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PDF Lgpms-scalog Indicator Relationship

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Performance Area Service Area LGPMS SCALOG 2. Administrative Governance 2.1 Local Legislation 1. Quality of the Legislative Agenda 1.2.1 Organization and Staffing 1.2.1.1 The LGU has an active Sanggunian that: 2. Quality of the Legislative Tracking System 1.2.1.1.1 has full membership (per RA 7160, Sec. 446 for municipalities, Sec 457 for cities; and Sec. 467 for provinces). 3. Presence of Updated Codes in Support of Administrative Functions, Regulatory Mandates, Corporate Objectives, Social Development, Economic Development and Environmental Management 1.2.1.1.2 holds regular session at least once a week. 4. Percentage of ordinances over total enactments 1.2.1.1.3 performs mandated functions (per RA 7160, Sec. 447 for municipalities, Sec. 458, for cities, and Sec 468 for provinces). 1.2.1.1.4 Observe parliamentary procedures/internal rules and procedures in legislation 1.2.1.2 The LGU has a functional and capable office of the Secretary to the Sanggunian that: 1.2.1.2.1 has a fulltime secretary performing functions as mandated by Section 469 (c) (1)-(9) and (d) of RA 7160 1.2.1.2.2 has officers/employees who are they able to: 1.2.1.2.2.1 Conduct legal research to support, clarify and refine proposed legislations 1.2.1.2.2.2 Draft ordinances and resolutions 1.2.1.2.2.3 Aware of the parliamentary procedures/internal rules and procedures in legislation 1.2.3 Transparency 1.2.3.1 Minutes of meetings and decisions made are posted at a prominent place in the provincial capitol, city/ municipal hall. 1.2.3.2 Minutes of meetings and decisions made are delivered to stakeholders concerned. 1.2.3.3Sanggunian decisions are published in the local paper and/or broadcast over local radio on a regular basis. 1.2.4 Management Systems 1.2.4.1The Sanggunian identifies issues that are not adequately addressed through existing laws, regulations and ordinances 1.2.4.2 Legislative enactments are reviewed at least once every 3 years.
Transcript
Page 1: PDF Lgpms-scalog Indicator Relationship

Performance Area Service Area LGPMS SCALOG

2.      Administrative Governance

2.1 Local Legislation

1.         Quality of the Legislative Agenda 1.2.1 Organization and Staffing 1.2.1.1 The LGU has an active Sanggunian that:

2.         Quality of the Legislative Tracking System 1.2.1.1.1 has full membership (per RA 7160, Sec.

446 for municipalities, Sec 457 for cities; and Sec.

467 for provinces).

3.         Presence of Updated Codes in Support of

Administrative Functions, Regulatory Mandates,

Corporate Objectives, Social Development,

Economic Development and Environmental

Management

1.2.1.1.2 holds regular session at least once a

week.

4.         Percentage of ordinances over total

enactments

1.2.1.1.3 performs mandated functions (per RA

7160, Sec. 447 for municipalities, Sec. 458, for

cities, and Sec 468 for provinces).

1.2.1.1.4 Observe parliamentary procedures/internal

rules and procedures in legislation

1.2.1.2 The LGU has a functional and capable office

of the Secretary to the Sanggunian that:

1.2.1.2.1 has a fulltime secretary performing

functions as mandated by Section 469 (c) (1)-(9)

and (d) of RA 7160

1.2.1.2.2 has officers/employees who are they able

to:

1.2.1.2.2.1 Conduct legal research to support,

clarify and refine proposed legislations

1.2.1.2.2.2 Draft ordinances and resolutions

1.2.1.2.2.3 Aware of the parliamentary

procedures/internal rules and procedures in

legislation

1.2.3 Transparency 1.2.3.1 Minutes of meetings and decisions made

are posted at a prominent place in the provincial

capitol, city/ municipal hall.

1.2.3.2 Minutes of meetings and decisions made

are delivered to stakeholders concerned.

1.2.3.3Sanggunian decisions are published in the

local paper and/or broadcast over local radio on a

regular basis.

1.2.4 Management Systems 1.2.4.1The Sanggunian identifies issues that are not

adequately addressed through existing laws,

regulations and ordinances

1.2.4.2 Legislative enactments are reviewed at least

once every 3 years.

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1.2.4.2.1 The review determines whether laws,

regulations or ordinances provide the sufficient

authority to carry out services

1.2.4.2.2 The review determines the impact of

existing laws and regulations on the community

1.2.4.2.3 The review assesses the opinions of

citizens.

1.2.4.2.4 The review determines what laws and

regulations require updating.

1.2.4.2.5 The review assesses compliance with

laws and regulations.

1.2.5 Participation

1.2.5.1 The Sanggunian conducts public hearings

and other fora to elicit input and feedback of

stakeholders affected by a proposed legislation.

1.2.5.2 Citizen participation or input has resulted in

changes in the local legislation process.

1.2.5.2.1 If so, cite a case:

1.2.5.3 The LGU has a formalized mechanism for

citizen participation in local legislation, such as a

people’s council in which accredited NGOs and

people’s organizations are members. The people’s

council is empowered to propose legislation,

participate in debates and vote at the committee

level of the Sanggunian. Such mechanism is

institutionalized through an ordinance.

1.2.6 Continuous Improvement/

Innovation

The LGU has introduced improvements or

innovations in its legislative process.

2.2 Development

Planning

1.            Functionality of the Local Development

Council

2.1.1 Organization and Staffing 2.1.1.1 There is a Local Planning and Development Office.

2.            Quality of database for development

planning

2.1.1.2 There is a full-time Local Planning and Development

Coordinator.

3.            Quality of the Comprehensive

Development Plan or Provincial Development and

Physical Framework Plan

2.1.1.3 The officials and staff of the Planning and Development

Office are capable of providing technical assistance in the

formulation or updating:

4.            Quality of the Comprehensive Land Use

Plan

2.1.1.3.1 The Land Use Plan

5.            Quality of the Annual Investment Program 2.1.1.3.2 The Zoning Plan (with its related Maps and

Ordinance)

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6.            Presence of the Executive and Legislative

Agenda

2.1.1.4 The officials and staff of the Planning and Development

Office capable of assisting the Local Development Council to

formulate the:

2.1.1.4.1 Comprehensive Development Plan

2.1.1.4.2 Medium-Term Plan

2.1.1.4.3 Annual Public Investment Program

2.1.1.5 The Local Development Council has been convened.

2.1.1.6 The LDC is composed according to the provisions of RA

7160 (see last page)

2.1.1.7 The Planning Office is serving as the Secretariat for the

LDC.

2.1.2 Legislative Support and Other

Enabling Mechanisms

2.1.2.1 The LDC and the Legislative Council have agreed on

local investment incentives to promote the inflow and directions

of private investment capital.

2.1.2.2 The Sanggunian has passed legislation supporting

efforts to make development planning more transparent and

participative (e.g. expanding the sectoral representation

requirements).

2.1.3 Transparency 2.1.3.1 Records of LDC meetings are made available to the

members of the LDC and to the general public.

2.1.3.2 Information on LGU plans and programs are made

available to the public.

2.1.3.3 It is easy to retrieve or access information from

databases used for Development Planning.

2.1.3.3.1 Please describe the process by which an

ordinary citizen can view these data.

2.1.4 Management Systems 2.1.4.1 The LGU practices the local development planning

process or cycle.

2.1.4.2 The LGU or the LDC coordinates the implementation of

various development projects.

2.1.4.2.1 Describe the way/s in which the LGU/LDC

does this coordination.

2.1.4.3 The LGU has procedures and mechanics for plan or

program monitoring and evaluation.

2.1.4.4The LGU, through the LDC, implements a process of

monitoring or evaluation of programs and projects.

2.1.4.5 The LDC has held meetings at least twice a year.

2.1.4.6 The LGU uses databases supporting local development

planning.

2.1.4.7 These databases contain the following types of data:

2.1.4.7.1 Attribute, category, classification or other

qualitative information in text

2.1.4.7.2 Quantitative or statistical information

2.1.4.7.3 Geographical or spatial information

2.1.4.8 The level of reliability of the databases used for

Development Planning can be described as:

2.1.4.8.1 Complete

2.1.4.8.2 Up-to-date

2.1.4.8.3 Accurate

2.1.4.8.4 Consistent

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2.1.4.9 The LGU or the LDC reviews the development plan at

least every 3 years.

The review includes:

2.1.4.9.1 an assessment of outcomes and/or

consequences.

2.1.4.9.2 a plan to alert stakeholders on unintended

consequences.

2.1.4.9.3 stakeholders, including those affected by

the plan.

2.1.5.1 The formulation of development policies, plans and

programs is participatory.

2.1.5.1.1 In what way are these processes

participatory? Continuous accreditation of NGOs,

POs, PS

2.1.5.2 Citizens can ventilate their concerns and sentiments on

community issues.

2.1.5.3      The LGU has a formalized mechanism for

citizen participation in development planning, such as

a people’s council in which accredited NGOs and

people’s organizations are members. Such

mechanism is institutionalized through an ordinance.

2.1.6 Continuous Improvement/

Innovation

2.1.6.1 The LGU learned to apply Information and

Communications Technology, such as Geographic Information

Systems, to facilitate Development Planning.

