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The Business of Local
Governance:
The Transformation Story
of the LGU of San Jose City,
Nueva Ecija
Ma. Gisela TiongsonAteneo School of Government
Jollibee Group Foundation
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DISASTER RESPONSE:
JOLLIBEE GROUP
FOOD AID
AGRICULTURE:
FARMER
ENTREPRENEURSHIP
PROGRAM
EDUCATION:
BUSOG, LUSOG, TALINO
SCHOOLFEEDING
PROGRAM
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11 Farmer GroupsJFC Direct Suppliers
923 Metric TonsVegetables delivered to JFC (2015)
PhP 40.48 MTotal Sales from JFC (2015)
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Farmers +
Institutional
Market
NGOs
MFI
Academe
LGU
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Provincial and Municipal LGUs
Private Sector (NGOs,
companies)
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THE CITY OF SAN JOSE• 3rd Class City, 38 barangays
• 130,000 population (2010)
• Agriculture is main source of livelihood (rice and
onion)
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People were approaching me wanting tobe hired by the local government unit(LGU). I knew then that providingcontractual jobs was not the long-termsolution to the issue. Something morethan that has to be done.
-- Mayor Marivic Belena
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Farmers are poor due to lack of access to financing,
technologies and market information. A key challenge is
how farmers can address the perennial problem of low
farm gate price as middlemen have monopolized the
trading and marketing of agricultural products.
--- City Agriculture Office
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The Farmer Entrepreneurship Program provided
- Linkage to the market
- Agro-enterprise clustering
- Access to microfinancing
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6 years as regular supplier
480 metric tons delivery in 2014
5 x higher income
100% loan repayment
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The Kalasag farmers have moved beyond the usual dole
out mentality and inherent resistance to new farming
technologies. Their business dealings developed among
them a culture of discipline and integrity. They learned to
value continuing education, striving for excellence, being
accountable and responsible, and the spirit of sharing their
experience to fellow farmers.
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Kalasag Farmers Producers
Cooperative
Onion and Vegetable Producers
Cooperative (OVEPCO)
Kapisanan ng mga Babae
na Nagtatanim ng Gulay at
Iba pa (KABANGA)
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Elements of LGU Transformation
Framework & Standards
of Performance
Participation and
Partnership
Transparency &
Accountability
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� Framework & Standards of LGU
Performance
Adopting a framework for development
Strategic Planning
Major Thrusts & Key Result Areas
Clustering of Department offices (Agri-tourism;
Disaster Risk Reduction)
Adopting standards of performance
“Magkaroon ng batayan, ‘yong may standards, para at
least alam namin kung nasa tamang track kami or hindi.
Or ‘yong ini-aim namin is magagawa namin. “ (Mayor
Belena)
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“Tamang Proseso, Mabilis na Serbisyo,
Handog Namin sa Inyo”
Under the leadership of Hon. Marivic Belena, special
focus was given to education, environmental
regeneration, livelihood development and health care.
Also, at the core of her drive for good governance is the
application of transparency, maximization of resources
and people’s participation.
--- LGU of San Jose City website
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� Participation & Partnership
Engaging Citizens in Governance
Direct access to Mayor’s cellphone
PIO Hour radio program: Oras ng Mamamayan
State of the City Address
People’s concerns are directed to the concerned agency
Partnership with Private Institutions
“Mahirap mag-implement ng kahit anong bagay nang
kami-kami lang. Mas mahirap magtagumpay kung hindi
kasama ang mamamayan... ma-realize mo pag maraming
participation ng tao, makikita mo na may perspective ang
private sector na minsan hindi nakikita ng nasa LGU.“
(Mayor Belena)
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� Transparency & Accountability
Institutional Reforms
Strict reviews of all contracts
One-Stop Shop in Business Licensing
Citizen Charter
Moral Reengineering Campaign
Rationalize LGU positions
Performance evaluation
Timely release of salary
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Impact
Positive
reputation of the
LGU in the
community
Inspired and
motivated LGU
employees
Awards and
recognition for
the LGU
Model for other
LGUs
Favourable
regard for the
leadership of the
Mayor
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MULTI-AWARDED LGU• Silver Seal of Good Housekeeping (2012), DILG
• Unqualified Opinion, COA (2013)
• Galing Pook Awardee for Farmer Entrepreneurship Program
(2012)
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CITIES & MUNICIPALITIES COMPETITIVENESS INDEX 2014
NATIONAL COMPETITIVENESS COUNCIL
• 46th over-all (out of 136 cities)
• Top 20 in Government Efficiency
• Strong Contender for DILG Seal of Good Local Governance
(SGLG)
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The Systems View
ISSUE PROJECTRESPONSE
PROCESSES STRUCTURES
MINDSETS
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S� Processes
• Systematic and Managerial approach
Political will to change the system
Modelling good performance
Fair treatment to all
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S� Structure
• National Government Policies
Transparency
Good Housekeeping
Rewards and recognition
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S� Mindset
• Staff Training
From Silos to Clusters
Service orientation
Infusion of new blood
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The Systems View
ISSUE PROJECTRESPONSE
PROCESSES STRUCTURES
MINDSETS
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S� Insights
• LGU transformation involves a
balance of effective management
and ensuring political influence.
• The importance of expanding the
sphere of influence and bringing in
change agents who are internal and
external (partners) to the LGU
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Provincial and Municipal LGUs
Private Sector (NGOs,
MFIs, companies)
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S� Elements of Transformation
Leadership
• Responsive to the needs of followers
• With the aim of elevating and empowering them
• The ability to produce intended change through creative
innovation
• To see conflict not only as inevitable but desirable
• To not simply be power holder and fail to see the moral
and ethical implication of their work
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STo the extent that bureaucracy is in
practice the simple application of
authority from top down, it is not
leadership.
To the extent that it exemplifies conflict,
power, values and change in
accordance with leader-follower needs,
it embodies relationship.
--- James MacGregor Burns
