ensure efficient and effective delivery of services to our client. We will always

cheerful, prompt and sincere in the performance of our duties and

responsibilities.


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The Department Heads and their staff pledge to be competent employees

because we believe that our growth and our future as one community are

greatly dependent on sound and careful planning. We are committed to extend

to our clients our quality services and to promote transparency and

accountability in our programs and projects.

Service Delivery of Other Continuing Programs. We have always

supported and addressed the ongoing programs and special projects related to

education, social welfare and public safety and protection in the last six years.

In the area of education, we had provided books and reading materials to the

20 Daycare Centers. Scholarships to deserving high school students were

provided and additional financial assistance had been allocated besides the

share of the SEF. We had also extending health insurances in the barangays.

The construction of two ALS community learning centers at NumanciaWest District and Numancia East District respectively was a welcome

development for the OSY and adult. The out of school youth and the differently-

abled had their share of activities which we supported but we need to improve

our strategies for these sectors.

Strategies in Resolving Problems and Misconducts of the LGU

Any personnel from the LGU offices who commits malfeasance, or

nonfeasance from their official function or any infractions outside their scopeof authority shall after initial investigation by the Department Head and a

meeting called for the purpose among parties involve, be endorsed to the Office

of the Human Resource Management and to the Local Chief Executive for

disciplinary action that is in accordance with existing civil service laws rules

and regulations.

Reforms were instituted within the local bureaucracy especially at the start of my first

term of office on 2010 to ensure that the LGU workforce was prepared for their tasks.

Continuing capability building actiities! institutionali"ing systems especially in fiscal

matters as well as organi"ation and organi"ational management were the measuresundertaken so that local serice proiders are not only efficient and effectie but also

committed. #he system of promotions! recognition and incenties was instituted and awarded

to desering employees and those with offenses were meted out corresponding disciplinary

actions.

Transparency and Accountability


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We have strengthen our transparent and accountable budgeting and

expenditure management systems, and continue to ensure the soundness of

our financial records, with help of from national agencies such as the

Department of Budget and Management (DBM), the Commission on Audit

(COA), and the DILG.

Through the Local Finance Committee, we are vigorously pursuing more

and more sources of local revenue generation, so that we are able to earn more

income to fund the delivery of LGU services, without increasing the tax burden

on our beloved Del Carmenons.

Sustained Adherence to Transparency and Accountability the Local

government unit (LGU) continued to exhibit our adherence to transparency and

accountability by observing compliance to the DILG Full Disclosure Policy

(FDP). Through the FDP, LGU disclosed to our constituents, through the web,print media and in conspicuous places in our areas, information that the latter

deserve to know. This can only mean one thing: that the LGU now see

adherence to the policy as a commitment to make our constituents informed, to

regain if not increase their trust and confidence in them. It is the LGUs way

of telling them that funds are managed and spent efficiently and for the right

purposes. Even barangays heeded the call for disclosure as compliance to the

posting of their budget, statement of income and expenditures, and other

financial transactions such as: Annual Budget Report, Report on Special

Education Fund Utilization, Annual Procurement Plan or Procurement List,

Trust Fund Utilization, Special Education Fund Income and Expenditure

Estimates, Bid Results on Civil Works and Goods and Services, Statement of

Debt Services, Abstract of Bids as Calculated, Annual Gender and Development

(GAD) Accomplishment Report, 20% Component of the Internal Revenue

Allotment (IRA) Utilization, Statement of Receipts and Expenditures,

Supplemental Procurement Plan, if any, Quarterly Statement of Cash Flow,

Itemized Monthly Collection and Disbursement, Items to Bid, and Summary of

Income and Expenditures making it easier for the public to view, access, and

print the disclosed documents.

The following documents and transactions are posted:

Annual Budget of the current calendar year

Quarterly Statement of Cash Flows

Statement of Receipts and Expenditures of the previous calendar

year


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Trust Fund Utilization

Special Education Fund (SEF) Utilization

20% Component of the Internal revenue Allotment (IRA) Utilization

Gender and Development Fund Utilization

Statement of Debt Services

Annual Procurement Plan or Procurement List

Items to Bid - Bid Results on Civil Works, Goods and Services

Abstract of Bids as Calculated

SEF income & Expenditures Estimates

Supplementary procurement plan, if any

Peoples Participation

There is a growing informal social movement among NGOs, LGU

executives and professional groups that believes in and works towards

empowerment and sustainable development of communities with the Barangay

as the locus and focus of their initiatives.

Participatory governance is also evident in the membership and

participation of POs, NGOs, Church and the private sectors in the activated

and functional special bodies and other special structures created during this


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period. Likewise, we also established partnerships and network linkages with

other local, national and international institutions in pursuing our

development goals. Fostering partnership for development has been a key in

our achievements. As the central law-making body at the municipal level, the

Sanggunian Bayan performed distinctly in the enactment of development

legislations attuned to the Municipal Development Plan.