2.3 Revenue

Generation

1.            Efficiency of the system on local

government-imposed or collected taxes, fees and

charges

2.2.1 Organization and Staffing 2.2.1.1 The LGU have a Local Finance Committee that:

2.            Quality of the Comprehensive Revenue

Generation Plan

2.2.1.1.1 has the membership as stipulated in Sec

316 of RA 7160 (see last page)

3.            Total Revenue Collection Cost to Total

Revenue Collected

2.2.1.1.2 is performing all functions as mandated in

Sec 316(a)-(h) of RA 7160 (see last page)

4.            Real Property Tax Accomplishment Rate 2.2.1.2 Officials and employees in this service area have the

necessary knowledge and skills to:

5.            Percentage of Locally Sourced Revenues

to Total LGU Income

2.2.1.2.1 develop plans and programs for revenue

generation

6.            Percentage of Regular Revenues to Total

LGU Income

2.2.1.2.2 identify revenue sources other than local

taxation and government allotment.

2.2.2 Legislative Support and Other

Enabling Mechanisms

2.2.2.1 There is a standing committee in the Legislative Council

focusing on revenue generation.

2.2.2.2 The Sanggunian has enacted ordinances or adopted

resolutions that grant franchises and enact ordinances as

authorized by Book II.

2.2.2.3 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding revenue generation consistent with other existing

laws and ordinances.

2.1.5 Participation

2.1.5.2.1 How? Pulong/pulong/Brgy assesmbly

Page 5: PDF Lgpms-scalog Indicator Relationship

2.2.3 Transparency 2.2.3.1 There are public announcements regarding LGU

services and requirements related to revenue generation.

2.2.3.2 The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

2.2.3.3 Information about the plans and programs in this service

area are open and easily accessible to the public.

2.2.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

2.2.4 Management Systems 2.2.4.1 There is a system for real property tax assessment and

collection in place.

2.2.4.2 The LGU has a low cost to tax collection ratio

(preferably <1.0).

2.2.4.3 The LGU has organized a Board of Assessment

Appeals (Sec. 227)

2.2.4.4 The LGU generates revenues from other sources than

local taxation and government allocation (e.g., foreign

assistance, grants, fund-raising operation, etc.).

2.2.5 Participation 2.2.5.1 The LGU involves the active participation of local

officials and other key sectors in information dissemination to

ensure that people are properly consulted prior to the collection

of new revenue generation measures and to ensure that

taxpayers are updated with the schedule of market values used

for assessment.

2.2.5.2 The local community is involved in the:

2.2.5.2.1 Formulation of plans/programs – the community

provides substantive inputs to the development/ design of

plans/ programs in this service area.

2.2.5.2.2 Implementation of plans/programs – the

community has an active role in executing plans/

programs in this service area.

2.2.5.2.3 Monitoring of plans/ programs – the

community plays a key role in monitoring the

implementation of plans/ programs in this service

area

2.2.5.2.4 Evaluation of programs – the community

plays a key role in assessing completed plans/

programs in this service area.

2.2.5.3 Citizen participation or inputs have resulted in changes

in revenue generation.

2.2.5.4 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

2.2.5.3.1 1 If so, cite a case: participation in blood

letting, immunization, etc.

Page 6: PDF Lgpms-scalog Indicator Relationship

2.2.6 Continuous Improvement/

Innovation

2.2.6.1 The LGU has applied Information and Communication

Technology to the real property tax assessment and collection

process.

2.2.6.2 The LGU applied Information and Communication

Technology to the business tax assessment and collection

process.

2.2.6.3 The LGU has introduced other innovations in revenue

generation.

2.2.7 Customer Service 2.2.7.1 The appropriate signage and process flow charts to

assist taxpayers are installed.

2.2.7.2 The LGU has streamlined its real property tax

assessment and collection process in terms of

reduction in:

2.2.7.2.1 Processing/ transaction time

2.2.7.2.2 Number of requirements

2.2.7.2.3 Number of signatories

2.2.7.2.4 Number of steps

2.2.7.3 The offices of the Assessor and Treasurer have their

own, or are part of the LGU’s, institutionalized program for

sustained service improvement:

2.2.7.3.1 It has formulated its service vision, values

and strategies

2.2.7.3.2 It has conducted a service audit to identify

problems in service delivery, including conducting a

survey to get feedback from internal and external

customers.

2.2.7.3.3 It has formulated service improvement

recommendations that would address identified weak

points in service delivery.

2.2.7.3.4 It has made the necessary changes or

interventions to improve service, such as providing

basic customer service skills training to frontline

personnel, and putting in place performance

standards.

2.2.7.3.5 Service commitments or standards are

posted in conspicuous places in the office to let the

public know the types of services they can avail of,

response time and person responsible.

2.4 Resource

Allocation and

Utilization

1.            Quality of the Annual Budget 2.3.1 Organization and Staffing 2.3.1.1 There is a Budget Officer for the LGU.

2.            Per Capita Expenditure 2.3.1.2 There is an appointed Budget Officer for the LGU

providing technical assistance in:

3.            Personal Services Ratio 2.3.1.2.1 Preparing an Executive Budget

4.            Debt Service Ratio 2.3.1.2.2 Executing the Budget

2.3.2 Legislative Support and Other

Enabling Mechanisms

2.3.2.1 There is a standing Committee in the Legislative

Council that attends to budget-related concerns.

2.2.6.3.1 Describe these innovations:

Page 7: PDF Lgpms-scalog Indicator Relationship

2.3.2.2 The Sanggunian has enacted ordinances or adopted

resolutions that generate and maximize the use of resources

and revenues for the development plans, program objectives

and priorities of the LGU (Sec 458 (a)(2) for cities; Sec 447 (a)

(2) for municipalities; Sec 468 (a) (2) for provinces).

2.3.2.3 Aside from the Annual Budget Ordinance and

Resolutions appropriating funds, the Legislative Council has

passed other legislation regarding the preparation and

execution of the Budget.

2.3.3 Transparency 2.3.3.1 Within 30 days from the end of each fiscal year, the

local treasurer, accountant, budget officers and other

accountable officers post in at least 3 publicly conspicuous

places in the LGU a summary of all revenues collected and

funds received in the previous year including the appropriations

and disbursements of such funds. (Sec. 352)

2.3.3.2 Records and other public documents related to the

budget (e.g., preparation and allocation) are open and easily

accessible to the public.

2.3.4 Management Systems 2.3.4.1 The LCE issues a Budget Call to all Departments and

Offices.

2.3.4.2 The Budget Officer accounts for all projected revenues

in the Annual Budget.

2.3.4.3 The Budget includes all allocations mandated in

Sections 308, 309 and 314 of RA 7160 and other statutory

obligations, such as the calamity fund. (see last page)

2.3.4.4 The priorities of the Local Development Plan are

reflected in the Budget.

2.3.4.5 The LGU has a budget monitoring system.

2.3.4.6 The LGU prepared and submitted an executive budget

to the Sanggunian not later than the 16th day of October of the

current fiscal year.

2.3.4.7 The LGU has appropriated 20% of the annual Internal

Revenue Allotment for development projects and furnished the

DILG copies of the local development plan (Sec 287)

2.3.4.8 The debt repayment allocation in the budget less than or

equal to twenty percent (20%) of the Annual Budget.

2.3.4.9 The LGU Budget approved on or before December 30.

2.3.4.10 Aside from financial resources, the LGU is mobilizing

other resources, such as “sweat equity”, volunteer work, etc.

(see last page)

2.3.5 Participation 2.3.5.1 The general public, or sectors of civil society through the

LSB, are involved in the preparation of the budget.

2.3.5.2 Their participation or inputs have resulted in changes in

the budget.

2.3.5.2.1 If so, cite a case:

Page 8: PDF Lgpms-scalog Indicator Relationship

2.3.5.3 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

2.3.6 Continuous Improvement/

Innovation

2.3.6.1 The LGU has improved or introduced innovations in the

budgeting process.

2.5 Customer Service

- Civil Application

1.            Quality of Customer Service in the

processing of Civil Registry Documents

Customer service indicators are distributed along

other service areas

2.            Quality of Customer Service in the

processing of Real Property Documents

2.6 Human

Resource

Management and

Development

1.            Quality of Human Resource Management

and Development

2.4.1 Organization and Staffing 2.4.1.1 The LGU has a duly appointed human resource

management and development office or officer.

2.4.1.2 The officials and employees of the HRMD are capable

of conducting:

2.4.1.2.1 Workforce assessment

2.4.1.2.2 Recruitment and selection

2.4.1.2.3 Training and Development

2.4.1.2.4 Performance Evaluation

2.4.2 Legislative Support and Other

Enabling Mechanisms

2.4.2.1 There is a standing committee in the Legislative Council

attending to human resource management and development.

2.4.2.2 There is a Sanggunian resolution defining the

composition of the personnel selection board.

2.4.2.3 The Sanggunian has appropriated funds for human

resource programs.

2.4.2.4 The Sanggunian has enacted mandated ordinances or

resolutions. (see last page)

2.4.2.5 Aside from the mandated Ordinances and Resolutions,

the Sanggunian has passed other legislation regarding human

resource management and development.

2.4.3 Transparency 2.4.3.1 Notices of vacancies are posted in at least (3)

conspicuous public places in the LGU for a period of not less

than fifteen (15) days.

2.4.3.2 The Personnel Selection Board is able to assist the

local chief executive in ensuring the judicious and objective

selection of personnel for employment or promotion.

2.3.6.1.1 Describe this improvement/ innovation: Use

of E-budgeting.

