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PART
IV: DEVELOPMENT ADMINISTRATION
Chapter
24. Good Governance
I.
Summary
The concept of good governance is perceived as an ideal
which is difficult to achieve in its entirety. In fact, very
few countries and societies have come close to achieving
good governance in its totality. But to ensure sustainable
human development, actions must be taken to work towards
this ideal with the aim of making it a reality.
For CY 2008 agencies and local government units (LGUs) have
taken steps towards the realization of this ideal. Foremost
is the effort of simplifying and facilitating the delivery
of basic services. Transparency in government transactions
is also advocated and a strong collaboration between and
among government-business-civil society is being
strengthened.
The synchronization of planning, programming, and budgeting
activities is likewise given priority by the LGUs through
the advocacy on the DBM-DILG-NEDA-DOF joint memorandum
circular and the preparation of the Provincial Development
and Physical Framework Plan.
II.
Assessment
The discussion on the accomplishments for each strategy
shall focus on the major characteristic of good governance,
as presented in the updated regional development plan.
Except for the rule of law, which is taken up in a separate
chapter, each strategy gives an account on how much has been
done by agencies and local governments to achieve good
governance.
Participation
-
To strengthen government-business-civil society
collaboration the DILG ensured the organization of the
Lupong Tagapamayapa and the Local Development Councils
in all local governments in the region.
Transparency
-
Copies/printed materials of service pledges, work flow
charts by agencies have been put up in their respective
office lobbies.
-
Radio
and print media have been utilized by agencies and local
government units to disseminate information on their
services, and projects and programs as well.
Responsiveness
In continuing its efforts to provide efficient and effective
services, frontline agencies and local government units have
pursued the following:
-
The
Local Governance Regional Resource Center, a knowledge
management network established to promote linkage among
local governance stakeholders geared towards excellence
in local governance conducted several convergence
activities catering to the needs of the clients.
-
In
professionalizing the civil service, the Human Resource
division of the CSC modified the Competency-based
Training I, for participants to have a better grasp of
its concepts.
The agency, likewise conducted eligibility examinations for
professionals and non-professionals, for fire officers, and
stenographers.
-
The Public Assistance and Liaison Division of the CSC
conducted a forum on Public Sector Unionism to create a
venue for government employees in sharing experiences
and ideas on the subject. The forum emphasized that
unions and management should be partners toward the
delivery of more effective, efficient and responsible
service to the public.
-
Campaign for the Honor awards program of the CSC was
pursued to encourage employees of agencies and LGUs to
excel in the delivery of public services.
Consenus-Oriented
-
In synchronizing activities of the LGUs with the
national government in terms of planning, programming,
and budgeting, the six Bicol provinces conducted the
orientation on rationalized planning system in
consonance with Joint Memorandum Circular No. 1.
-
On-going assistance in the formulation of the Provincial
Development and Physical Framework of the six provinces
of the Region.
-
Orientations and seminars were conducted by the DILG in
order to strengthen the people's councils, and the
Lupong Tagapamayapa.
Equity
and Inclusiveness
-
The Gabay sa Mamamayan Action Centers (GMACs) is
continuously reinforced to provide the people access to
basic services that line agencies offer. As of 2008, a
total of 2,351 barangays have functional GMACs providing
opportunity for rural barangays to avail of basic
information without leaving their barangays. Urban
barangays, on the other hand, prefer to go directly to
the offices concerned to avail information.
Effectiveness/Efficiency
-
To improve frontline line services, agencies and local
government units put up a public assistance desk on
their lobbies to immediately respond to clients.
-
Part of rendering efficient and effective administrative
justice, the Civil Service Commission disposed 178
disciplinary cases out of the 399 cases at the start of
2008. However, there were 133 cases received during the
year and by December 2008, the disciplinary cases
totaled to 354.
-
The non-disciplinary cases disposed of by the CSC
totaled to 235. At the start of the year 15 cases were
yet to be acted upon together with the 221 cases that
were received for the year. But the inventory of
non-disciplinary cases in December 2008 showed only 54
cases remaining in the legal services docket.
Accountability
-
The DILG has continuously promoted the use of the Local
Governance Performance Management System, which is
essential in formulating priority programs of LGUs. Out
of 120 target LGUs, 101 have formulated their State of
Local Governance Reports; 56 of these LGUs have
conducted the Utilization Conference, a feedback
mechanism that will guide local officials in determining
the major development thrusts in the local government
unit that needs priority attention.
III.
Prospects and Trends for 2009
Agencies and LGUs shall continue to implement programs and
projects geared towards the attainment of good governance,
i.e. projects that reduce red tape, promote transparency in
government, hasten delivery of basic services, and encourage
government-business-civil society collaboration. There
should be an increased awareness in fostering joint effort
between government and civil society in order for these
strategies to work.
Moreover, agencies and LGUs are encouraged to conduct
activities/programs at their level, which recognizes the
accomplishment of the individual in order to encourage
employees to excel in public service delivery.
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