Workable models for institutionalizing democratic participation of peoples

and communities in local development planning have been developed and are

now in the process of being replicated in more areas.

Below are some of the programs of LGU Del Carmen to ensure the

process of participatory and good governance:

Participatory Governance and Consultation with the local governmentdepartments during the Barangay Budget Process to ensure

understanding of the grassroots requirements and support for programs

in education, health, disaster management and other public services.

From the side of the local executive, regular discussions with the

Municipal Development Council are done with key stakeholders and

barangay captains to share news and updates on the programs of the

government and other private partners. Program implementation results

are also posted through the Facebook account of Del Carmen

(Municipality of Del Carmen Group / Page) to update all Del Carmenons

on the programs and projects in various sectors and barangays of the

municipality.

LGU Del Carmen strongly supports and advocates the Community

Driven Development process through the implementation of Kalahi

CIDDS National Community Driven Development Program (KC -

NCDDP) since 2012 which has resulted into the transformation of the

community and their realizations of how the government project

implementation are really done with all its rules and guidelines under

the laws of the government. This process has also allowed eachcommunity member to participate in the discussions of the priority

programs of their respective barangays.

Computerization of business processes and operations especially the

assessment and treasury through the ETRACs program of AUSAID and

the provincial government, PHILGEPS for public posting and bidding of


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programs, and website posting of budget appropriation and obligations

as per guidelines of the Department of Interior and Local Government. As

a matter of practice in handling project funds coming from various

sources, the treasury office of LGU Del Carmen opens separate trust

fund accounts for easy management and auditing in the use of the

funds.

Funds Utilization

Fiscal Performance. The Internal Revenue Allotment (IRA) has increased

by___% in the span of five years. With a yearly average of Php_______________,

this comprised about ____% of our general fund. On the other hand, our

locally-sourced funds had also increased by _____% in five years period with a

yearly average of Php _______________. Among the local sources, economic

enterprises contributed___%; local taxes came in second with___%; permits andlicenses was ____%; service income was____% and other incomes was____% in

the five years period. From 2010 to 2015, economic enterprises increased by

______%; local taxes also increased by _____%; permits and licenses increased

by_____% and service income increased by _______%. While the IRA remains as

the biggest source of our general fund, the remarkable increases of our local

funds signifies the potentials of the local sources. Our efforts should be

commended but not a reason to be complacent about. Enactment and timely

review of fiscal measures, carefully studied projections, consideration of the

paying capacity of the constituents and better delivery of service should be

factors to be considered in maximizing the potentials of our local sources. As

the general fund is allocated mainly for personal services, operation and

maintenance, the 20% Development Fund is not enough for the development

projects. We had to generate financial assistance and non-financial

contributions as well as avail of technical assistance for our development

projects through our partnerships and linkages.

#able 1 $Comparatie Utili"ation of %unds from 2010&201'(


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II.PROGRAMS

Partner driven development framework is the main development model

fueled by public participation in planning, implementation and governance.

This type of developmental setup allows to local government officials to actively

engage with various stakeholders regular dialogue with short term program,

medium term plans and sustainable long term vision for the municipality. The

stakeholders has since then expanded to include national government

agencies, non-profit organizations, corporate responsibility service

organizations of companies, international funding agencies, and other sectoral

groups in the development and delivery of various public services. Local

Government of Del Carmen pushed for the five developmental pillars as part of

its overall strategy for sustainable development and poverty alleviation covering

health, education, environment, food security and tourism (business). We are

honored and privileged to share theDel Carmen Health and Education

Governance Programwhich is actually two programs we will be presenting as

one interconnected innovation that allowed us to improve and expand public

service delivery as the critical foundation for sustainable poverty alleviation

innovation.

PROGRAM PROGRAM TITLEEDUCATION GOVERNANCE PROJECT EQuIP (Education QUality Improvement

Program)

HEALTH GOVERNANCE Health Governance Program and the

Seal of Health Governance

The Del Carmen Health and Education Governance Program was

launched on different occasions with the Education Program being the first due

to the straight forward requirements of education and the health program a

year later after thorough understanding of the dynamism of the health servicedelivery requirements. In summary, the mission statements of the programs

are stated below:

PROGRAM PROGRAM MISSION STATEMENTS

HEALTH GOVERNANCE

To deliver quality and competent health services for Del

Carmen and Siargao Island with sustainable resources


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and long term partners

EDUCATION GOVERNANCE

To deliver quality and competent educational services for

Del Carmen and Siargao Island with sustainable

resources and long term partners

HEALTH GOVERNANCE (SEAL OF HEALTH GOVERNANCE)

The Municipality of Del Carmen works closely with all stakeholders of

health governance program implementation in the locality. Below are the top

health challenges identified by the Expanded Local Health Board in 2012 that

needed to be addressed:

1.Low Facility Based Delivery/ High Maternal Deaths (4 maternal deaths in

2009, 3 of which were home deliveries)

2.High Infant / Perinatal Deaths3.Malnutrition (0-5y/0)

4.Poor Sanitation (Decreased # of HH with No Sanitary Toilets/Poor Access

to Safe Water)

5.High Incidence of Infectious Diseases/Vector Borne Diseases

(Tuberculosis, Leprosy, Schistosomiasis, Dengue)

LGU Del Carmen used approach 6 Building Blocks of Health as per the

World Health Organization as the framework in the development of the Health

Governance Program. Realizing that the best practice to ensure sustainabilityof the health programs is at the barangay / purok level, the local government

led by the Rural Health Unit, came up with several strategies to bring the

campaign of preventive health programs to the barangay.

In 2012, The Local Government of Del Carmen and the Rural Health Unit

came up with the Seal of Health Governance as a program to encourage the

communities to support of good health programs and innovate to address

various health concerns. The SOHG is a monitoring program of the Health

Governance program of the Local Government of Del Carmen. The annual

program is now on its fourth year of implementation with the barangays nowembracing ownership, co-ownership and co-creation of the Health Issues and

Concerns.

Table 01. Health Governance Outcomes (Baseline data of 2011 to 2014)

Governance 2011 2012 2013 2014

Philhealth Enrollees (# of HH)


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NHTS

Congress

Province

Province/LGU

LGU

1,281

2,188

691

596

380

1,813

884

219

1,805

1,287

177

4,558

86

Botika ng Barangay 13 15 13 13

Livebirths 366 315 320 294

FCBD 76% 89% 92% 95%

Deliveries by SBA 81% 92% 92% 96%

Maternal Deaths 0 0 2 0

Infant Deaths (including

neonatal death)

4 8 2 (3) 4 (3)

Perinatal Deaths 5 8 3 4

U5MR 9 10 4 3% Of Teenage Pregnancy 17% 17% 18% 20%

4 0r more prenatal visits 279

(52%)

299

(48%) 39% 41%

PP Women w/ 2 postnatal visits 247

(53%)

299

(65%)

58% 39%

EBF 193

(46%)

251

(52%)

38% 41%

FIC 83% 88% 83%

(ACTUAL:

15,420)

70%

(PROJECTED

:

18,383)

74%

(ACTUAL:

16,766)

66%

(PROJECTED

:

18,854)

)alnutrition Rate 1*+ 1,+ 1-+ 20+

of // anitary #oilet 1!30* 2!0'4 3,+ *4+

C5R 62+ 6*+ 60+ 22+

Table 02. Narrative of Health Governance

MDG Related

Program

Impact to Population Improvements Over a Period

of Four Years


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Maternal Care

0 maternal deaths(Home)

since 2011

Facility Based Child

Delivery-75%(2010) to

95%(2014)

No active TBAs/Hilot

Very few pregnant women

deliver at home.

Good access to newly

constructed/renovated

BHS-Birthing Facilities with

adequate birthing

equipments

Barangys officials/ Healthy

frontliners/TBAs provide

full cooperation and

support in bringing the

pregnant women in ,labor

to health facilities to delivertheir babies.

Child Care

More access for mother to

bring their babies in

nearby puroks

Lesser incidence of

morbidity/ mortality

among children (1-5y/o)

Improved health seeking

behavior of the mothers

Control of

Infectious

Diseases

Lesser stigma on people

having TB disease

Health frontliners (BHWs)

became more vigilant in

closely monitoring those

symptomatic people

People improved their

health seeking behavior

Sanitation

All members of the

community including the

local officials became more

involved in improving the

Improved sanitary practice

among members of the

community


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sanitation practices in their

area

EDUCATION GOVERNANCE (EDUCATION QUALITY IMPROVEMENT

PROGRAM)

LGU Del Carmen positioned itself as the center of skilled, values-

centered service providers for Siargao Island and beyond. This platform of

education governance revolved around good-natured education from pre-school

to tertiary education and ALS which can only be executed with a clear roadmap

based on past, present, emerging, and future scenarios. The education

roadmap is anchored on issues and needs that ought to be addressed to attain

Quality Education Improvement (EQI) and be able to make Del Carmen

different from other island towns. Education QUality Improvement Program

(EQuIP) about developing an education roadmap for the community, teachers

and students to be able to understand the holistic educational developmental

platform of the community. With the LGU taking the lead and integrating the

levels of learning from Early Childhood, Elementary, High School and College,

the student and its family can already access options early on how to support

the continuing development of their children.

Starting with zero developmental partners in 2010, LGU Del Carmen

presented the Education Quality Roadmap to various institutions in the public

and private sectors to convince them to invest in the anchor program forpoverty alleviation of Del Carmen which is education quality improvement.