Page 9: PDF Lgpms-scalog Indicator Relationship

2.4.3.3 The LGU has a transparent process for human

resource selection (i.e., position requirements are clearly

identified and communicated; vacancies are posted publicly;

and assessment techniques, such are interviews or tests, are

used to ensure selection decisions are based the requirements

of the job).

2.4.3.4 The LGU a transparent process for promotion (i.e.,

position requirements are identified and communicated;

vacancies are posted publicly; and assessment techniques,

such are interviews or tests, are used to ensure promotion

decisions are based the requirements of the job).

2.4.3.5 Performance standards are displayed publicly to

reinforce employee accountability for achieving them.

2.4.4 Management Systems 2.4.4.1 The LGU has a human resource development plan that

is up to date and fully implemented. (see last page)

2.4.4.2 There LGU has clear and fully implemented guidelines

on human resource selection.

2.4.4.3 There LGU has clear and fully implemented guidelines

on promotion. .

2.4.4.4 Performance evaluation is regularly conducted in the

LGU. (see last page)

2.4.4.5 Sanctions for continuing poor performance are clear and

enforced.

2.4.4.5.1 Please describe these sanctions

2.4.4.6 The LGU has conducted a workforce assessment within

the past 3 years.

2.4.4.7 Organizational improvements have been made as a

result of the workforce assessment. (see last page)

2.4.4.8 The LGU has developed its own performance evaluation

system that is customized according its needs, e.g., multi-rater

approach where performance feedback comes from

subordinates and/or customers. (see last page)

2.4.4.9 Employees are involved or encouraged to participate in

developing performance standards.

2.4.4.10 The LGU has a mechanism/s for clarifying and

communicating work responsibilities of individual employees

(such as written job descriptions, regularly meetings to clarify

roles and responsibilities, or performance planning sessions).

2.4.4.11 The LGU uses different forms of reward and

recognition for good performance. (see last page)

2.4.4.11.1 Please describe these reward and recognition.

Outstanding employees.

2.4.4.12 The LGU identifies the education, training and

development needs of its employees.

2.4.4.13 The LGU provides opportunities for continuous

learning and development to its employees.

2.4.4.13.1 Please describe these opportunities:

Trainings and seminars; Attendance to training, Scholarship

programs.

Page 10: PDF Lgpms-scalog Indicator Relationship

2.4.5 Participation 2.4.5.1 The LGU involves employees in the:

2.4.5.1.1 Formulation of HR plans/programs – they provide

substantive inputs to the development/ design of plans/

programs.

2.4.5.1.2.Implementation of HR plans/programs – they play an

active role in executing plans/ programs.

2.4.5.1.3.Monitoring of HR plans/ programs – they play a key

role in monitoring the implementation of plans/ programs.

2.4.5.1.4.Evaluation of HR programs – they play a key role in

assessing completed plans/ programs in this service area.

2.4.5.2 Employee participation or inputs have resulted in

changes in human resource policies, plans and programs.

2.4.5.2.1 If so, cite a case:

2.4.5.3 Employees can ventilate their concerns and sentiments

on work and/or organizational issues.

2.4.5.3.1 How? Through the grievance committee. Periodic

staff meeting with in the department office.

2.4.6 Continuous Improvement/

Innovation

2.4.6.1 The LGU has introduced innovations in human resource

management and development.

2.4.6.1.1 Describe these innovations:

2.4.6.2 There is a computer-based Human Resource

Information System available.

2.4.7 Customer Service 2.4.7.1 The LGU reviews/evaluates its human resource

management and development services to identify areas for

improvement.

2.4.7.2 The LGU streamlines its human resource management

and development services in terms of reduction in:

2.4.7.2.1 processing/transaction time

2.4.7.2.2 number of requirements

2.4.7.2.3 number of signatories

2.4.7.2.4 number of steps

2.4.7.3 The LGU solicits feedback from its clients regarding its

human resource management and development services

through informal means (e.g., spontaneous feedback from

clients, interviews and other methods that are unstructured or

done randomly)

2.4.7.4 The human resource management and development

office has its own, or is part of the LGU’s, institutionalized

program for sustained service improvement:

2.4.7.4.1 It has formulated its service vision, values and

strategies

2.4.7.4.2 It has conducted a service audit to identify problems in

service delivery, including conducting a survey to get feedback

from internal and external customers.

Page 11: PDF Lgpms-scalog Indicator Relationship

2.4.7.4.3 It has formulated service improvement

recommendations that would address identified weak points in

service delivery.

2.4.7.4.4 It has made the necessary changes or interventions to

improve service, such as providing basic customer service skills

training to frontline personnel, and putting in place performance

standards.

2.4.7.4.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the types

of services they can avail of, response time and person

responsible.

3.      Social Governance

3.1 Health Services

1.   Functionality of the Local Health Board 1.1.1.1 Organization and Staffing 1.1.1.1.1 There is an office involved in, or personnel assigned

to perform internal control functions.

2.   Quality of Primary Health Care 1.1.1.1.2 The officials and/or personnel in this office can

generate:

3.   Quality of Maternal Care 1.1.1.1.2.1 Exception reports

4.   Quality of Child Care 1.1.1.1.2.2 Audit reports

5.   Other Innovative Health Services1.1.1.2 Legislative Support and Other

Enabling Mechanisms

1.1.1.2.1 Executive order/s or legislative issuance/s (ordinance

or resolution) have been issued regarding the LGU’s internal

control function.

1.1.1.3Transparency 1.1.1.3.1 Audit and exception reports are open and accessible

to others in the LGU.

1.1.1.3.2 Audit and exception reports are open and accessible

to the public.

1.1.1.4 Management Systems 1.1.1.4.1 The LGU has an internal audit schedule.

1.1.1.4.2 The LGU has taken action on the findings of audit

reports.

1.1.1.6 Continuous Improvement/

Innovation

1.1.1.6.1 The LGU has introduced improvements innovations in

its Internal Control Operations.

1.1.1.6.1.1 Describe these innovations.

B. Accounting System

1.1.2.1Organization and Staffing 1.1.2.1.1 The Head of the Office of the Accountant a Certified

Public Accountant (CPA).

1.1.2.1.2 There are officials or employees in the Office of the

Accountant who can formulate or generate:

1.1.2.1.2.1 The Balance Sheet

1.1.2.1.2.2 The Income Statement, and

1.1.2.1.2.3 The Cash Flow

1.1.2.2 Legislative Support and Other

Enabling Mechanisms

1.1.1.2.1 The Sanggunian is provided with copies of the

Financial Reports of the Accounting Office.

1.1.2.3 Transparency 1.1.2.3.1. The financial reports are accessible to the public.

1.1.2.3.2 The names of officers responsible for financial

transactions are known or available to the public, or to the

media.

1.1.2.3.3. Their responsibilities are clear to the public.

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1.1.2.3.4 The financial reports are published in leading/ local

papers.

1.1.2.3.5. Aside from publishing financial reports in leading

newspapers, they are widely circulated among civil

society—e.g., NGOs, people’s organizations, civic groups and

the academe.

1.1.2.3.6.The financial reports are posted on the LGU website.

1.1.2.3.7 Financial reports are posted in 3 conspicious places in

the LGU

1.1.2.4. Management Systems 1.1.2.4.1 The LCE, the Administrator, or the Finance

Committee review Accounting reports regularly.

1.1.2.4.2 The annual Financial Statement (for the LGU, not for

the constituent barangays) is submitted by the Accounting

Office within the first twenty (20) days of January of the

succeeding year.

1.1.2.4.3 All disbursements are covered by an appropriate

budget allocation.

1.1.2.4.4 LCE Management is warned by the Accounting Office

about budget items that are not being obligated.

1.1.2.4.5 The LGU has undertaken preparations for the

implementation of the New Government Accounting System.

1.1.2.4.6 The LCE, Administrator, or the Finance Committee

has taken action or introduced reforms, on the basis of their

review of accounting reports.

1.1.2.4.6.1 If so, describe these actions and the circumstances

of their intervention:

1.1.2.4.7 Someone in the LGU is monitoring Accounting

procedures and systems to detect deviations from policies

established in the New Government Accounting System.

1.1.2.4.8 Deviations have been noted and/or reported.

1.1.2.4.8.1 What kind of deviations have been noted?

1.1.2.4.9 Sanctions have been imposed for these deviations.

1.1.2.4.9.1What kind of sanctions?

1.1.2.6 Continuous Improvement/

Innovation

1.1.2.6.1 The LGU has undertaken preparations for the

implementation of the New Government Accounting System

software.

1.1.2.6.2 The LGU has introduced improvements/ or

innovations in its accounting system.

1.1.2.6.2.1 If so, please describe the innovations.

1.1.2.7 Customer Service 1.1.2.7.1 The Accounting Office has reviewed its services to

identify areas for improvement.

1.1.2.7.2 The Accounting Office has streamlined its services in

terms of reduction in:

1.1.2.7.2.1 Processing/ transaction time

1.1.2.7.2.2 Number of requirements

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1.1.2.7.2.3 Number of signatories

1.1.2.7.2.4 Number of steps

1.1.2.7.3 The Accounting Office has its own, or is part of the

LGU’s, institutionalized program for sustained service

improvement.

1.1.2.7.3.1 It has formulated its service vision, values and

strategies

1.1.2.7.3.2 It has conducted a service audit to identify problems

in service delivery, including conducting a survey to get

feedback from internal and external customers.

1.1.2.7.3.3 It has formulated service improvement

recommendations that would address identified weak points in

service delivery.

1.1.2.7.3.4 It has made the necessary changes or interventions

to improve service, such as providing basic customer service

skills training to frontline personnel, and putting in place

performance standards.

1.1.2.7.3.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the types

of services they can avail of, response time and person

responsible.

C. Procurement System

1.1.3.1 Organization and Staffing 1.1.3.1.1 The Bidding and Awards Committee has been

convened.

1.1.3.1.2 It is headed, per RA 9184, by a third ranking

permanent official of the procuring entity other than its head.

1.1.3.1.3 The BAC has at least five (5) but not more than seven

(7) members.

1.1.3.1.4 The BAC members capable of:

1.1.3.1.4.1 Conducting a General Public Bidding

1.1.3.1.4.2 Determining appropriate alternative modes of

procurement

1.1.3.1.4.3 Prequalifying or post-qualifying a bidder

1.1.3.2 Legislative Support and Other

Enabling Mechanisms

1.1.3.2.1 The Sanggunian has passed ordinances or resolutions

towards improving the procurement system.

1.1.3.2.2 The Sanggunian is represented in the BAC.

1.1.3.3 Transparency 1.1.3.3.1 All BAC meetings held in the provincial capitol, city/

municipal hall.

1.1.3.3.2 Minutes of BAC meetings are made available to the

public.

1.1.3.3.3 Minutes of BAC meetings and decisions are delivered

to concerned elective officials.

1.1.3.3.4 Notices as well as outcomes of bids, e.g., awarded

supplier and price, are not only published in newspapers but

also circulated more widely, such as on bulletin boards of

parishes, chambers of commerce, civic organizations.

1.1.3.3.5 LGU bidding process and purchases are published in

the local paper and/or broadcast over local radio on a regular

basis.

1.1.3.4 Management Systems 1.1.3.4.1 The LGU has an Annual Procurement Program for the

current fiscal year (Sec 373).

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1.1.3.4.2 There is a process for checking whether the delivered

items match the specifications in the Purchase Order.

1.1.3.4.3 The BAC conducts bulk bidding (e.g., consolidated

procurement for logistical requirements within one quarter)

1.1.3.4.4 Standard unit costs for different types of construction

work are established. These standards are publicly

disseminated.

1.1.3.5 Participation 1.1.3.5.1 NGO’s and people’s organizations are represented in

public biddings.

1.1.3.6 Continuous Improvement/

Innovation

1.1.3.6.1 There is a periodic review of the procurement process

to identify areas for improvement.

1.1.3.6.2 The LGU has applied Information and Communication

Technology to the process of procurement.

3.2 Support to

Education Services

1.   Functionality of the Local School Board 3.2.1 Organization and Staffing 3.2.1.1 The LGU has a Local School Board whose membership

is in accordance with Sec 98 of RA 7160. (see last page)

2.   Support to Elementary and Secondary

Education from the Special Education Fund

3.2.2 Legislative Support and Other

Enabling Mechanisms

3.2.2.1 The Local School Board has submitted an annual

education budget to the Sanggunian.

3.   Support to education from the General Fund 3.2.2.2 The Local School Board has served as an advisory

committee to the Sanggunian.

4.   Quality of the Alternative Learning System 3.2.2.3 There is a Sanggunian standing committee on

education.

3.2.2.4 The Sanggunian has approved ordinances to ensure

that education is made available to the inhabitants of the LGU

(Sec 458 (a)(5) for cities; Sec 447 (a) (5) for municipalities; Sec

468 (a) (5) for provinces).

3.2.2.5 There is legislation supporting the plans and programs

of the Local School Board.

3.2.2.6 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding education consistent with other existing laws and

ordinances.

3.2.3 Transparency 3.2.3.1 The LGU regularly keeps the public informed about

education issues, concerns, projects, and activities.

3.2.3.2The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

3.2.3.3 Information about the plans and programs in this service

area are open and easily accessible to the public.

3.2.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

3.2.4 Management Systems 3.2.4.1 The LGU has an Annual Education and Sports Plan/

Program.

3.2.4.2 The LGU has a system for monitoring the

implementation of education plans/ programs.

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3.2.4.3 The LGU has a system for assessing completed

education plans/ programs.

3.2.4.4 The LSB serves as an advisory committee to the

Sanggunian on educational matters.

3.2.4.5 The LSB meets regularly once a month.

3.2.4.6 There basic facilities for education.

3.2.4.6.1 There are school buildings and other

facilities for public elementary and secondary schools.

3.2.4.6.2 There is one day care center per barangay.

3.2.4.6.3 There is at least one sports facility per

barangay.

3.2.4.6.4 There are athletic fields and/ or playgrounds

with a size of at least 0.5 hectare per 1,000

population.

3.2.4.7 The LGU has mutual cooperation agreements with other

LGUs to implement programs in education.

3.2.4.8      There is a responsive school board budget

that is:

3.2.48.1 Linked to locally identified needs and

priorities

3.2.4.8.2 Prepared in a participative manner

3.2.4.8.3 Communicated to all stakeholders

3.2.4.9 There is complementation/ synergy with other local

government programs/ services. (Example: education programs

link with information programs of LGU, SPES and local

government computerization)

3.2.4.10 The education facilities such as:

3.2.4.10.1 Science and computer laboratories

3.2.4.10.2 Internet connectivity

3.2.4.11 There are books and other learning materials:

3.2.4.11.1 Textbooks on core subject areas (1:1 ratio)

3.2.4.11.2 References

3.2.4.11.3Locally developed workbooks on core

subject areas

3.2.4.11.4 Locally developed standardized lesson

plans (for teachers)

3.2.4.12 The LGU has program/s for the education of

youngsters with physical (e.g., visual- and hearing-impaired)

and mental disability

3.2.4.13 The LGU has program/s for average learners, the

gifted and the differently-abled.

3.2.5 Participation 3.2.5.1 The local community is involved in supporting schools

and day care operations.

3.2.5.2 The local community is involved in the:

3.2.5.2.1 Formulation of plans/programs – the

community provides substantive inputs to the

development/ design of plans/ programs in

this service area.

3.2.4.7.1 What other forms of linkages or partnerships has the

LGU made to support programs in education?

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3.2.5.2.2 Implementation of plans/programs –

the community has an active role in executing

plans/ programs in this service area.

3.2.5.2.3 Monitoring of plans/ programs – the

community plays a key role in monitoring the

implementation of plans/ programs in this

service area

3.2.5.2.4 Evaluation of programs – the

community plays a key role in assessing

completed plans/ programs in this service

area.

3.2.5.3 Citizen/Community participation or inputs has resulted in

changes in education policies, plans and programs.

3.2.5.4 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

3.2.6 Continuous Improvement/

Innovation

3.2.6.1The LGU has introduced innovations in the education

service area.

3.2.7 Customer Service 3.2.7.1 The LGU reviews/evaluates its education services to

identify areas for improvement.

3.2.7.2 The LGU streamlines its education services in terms of

reduction in:

3.2.7.2.1 processing/transaction time

3.2.7.2.2 number of requirements

3.2.7.2.3 number of signatories

3.2.7.2.4 number of steps

3.2.7.3 The LGU solicits feedback from its clients regarding its

services through informal means (e.g., spontaneous feedback

from clients, interviews and other methods that are unstructured

or done randomly)

3.3 Support to

Housing and Basic

Utilities

1.   Presence of database for the housing sector 3.3.1 Organization and Staffing 3.3.1.1 There is a Local Housing Board.

2.   Types of services provided for the housing

sector

3.3.1.2 There is an office or officer dedicated to housing or

urban poor concerns.

3.3.1.3 There are officials and staff assigned to housing

concerns who:

3.3.1.3.1 Are capable of formulating a Shelter Plan.

3.3.1.3.2 Have experience and knowledge in Community

Organizing.

3.2.5.3.1 If so, cite a case:

3.2.6.1.1 Describe these improvements/ innovations.

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3.3.1.3.3 Can explain the different socialized housing

programs available to the urban poor, such as the

Community Mortgage Program.

3.3.1.3.4 Are well-versed on the provisions of RA 7279 (the

Urban Development and Housing Act). (see last page)

3.3.2 Legislative Support and Other

Enabling Mechanisms

3.3.2.1 There is a Sanggunian standing committee on

housing/shelter.

3.3.2.2 The Sanggunian has appropriated funds for the LGU’s

housing program.

3.3.2.3 The Sanggunian has approved ordinances to ensure the

efficient and effective water supply services and facilities (Sec

458 (a)(5) for cities; Sec 447 (a) (5) for municipalities; Sec 468

(a) (5) for provinces). (see last page)

3.3.2.4 The Local Housing Board coordinates with the

Legislative Council.

3.3.2.5      Aside from the mandated Ordinances and

Resolutions (RA 7160), the Sanggunian has passed other

legislation regarding housing/shelter consistent with other laws

and ordinances.

3.3.3 Transparency 3.3.3.1 Local Housing Board plans and activities are

communicated to the community.

3.3.3.2The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

3.3.3.3 Information about the plans and programs in this

service area are open and easily accessible to the public.

3.3.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

3.3.4 Management Systems 3.3.4.1      The Local Housing Board :

3.3.4.1.1 conducts a registration of applicants for

socialized housing.

3.3.4.1.2 identifies socialized housing sites.

3.3.4.1.3 has formulated a Local Shelter Plan.

3.3.4.1.4 supervises the preparation of development plans

for housing sites or relocation sites.

3.3.4.1.5 monitors the development of housing sites or

relocation sites.