Using the roadmap as the tool for development, LGU Del Carmen was able to

convince Knowledge Channel, Synergiea, Feed the Hungry and Library Renewal

Foundation as initial partners. The credibility obtained by LGU Del Carmen

resulted in more partners from the private sector and earned the trust of the

public sector especially the parents, barangays, DEPED and the SSCT-Del

Carmen Campus. The Education Roadmap allowed the partners to appreciate

that while the Municipality may not yet be a good venue to market

development programs, LGU Del Carmen can assure the partners of 100%

implementation and sustainability of the programs.

LGU Del Carmen recognized that Quality Education will improve the

opportunities for the students to move higher in learning but would need to

have inspired teachers and community support to make this happen. In 2011,

LGU Del Carmen started developed an Education Roadmap from Day Care to


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College to ensure the capture and accountability of all sectors to the full

learning access and development of the child.

The common issues are as per identified below. These issues will be

accorded proposed solutions on a per barangay approach with LGU Del

Carmen committed to support those with X.

Concern/Issu

e

Early

Childhood Elementary High School

Alternative

Learning

College

(SSCT DC)

Facilities X X X X X

Teacher

Capability X X X

School

Supplies X X XHealth X X X X X

Family

Support X X X X X

LGU Del Carmen classified the approach to the educational quality

improvement program on per level and community as per definition of the

different national agencies. This methodology was used to ensure we are able to

cluster needed solutions with respective owners of the action items. The

presence of Surigao State College of Technology Del Carmen Campus (SSCT

DC) allowed the local government to include college in its education program to

complete the learning experience of the student. Through the development of

the education roadmap, it became clearer for all stakeholders to understand

how and where they can come in to have immediate and direct observable

impact versus prior experiences in education that requires long time before

impact is observed in the student.

Table 01. Education Governance Outcomes

Governance 2011 2012 2013 2014Day Care Enrollment 598 564 588 621

Day Care Drop Out Rate 0% 0% 0% 2%

Day Care Participation Rate 99% 98.5% 100% 100%

Elementary Enrollment 3,255 3,257 2,879 2,853

Elementary Drop Out Rate 0% 0% 0% 0%

Elementary Participation Rate 99% 98.95% 99% 98%


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Elementary NAT Score 82.10% 81.27% 86% 88%

High School Enrollment 1,112 1,029 1,057 1,110

High School Drop Out Rate 0% 0% 0% 0%

High School Participation Rate 100% 100% 100% 100%

TESDA Training Graduation

Percentage 20% 20% 45 (98%) 61 (100%)

College Enrollment (SSCT DC) 566 697 444 612

College Drop Out Rate (SSCT DC) 4% 9% 2% 0%

College Participation Rate (SSCT

DC) 100% 100% 100% 100%

College Graduation Percentage

(SSCT DC) 96% 91 % 67 (100%) 89 (100%)

Table 02. Alternative Learning Systems

Governance 2011 2012 2013 2014ALS Enrollment 350 360 380 523

ALS Drop Out Rate 0 0 0 0

ALS Participation Rate 8% 9% 10% 15%

ALS Graduation Percentage 100% 100% 100% 100%

ALS Number of OSY (ages 15-30) 2,890 3,175 3,489 3,315

ALS Number of Non Literate

Target Population (ages 11 up) 4,147 3,797 3,437 2,914

Table 03. Narrative of Education Governance

Concerns on

Education

Services

Impact to Population Improvements Over a Period

of Four Years

Facility

Opening of the Municipal

Childrens Library

Classroom Availability

100% of the 20 Barangays

with Day Care Centers

Expansion of SSCT

Community Extension

Programs

Opening of the 6 more

schools based libraries

Construction of the Early

Childhood Care

Development (ECCD)

Center

Opening of Institute of

Local Governance

Siargao


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Teacher Capability

Regular International

Trainors for Elementary /

High School / College

Teachers

Introduction of Science

Centrum to Siargao Island

Sustained Access to

Alternative Learning

System for All

Launching of Bachelor of

Agricultural Technology

and Bachelor of Science in

Fisheries in SSCT

School Supplies

Introduction of TV Based

Learning in 8 Elementary

and High Schools

Provided Free School

Supplies to all Elementary

Students from Insularlife Computer Laboratory in all

High Schools

Got Free School Supplies

to all Elementary Students

from National Bookstore

Health

Construction of Common

Toilets and Improvement of

School Sanitation Program

Access to Vitamins and

Health Monitoring for

Students

Launching of Adolescent

Health Program

Family Support

Launching of Project DEAR

(Drop Everything and Read)

in all Barangays through

Mobile Libraries

Barangay School Board

College Scholarships

Availability

Sustained Barangay

Budget Support for

Education

Strengthening of Youth

Programs

tsinelas leadership awards 2015 entry

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