3.3.4.1.6 evaluates or assesses completed housing sites

or relocation sites.

3.3.4.1.7coordinates the delivery of services needed to

support housing sites or relocation sites, such as provision

of potable water, electrification, etc.

3.3.4.2The LGU provides seawalls, dikes, drainage and

sewerage, and flood control facilities (Sec. 17)

3.3.4.3 The LGU has mutual cooperation agreements with other

LGUs to implement programs in housing.

3.3.4.4 The LGU taps educational/ research institutions for

technical assistance and/or capacity building in housing.

3.3.2.4.1 Describe the means of coordination:

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3.3.5 Participation 3.3.5.1 The Local Housing Board conducts sessions with urban

poor communities to assist in the formation of urban poor

associations.

3.3.5.2 The Local Housing Board includes civil society in the:

3.3.5.2.1 Formulation of plans/programs –

where they provide substantive inputs to the

development/ design of plans/ programs in

this service area.

3..5.2.2 Implementation of plans/programs –

where they have an active role in executing

plans/ programs in this service area.

3.3.5.2.3 Monitoring of plans/ programs –

where they play a key role in monitoring the

implementation of plans/ programs in this

service area

3.3.5.2.4 Evaluation of programs – where they

play a key role in assessing completed plans/

programs in this service area.

3.3.5.3 Citizen participation or inputs has resulted in changes in

shelter plans/ programs.

3.3.5.4 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

3.3.6 Continuous Improvement/

Innovation

3.3.6.1      The LGU has introduced

improvements/innovations in shelter provision.

3.3.7 Customer Service 3.3.7.1 The LGU reviews/evaluates its housing services to

identify areas for improvement.

3.3.7.2 The LGU streamlines its housing services in terms of

reduction in:

3.3.7.2.1 processing/transaction time

3.3.7.2.2 number of requirements

3.3.7.2.3 number of signatories

3.3.7.2.4 number of steps

3.3.7.3 The LGU solicits feedback from its clients regarding its

services through informal means (e.g., spontaneous feedback

from clients, interviews and other methods that are unstructured

or done randomly)

3.3.7.4      The Housing Office has its own, or is part of

the LGU’s, institutionalized program for sustained

service improvement.

3.3.7.4.1 It has formulated its service vision, values and

strategies

3.3.7.4.2 It has conducted a service audit to identify

problems in service delivery, including conducting a survey

to get feedback from internal and external customers.

3.3.5.3.1 If so, cite a case:

3.3.6.1.1 Describe these improvements/innovations:

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3.3.7.4.3 It has formulated service improvement

recommendations that would address identified weak

points in service delivery.

3.3.7.4.4 It has made the necessary changes or

interventions to improve service, such as providing basic

customer service skills training to frontline personnel, and

putting in place performance standards.

3.3.7.4.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the

types of services they can avail of, response time and

person responsible.

3.4 Peace, Security

and Disaster Risk

Management

1.         Functionality of the Peace and Order

Council

3.4.1 Organization and Staffing 3.4.1.1 There is a Local Disaster Coordinating Council whose

composition is in accordance with the provisions of PD 1566

and DILG MC 86-16. (see last page)

2.         Quality of the Integrated Area Community

Public Safety Plan

3.4.1.2 There is a Local Peace and Order Council whose

composition is in accordance with the provisions of section 116

of RA 7160 and EO 309 as amended, series of 1988. (see last

page)

3.         Quality of Accomplishments 3.4.1.3 There is a Women’s and Children’s desk that is staffed

by trained personnel.

4.         Provision of sites for protective services 3.4.2 Legislative Support and Other

Enabling Mechanisms

3.4.2.1 There is a standing committee in the Sanggunian that

focuses on Peace, Security and Disaster-Preparedness.

5.         Functionality of the Local Council for the

Protection of Children

6.         Adequacy of financial support to Lupong

Tagapamayapa

3.4.2.2 The Sanggunian has approved ordinances necessary

for the maintenance of peace and order and public safety (Sec

458 (a)(4) for cities; Sec 447 (a) (4) for municipalities; Sec 468

(a) (4) for provinces). (see last page)

7.         Percentage of interpersonal disputes

resolved through Lupong Tagapamayapa

3.4.2.3 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding Peace, Security and Disaster-Preparedness

consistent with other laws and ordinances.

8.         Percentage of amicable settlements

sustained under Lupong Tagapamayapa

3.4.3 Transparency 3.4.3.1 There are IEC campaigns regarding LGU services

related to Peace, Security and Disaster-Preparedness.

9.         Functionality of the Local Disaster

Coordinating Council

3.4.3.2The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

10.     LGU disaster-preparedness 3.4.3.3 Information about the plans and programs in this service

area are open and easily accessible to the public.

11.     Adequacy of services for disaster victims 3.4.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

12.     Rehabilitation Effort 3.4.4 Management Systems 3.4.4.1      The Local Disaster Coordinating Council

has:

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3.4.4.1.1 Coordinated disaster operation activities within

the LGU’s territorial jurisdiction.

3.4.4.1.2 Implemented the guidelines set by the higher

level LDCC.

3.4.4.1.3 Advised the Barangay Disaster Coordinating

council regarding disaster preparedness.

3.4.4.1.4 Submitted recommendations to the higher level

LDCC.

3.4.4.1.5 (for provincial level only) Formulated an

Integrated Calamity and Disaster Preparedness Plan that

is for the current year and fully implemented.

3.4.4.1.6 A system to monitor plans and programs.

3.4.4.2 The Local Peace and Order Council has:

3.4.4.2.1 Formulated and recommended measures to

improve peace and order and public safety in the locality.

3.4.4.2.2 Monitored the locality’s peace and order

programs and projects, counter-insurgency programs and

activities of the Civilian Volunteer Self-defense

Organizations.

3.4.4.2.3 Conducted periodic assessment of the prevailing

peace and order situation in the locality and submitted a

report thereon with recommendations to the chair of the

NPOC.

3.4.4.2.4 Received complaints against government

personnel, civilian or military; endorsed the same to the

agency concerned; and demanded/ compelled such

agency to submit reports of action taken.

3.4.4.3The Women’s and Children’s desk has a quick response

system.

3.4.4.4 The LGU has appropriated 5% of the estimated revenue

form regular sources as annual appropriation for calamities

(sec. 324)

3.4.4.5 The LGU is a member of a “network” of LGUs (e.g., a

formal alliance, or a metropolitan type of governance body) that

serves as avenue for area-wide planning and coordination,

improving the quality of service of member-LGUs through

resource sharing, and advocating for the needs of member-

LGUs with the national government and other funding agencies.

Such an arrangement is formalized, e.g., through a MOA.

3.4.4.6 This service area has benefited from the LGU’s

membership in a “network” (examples of benefits may include

better planning and coordination with other LGUs, improved

service, more funding, etc.).

3.4.5 Participation 3.4.5.1 The community is involved in the:

3.4.5.1.1 Formulation of plans/programs – the

community provides substantive inputs to the

development/ design of plans/ programs in

this service area.

3.4.5.1.2 Implementation of plans/programs –

the community has an active role in executing

plans/ programs in this service area.

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3.4.5.1.3 Monitoring of plans/ programs – the

community has a key role in monitoring the

implementation of plans/ programs in this

service area

3.4.5.1.4 Evaluation of programs – the

community has a key role in assessing

completed plans/ programs in this service

area.

3.4.5.2 Citizen/Community participation or inputs has resulted in

changes in peace, security and disaster preparedness policies,

plans and programs.

3.4.5.3 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

3.4.6 Continuous Improvement/

Innovation

3.4.6.1      The LGU has introduced innovations in

Peace, Security and Disaster-Preparedness

3.4.7 Customer Service 3.4.7.1 The LGU reviews/evaluates its peace, security and

disaster preparedness services to identify areas for

improvement.

3.4.7.2 The LGU streamlines its peace, security and disaster

preparedness services in terms of reduction in:

3.4.7.2.1 processing/transaction time

3.4.7.2.2 number of requirements

3.4.7.2.3 number of signatories

3.4.7.2.4 number of steps

3.4.7.3 The LGU solicits feedback from its clients regarding its

services through informal means (e.g., spontaneous feedback

from clients, interviews and other methods that are unstructured

or done randomly)

4. Economic Governance

4.1 Support to

Agriculture Services

1.         Extent of support to agriculture 4.1.1 Organization and Staffing 4..1.1.1 There is a dedicated Officer or Office for the

development of agriculture and fisheries.

2.         Percentage of farming households

benefitting from agricultural extension or on-site

reasearch services and facilities

4.1.1.2 The officials and/or employees assigned are capable of

formulating an Agricultural Development Plan, or a Fisheries

Development Plan.

3.         Presence of other alternative or innovative

assistance to farmers

4.1.2 Legislative Support and Other

Enabling Mechanisms

4.1.2.1 There is a standing Committee in the Legislative

Council that attends to agricultural or fishery matters.

4.1.2.2 The Sanggunian has approved ordinance and passed

resolutions to encourage and accelerate agriculture and

fisheries development. (see last page)

3.4.5.2.1 If so, cite a case:

3.4.6.1.1 Describe these innovations. (e.g.,

emergency response system)

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4.1.2.3 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding agriculture and fisheries consistent with other laws

and ordinances.

4.1.3 Transparency 4.1.3.1 There are public announcements regarding agricultural

and fisheries development.

4.1.3.2 The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

4.1.3.3 Information about the plans and programs in this service

area are open and easily accessible to the public.

4.1.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

4.1.4 Management Systems 4.1.4.1 The LGU operates all mandated services/ facilities for

farmers/fisherfolk (sec. 17) (see last page)

4.1.4.2 The LGU has a strategic or long-range plan for

agricultural development.

4.1.4.3 The LGU has a strategic or long-range plan for fisheries

development.

4.1.4.4 The LGU has a standard process for identifying and

planning projects for agricultural and fisheries development.

4.1.4.5 The LGU monitors the implementation and progress of

agricultural and fisheries development projects.

4.1.4.6 The LGU assess completed agricultural and fisheries

development projects.

4.1.4.7 The LGU is a member of a “network” of LGUs (e.g., a

formal alliance, or a metropolitan type of governance body) that

serves as avenue for area-wide planning and coordination,

improving the quality of service of member-LGUs through

resource sharing, and advocating for the needs of member-

LGUs with the national government and other funding agencies.

Such an arrangement is formalized, e.g., through a MOA.

4.1.4.8 This service area has benefited from the LGU’s

membership in a “network” (examples of benefits may include

better planning and coordination with other LGUs, improved

service, more funding, etc.).

4.1.5 Participation 4.1.5.1 The community is involved in the:

4.1.5.1.1 Formulation of plans/programs – the

community provides substantive inputs to the

development/ design of plans/ programs in

this service area.

4.1.5.1.2 Implementation of plans/programs –

the community has an active role in executing

plans/ programs in this service area.

4.1.5.1.3 Monitoring of plans/ programs – the

community has a key role in monitoring the

implementation of plans/ programs in this

service area

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4.1.5.1.4 Evaluation of programs – the

community has a key role in assessing

completed plans/ programs in this service

area.

4.1.5.2 Community participation or inputs has resulted in

changes in agriculture and fisheries policies, plans and

programs.

4.1.5.3 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

4.1.6 Continuous Improvement/

Innovation

4.1.6.1      The LGU has introduced innovations in

agricultural development or fisheries development.

4.1.7 Customer Service 4.1.7.1 The LGU reviews/evaluates its agriculture and fisheries

services to identify areas for improvement.

4.1.7.2 The LGU streamlines its agriculture and fisheries

services in terms of reduction in:

4.1.7.2.1 processing/transaction time

4.1.7.2.2 number of requirements

4.1.7.2.3 number of signatories

4.1.7.2.4 number of steps

4.1.7.3 The LGU solicits feedback from its clients regarding its

agriculture and fisheries services through informal means (e.g.,

spontaneous feedback from clients, interviews and other

methods that are unstructured or done randomly)

4.1.7.4 The agriculture and fisheries development office has its

own, or is part of the LGU’s, institutionalized program for

sustained service improvement.

4.1.7.4.1 It has formulated its service vision, values

and strategies

4.1.7.4.2 It has conducted a service audit to identify

problems in service delivery, including conducting a

survey to get feedback from internal and external

customers.

4.1.7.4.3 It has formulated service improvement

recommendations that would address identified weak

points in service delivery.

4.1.7.4.4 It has made the necessary changes or

interventions to improve service, such as providing

basic customer service skills training to frontline

personnel, and putting in place performance

standards.

4.1.7.4.5 Service commitments or standards are

posted in conspicuous places in the office to let the

public know the types of services they can avail of,

response time and person responsible.

4.1.5.2.1 If so, cite a case:

4.1.6.1.1 Describe these innovations.

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4.2 Support to Fishery

Services

1.         Functionality of the Fisheries and Aquatic

Resource Management Council

SEE AGRICULTURE INDICATORS

2.         Support to fisherfolks and fishing industry

3.         Percentage of fishing households benefitting

from extension or on-site research services and

facilities

4.         Presence of other alternative or innovative

assistance to fisherfolks

4.3 Entrepreneurship,

Business, and Industry

Promotion

4.2.1 Organization and Staffing 4.2.1.1 There is an office, officer or personnel for the

enterprise, business and industrial promotion function.

1.         Quality of Civil Application System to

Business Sector

4.2.1.2 These personnel are capable of developing and

implementing investment promotion plans and programs.

2.         Processing time of Building Permit, Building

Occupancy Permit and Business Permit

4.2.1.4 There is a development council for small and medium

enterprises.

3.         Presence of a local government-supported

administrative body that is responsible in the

promotion of business and industry

4.2.1.5 There is a public enterprises office or officer.

4.         Quality of direct support services to

businesses, enterprises and industries

4.2.2 Legislative Support and Other

Enabling Mechanisms

4.2.2.1 There is a standing committee in the Sanggunian that

attends to enterprise, business and industrial promotion

matters.

4.2.2.2 The Sanggunian has approved the budget for

enterprise, business and industrial promotion.

4.2.2.3 There is a Sanggunian committee on market and other

local enterprises.

4.2.2.4 For Cities and Municipalities: The Sanggunian has

approved ordinances and passed resolutions to regulate

activities intended to encourage and accelerate economic

activity in the province/ city/ municipality.

4.2.2.5 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding Enterprise, Business and Industrial Promotion

consistent with other laws and ordinances.

4.2.3 Transparency 4.2.3.1 There are regular public announcements regarding

enterprise, business and industrial promotion.

4.2.3.2The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

4.2.3.3 Information about the plans and programs in this

service area are open and easily accessible to the public.

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4.2.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

4.2.4 Management Systems 4.2.4.1 There are simplified procedures for issuance of

appropriate permits to start an enterprise.

4.2.4.2 The LGU supports start-ups, SMEs or cooperatives.

4.2.4.3 For provinces: The LGU has industrial research and

development services (Sec 17)

4.2.4.4 The LGU has an Investment Plan.

4.2.4.5 Public enterprises have been established, such as

public market, slaughterhouse, or others.

4.2.4.6 There is an operational program/ plan on local

enterprises.

4.2.4.7 There is a compliance system or plan/ program

monitoring and evaluation.

4.2.4.8 There is institutional support for public enterprise

stakeholders, e.g., Market Vendors Association, etc.

4.2.4.9 The LGU has a strategic or long-range plan for

enterprise, business and industrial promotion.

4.2.4.10 There is a clear process for initiating projects.

4.2.4.11 There is a standard planning process for these

projects.

4.2.4.12 There is a standard process for monitoring the

implementation of these projects.

4.2.4.13 There is a standard process for assessing completed

projects.

4.2.4.14 The LGU is a member of a “network” of LGUs (e.g., a

formal alliance, or a metropolitan type of governance body) that

serves as avenue for area-wide planning and coordination,

improving the quality of service of member-LGUs through

resource sharing, and advocating for the needs of member-

LGUs with the national government and other funding agencies.

Such an arrangement is formalized, e.g., through a MOA.

4.2.4.15 This service area has benefited from the LGU’s

membership in a “network” (examples of benefits may include

better planning and coordination with other LGUs, improved

service, more funding, etc.).

4.2.5 Participation 4.2.5.1 The community is involved in the:

4.2.5.1.1 Formulation of plans/programs – the

community provides substantive inputs to the

development/ design of plans/ programs in

this service area.

4.2.5.1.2 Implementation of plans/programs –

the community has an active role in executing

plans/ programs in this service area.

4.2.5.1.3 Monitoring of plans/ programs – the

community has a key role in monitoring the

implementation of plans/ programs in this

service area

4.2.5.1.4 Evaluation of programs – the

community has a key role in assessing

completed plans/ programs in this service

area.

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4.2.5.2 Community participation or input has resulted in

changes in enterprise, business and industrial promotion

policies, plans and programs.

4.2.5.3 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

4.2.6 Continuous Improvement/

Innovation

4.2.6.1 The LGU has introduced innovations in enterprise,

business and industrial promotion.

4.2.6.2 The LGU has an enterprise, business and industrial

promotion center.

4.2.7 Customer Service 4.2.7.1 The LGU reviews/evaluates its enterprise, business and

industrial promotion services to identify areas for improvement.

4.2.7.2      The LGU streamlines its enterprise,

business and industrial promotion in terms of

reduction in:

4.2.7.2.1 processing/transaction time

4.2.7.2.2 number of requirements

4.2.7.2.3 number of signatories

4.2.7.2.4 number of steps

4.2.7.3 The LGU solicits feedback from its clients regarding its

enterprise, business and industrial promotion services through

iformal means (e.g., spontaneous feedback from clients,

interviews and other methods that are unstructured or done

randomly)

4.2.7.4 The investment promotion office has its own, or is part

of the LGU’s, institutionalized program for sustained service

improvement.

4.2.7.4.1 It has formulated its service vision, values

and strategies

4.2.7.4.2 It has conducted a service audit to

identify problems in service delivery, including

conducting a survey to get feedback from internal

and external customers.

4.2.7.4.3 It has formulated service improvement

recommendations that would address identified

weak points in service delivery.

4.2.7.4.4 It has made the necessary changes or

interventions to improve service, such as providing

basic customer service skills training to frontline

personnel, and putting in place performance

standards.

4.2.7.4.5 Service commitments or standards are

posted in conspicuous places in the office to let the

public know the types of services they can avail of,

response time and person responsible.

4.2.6.1.1 Describe these innovations.

4.2.5.2.1 If so, cite a case:

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5.      Environmental Governance

5.1 Forest Ecosystem

Management

5.1.1 Organization and Staffing 5.1.1.1 There is an LGU office or official dedicated to Natural

Resources Management.

1.         Integration of forest management program in

the Comprehensive Land Use Plan or Provincial

Development Physical Framework Plan

5.1.1.2 These officials/employees are capable of formulating

Environmental Management Plans, such as a Forest

Management Plan, a Coastal Management Plan, etc.

2.         Involvement of NGOs, POs and Private

Sector in the protection and management of forest

3.         Adequacy of forest management efforts 5.1.2 Legislative Support and Other

Enabling Mechanisms

5.1.2.1 There is a committee in the Local Sanggunian that is

responsible for environmental management.

5.2 Freshwater

Ecosystem

Management

5.1.2.2 There is legislation guiding environmental management

in the LGU.

1.         Integration of freshwater protection or

rehabilitation program in the Comprehensive Land

Use Plan or Provincial Development Physical

Framework Plan

5.1.2.3 The Sanggunian has approved ordinances and passed

resolutions necessary for the protection of the environment and

natural resources (Sec 458 (a) (4) and (5) for cities; Sec 447 (a)

(4) and (5) for municipalities; Sec 468 (a) (4) and (5) for

provinces).

2.         Involvement of NGOs, POs and Private

Sector or the general public in the protection and

rehabilitation of freshwater, i.e. river or lake

5.1.2.4 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding Natural Resources Management consistent with other

laws and ordinances.

3.         Adequacy of freshwater ecosystem

management efforts

5.3 Coastal Marine

Ecosystem

Management

5.1.3 Transparency 5.1.3.1 There are IEC campaigns to reduce illegal harvesting of

animals and plant life in restricted areas.

1.         Integration of coastal marine resource

rehabilitation or protection program in the

Comprehensive Land Use Plan or Provincial

Development Physical Framework Plan

5.1.3.2 There are IEC materials to conserve natural resources.

2.         Involvement of NGOs, POs and Private

Sector in the protection and rehabilitation of coastal

areas

5.13.3The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

3.         Adequacy of coastal marine ecosystem

management efforts

5.1.3.4 Information about the plans and programs in this service

area are open and easily accessible to the public.

5.1.3.5 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

5.1.4 Management Systems 5.1.4.1 There is an inventory of the natural resources under the

jurisdiction of the LGU.

For municipalities and cities:

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5.1.4.2 The LGU has community-based forestry project which

include integrated social forestry programs and similar projects,

management and control of communal forests, establishment of

tree parks, greenbelts, and similar forest development projects

(Sec 17).

5.1.4..3 The LGU has implemented water and soil resource

utilization and conservation projects (Sec 17).

5.1.4.4 There is a strategic or long-range plan for the

conservation and management of these resources.

5.1.4.5 Plans and projects are clearly identified in the strategic

plan.

5.1.4.6 The LGU has a standard planning method or format for

environmental plans.

5.1.4.7 The LGU has a mechanism for monitoring the

implementation or progress of environmental projects.

5.1.4.8 The LGU has a standard approach to assessment of

completed environmental projects.

5.1.4.9The LGU is a member of a “network” of LGUs (e.g., an

formal alliance, or a metropolitan type of governance body) that

serves as avenue for area-wide planning and coordination,

improving the quality of service of member-LGUs through

resource sharing, and advocating for the needs of member-

LGUs with the national government and other funding agencies.

Such an arrangement is formalized through a MOA.

5.1.4.10 This service area has benefited from the LGU’s

membership in a “network” (examples of benefits may include

better planning and coordination with other LGUs, improved

service, more funding, etc.).

5.1.5Participation 5.1.5.1 The community is involved in the:

5.1.5.1.1 Formulation of the plans/programs - the community

provides substantive inputs to the development/ design of

plans/ programs for this service area.

5.1.5.1.2 Implementation of the plans/programs - the community

has an active role in executing plans/ programs for this service

area.

5.1.5.1.3 Monitoring of the plans/programs - the community has

a key role in monitoring the implementation of plans/ programs

for this service area.

5.1.5.1.4 Evaluation of the plans/programs - the community has

a key role in assessing completed plans/ programs for this

service area.

5.1.5.2 Community participation or inputs has resulted in

changes in natural resource management policies, plans and

programs.

5.1.5.2.1 If so, cite a case:

5.1.5.3      The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

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5.1.6 Continuous Improvement/

Innovation

5.1.6.1 The LGU has implemented innovative programs relating

to Natural Resources Management.

5.1.6.1.1 Describe these programs:

5.1.7 Customer Service 5.1.7.1 The LGU reviews/evaluates its natural resource

management service to identify areas for improvement.

5.1.7.2 The LGU streamlines its natural resource management

service in terms of reduction in:

5.1.7.2.1 processing/transaction time

5.1.7.2.2 number of requirements

5.1.7.2.3 number of signatories

5.1.7.2.4 number of steps

5.1.7.3 The LGU solicits feedback from its clients regarding its

natural resource management services through informal

means (e.g., spontaneous feedback from clients, interviews and

other methods that are unstructured or done randomly)

5.1.7.4 The natural resource management office has its own, or

is part of the LGU’s, institutionalized program for sustained

service improvement.

5.1.7.4.1 It has formulated its service vision, values and

strategies

5.1.7.4.2 It has conducted a service audit to identify problems in

service delivery, including conducting a survey to get feedback

from internal and external customers.

5.1.7.4.3 It has formulated service improvement

recommendations that would address identified weak points in

service delivery.

5.1.7.4.4 It has made the necessary changes or interventions to

improve service, such as providing basic customer service skills

training to frontline personnel, and putting in place performance

standards.

5.1.7.4.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the types

of services they can avail of, response time and person

responsible.

5.4 Urban Ecosystem

Management

1.         Integration of pollution control program in the

Comprehensive Development Plan or Provincial

Development Physical Framework Plan

5.2.1 Organization and Staffing 5.2.1.1 There is a dedicated an Ecological Waste Management

Board and/or Pollution Control or task force for the waste

management and pollution control function.

2.         Involvement of NGOs, POs and Private

Sector or the general public in the protection of the

environment from air or water pollution

5.2.1.2 The officials/employees assigned are capable of

developing a Waste Management and/or Pollution Control plan.

3.         Adequacy of effort to enforce pollution

control measures

4.         Functionality of the Solid Waste

Management Board

5.2.2 Legislative Support and Other

Enabling Mechanisms

5.2.2.1 There is a standing committee on its waste

management and pollution control in the Sanggunian.

5.         Quality of a Solid Waste Management Plan 5.2.2.2 There is Sanggunian approval of the budget for waste

management and pollution control.

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6.         Percentage of Barangays with Material

Recovery Facilities

5.2.2.3 For cities and municipalities: The Sanggunian has

approved ordinances and passed resolutions that regulate

activities relative to the use of land, buildings and structures

within the city/municipality to promote cleanliness and

sanitation.

7.         Effectiveness of Solid Waste Collection and

Disposal

5.2.2.4 Aside from the mandated Ordinances and Resolutions

(RA 7160), the Sanggunian has passed other legislation

regarding Waste Management and Pollution Control consistent

with other existing laws and ordinances.

8.         Presence of facilities as final disposal of

solid wastes5.2.3 Transparency 5.2.3.1 There are public announcements regarding LGU

services and requirements related to waste management and

pollution control.

5.2.3.2 The LGU uses the appropriate media to communicate

with its intended audience (e.g., print, radio, tv, barangay

assemblies, town hall meetings, etc.).

5.2.3.3 Information about the plans and programs in this service

area are open and easily accessible to the public.

5.2.3.4 Records of transactions and other public documents

within this service area are open and easily accessible to the

public.

5.2.4 Management Systems 5.2.4.1 There are strategies for re-use, recycling, or reduction.

5.2.4.2 For cities and municipalities: The LGU has established a

solid waste disposal system or environmental management

system and services or facilities related to general hygiene and

sanitation. (Sec. 17)

5.2.4.3      There is a strategic or long-range plan for this service

area.

5.2.4.4      Plans and projects are clearly identified in the

strategic or long-range plan.

5.2.4.5      The LGU has a standard planning method or format

for plans in this service area.

5.2.4.6      The LGU has a mechanism for monitoring the

implementation or progress of projects in this service area.

5.2.4.7      The LGU has a standard approach to assessment of

completed projects.

5.2.4.8      The LGU has mutual cooperation agreements or

linkages with other LGUs to implement programs in this service

area.

5.2.4.9 The LGU has a Dumpsite or a Landfill, or the LGU has

access to a Dumpsite or Landfill operated by another LGU.

5.2.4.10 There are plans or alternate sites in case the landfill or

dumpsite will be full within the next five (5) years.

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5.2.4.11 The LGU is a member of a “network” of LGUs (e.g., an

formal alliance, or a metropolitan type of governance body) that

serves as avenue for area-wide planning and coordination,

improving the quality of service of member-LGUs through

resource sharing, and advocating for the needs of member-

LGUs with the national government and other funding agencies.

Such an arrangement is formalized through a MOA.

5.2.4.12 This service area has benefited from the LGU’s

membership in a “network” (examples of benefits may include

better planning and coordination with other LGUs, improved

service, more funding, etc.).

5.2.5 Participation 5.2.5.1 The community is involved in the:

5.2.5.1.1 Formulation of the plans/programs - the community

provides substantive inputs to the development/ design of

plans/ programs for this service area.

5.2.5.1.2 Implementation of the plans/programs - the community

has an active role in executing plans/ programs for this service

area.

5.2.5.1.3 Monitoring of the plans/programs - the community has

a key role in monitoring the implementation of plans/ programs

for this service area.

5.2.5.1.4 Evaluation of the plans/programs - the community has

a key role in assessing completed plans/ programs for this

service area.

5.2.5.2 Community participation or inputs has resulted in

changes in the annual waste management and pollution control

plan/ program.

5.2.5.2.1 If so, cite a case:

5.2.5.3 The LGU has a formalized mechanism for citizen

participation, such as a people’s council in which accredited

NGOs and people’s organizations are members. Such a

mechanism ensures that the community/ stakeholders are

consulted and are actively involved in major stages of plans/

programs in this service area and others. It is institutionalized

through an ordinance.

5.2.6 Continuous Improvement/

Innovation

5.2.6.1 The LGU has introduced innovations in Waste

Management and Pollution Control.

5.2.6.1.1 Describe these innovations.

5.2.7 Customer Service 5.2.7.1 The LGU reviews/evaluates its waste management and

pollution control services to identify areas for improvement.

5.2.7.2 The LGU has streamlined its waste management and

pollution control in terms of reduction in:

5.2.7.2.1 processing/transaction time

5.2.7.2.2 number of requirements

5.2.7.2.3 number of signatories

5.2.7.2.4 number of steps

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5.2.7.3 The LGU solicits feedback from its clients regarding its

waste management and pollution control services through

informal means (e.g., spontaneous feedback from clients,

interviews and other methods that are unstructured or done

randomly).

5.2.7.4 The waste management and pollution control office has

its own, or is part of the LGU’s, institutionalized program for

sustained service improvement.

5.2.7.4.1 It has formulated its service vision, values and

strategies

5.2.7.4.2 It has conducted a service audit to identify problems in

service delivery, including conducting a survey to get feedback

from internal and external customers.

5.2.7.4.3 It has formulated service improvement

recommendations that would address identified weak points in

service delivery.

5.2.7.4.4 It has made the necessary changes or interventions to

improve service, such as providing basic customer service skills

training to frontline personnel, and putting in place performance

standards.

5.2.7.4.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the types

of services they can avail of, response time and person

responsible.

1.      Valuing Fundamentals of

Good Governance

1.1 Participation

1.      Representation of NGOs, POs and Private

Sector in the Local Special Bodies

Participation indicators are distributed along the

other service areas

2.      Presence of feedback mechanism to generate

citizen views on the reach and quality of LGU

services

3.      Involvement of NGOs, POs and Private

Sector in the implementation of LGU development

projects

1.2 Transparency

1.       Presence of Public Information Office or Desk Participation indicators are distributed along the

other service areas

2.       Extent of communication mediums used to

update the public on local government plans,

programs and special events

3.       Accessibility of public documents such as

transaction records and contracts

1.3 Financial

Accountability

1.         Effectiveness of the LGU's Financial

Management System

1.1.1.1 Organization and Staffing 1.1.1.1.1 There is an office involved in, or personnel assigned

to perform internal control functions.

2.         Functionality of the Bids and Awards

Committee

1.1.1.1.2 The officials and/or personnel in this office can

generate:

3.         Timely liquidation of cash advances 1.1.1.1.2.1 Exception reports

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4.         Availability of status report on actions taken

by the LGU on COA Audit Findings and

Recommendations

1.1.1.1.2.2 Audit reports

1.1.1.2 Legislative Support and Other

Enabling Mechanisms

1.1.1.2.1 Executive order/s or legislative issuance/s (ordinance

or resolution) have been issued regarding the LGU’s internal

control function.

1.1.1.3Transparency 1.1.1.3.1 Audit and exception reports are open and accessible

to others in the LGU.

1.1.1.3.2 Audit and exception reports are open and accessible

to the public.

1.1.1.4 Management Systems 1.1.1.4.1 The LGU has an internal audit schedule.

1.1.1.4.2 The LGU has taken action on the findings of audit

reports.

1.1.1.6 Continuous Improvement/

Innovation

1.1.1.6.1 The LGU has introduced improvements innovations in

its Internal Control Operations.

1.1.1.6.1.1 Describe these innovations.

B. Accounting System

1.1.2.1Organization and Staffing 1.1.2.1.1 The Head of the Office of the Accountant a Certified

Public Accountant (CPA).

1.1.2.1.2 There are officials or employees in the Office of the

Accountant who can formulate or generate:

1.1.2.1.2.1 The Balance Sheet

1.1.2.1.2.2 The Income Statement, and

1.1.2.1.2.3 The Cash Flow

1.1.2.2 Legislative Support and Other

Enabling Mechanisms

1.1.1.2.1 The Sanggunian is provided with copies of the

Financial Reports of the Accounting Office.

1.1.2.3 Transparency 1.1.2.3.1. The financial reports are accessible to the public.

1.1.2.3.2 The names of officers responsible for financial

transactions are known or available to the public, or to the

media.

1.1.2.3.3. Their responsibilities are clear to the public.

1.1.2.3.4 The financial reports are published in leading/ local

papers.

1.1.2.3.5. Aside from publishing financial reports in leading

newspapers, they are widely circulated among civil

society—e.g., NGOs, people’s organizations, civic groups and

the academe.

1.1.2.3.6.The financial reports are posted on the LGU website.

1.1.2.3.7 Financial reports are posted in 3 conspicious places in

the LGU

1.1.2.4. Management Systems 1.1.2.4.1 The LCE, the Administrator, or the Finance

Committee review Accounting reports regularly.

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1.1.2.4.2 The annual Financial Statement (for the LGU, not for

the constituent barangays) is submitted by the Accounting

Office within the first twenty (20) days of January of the

succeeding year.

1.1.2.4.3 All disbursements are covered by an appropriate

budget allocation.

1.1.2.4.4 LCE Management is warned by the Accounting Office

about budget items that are not being obligated.

1.1.2.4.5 The LGU has undertaken preparations for the

implementation of the New Government Accounting System.

1.1.2.4.6 The LCE, Administrator, or the Finance Committee

has taken action or introduced reforms, on the basis of their

review of accounting reports.

1.1.2.4.6.1 If so, describe these actions and the circumstances

of their intervention:

1.1.2.4.7 Someone in the LGU is monitoring Accounting

procedures and systems to detect deviations from policies

established in the New Government Accounting System.

1.1.2.4.8 Deviations have been noted and/or reported.

1.1.2.4.8.1 What kind of deviations have been noted?

1.1.2.4.9 Sanctions have been imposed for these deviations.

1.1.2.4.9.1What kind of sanctions?

1.1.2.6 Continuous Improvement/

Innovation

1.1.2.6.1 The LGU has undertaken preparations for the

implementation of the New Government Accounting System

software.

1.1.2.6.2 The LGU has introduced improvements/ or

innovations in its accounting system.

1.1.2.6.2.1 If so, please describe the innovations.

1.1.2.7 Customer Service 1.1.2.7.1 The Accounting Office has reviewed its services to

identify areas for improvement.

1.1.2.7.2 The Accounting Office has streamlined its services in

terms of reduction in:

1.1.2.7.2.1 Processing/ transaction time

1.1.2.7.2.2 Number of requirements

1.1.2.7.2.3 Number of signatories

1.1.2.7.2.4 Number of steps

1.1.2.7.3 The Accounting Office has its own, or is part of the

LGU’s, institutionalized program for sustained service

improvement.

1.1.2.7.3.1 It has formulated its service vision, values and

strategies

1.1.2.7.3.2 It has conducted a service audit to identify problems

in service delivery, including conducting a survey to get

feedback from internal and external customers.

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1.1.2.7.3.3 It has formulated service improvement

recommendations that would address identified weak points in

service delivery.

1.1.2.7.3.4 It has made the necessary changes or interventions

to improve service, such as providing basic customer service

skills training to frontline personnel, and putting in place

performance standards.

1.1.2.7.3.5 Service commitments or standards are posted in

conspicuous places in the office to let the public know the types

of services they can avail of, response time and person

responsible.

C. Procurement System

1.1.3.1 Organization and Staffing 1.1.3.1.1 The Bidding and Awards Committee has been

convened.

1.1.3.1.2 It is headed, per RA 9184, by a third ranking

permanent official of the procuring entity other than its head.

1.1.3.1.3 The BAC has at least five (5) but not more than seven

(7) members.

1.1.3.1.4 The BAC members capable of:

1.1.3.1.4.1 Conducting a General Public Bidding

1.1.3.1.4.2 Determining appropriate alternative modes of

procurement

1.1.3.1.4.3 Prequalifying or post-qualifying a bidder

1.1.3.2 Legislative Support and Other

Enabling Mechanisms

1.1.3.2.1 The Sanggunian has passed ordinances or resolutions

towards improving the procurement system.

1.1.3.2.2 The Sanggunian is represented in the BAC.

1.1.3.3 Transparency 1.1.3.3.1 All BAC meetings held in the provincial capitol, city/

municipal hall.

1.1.3.3.2 Minutes of BAC meetings are made available to the

public.

1.1.3.3.3 Minutes of BAC meetings and decisions are delivered

to concerned elective officials.

1.1.3.3.4 Notices as well as outcomes of bids, e.g., awarded

supplier and price, are not only published in newspapers but

also circulated more widely, such as on bulletin boards of

parishes, chambers of commerce, civic organizations.

1.1.3.3.5 LGU bidding process and purchases are published in

the local paper and/or broadcast over local radio on a regular

basis.

1.1.3.4 Management Systems 1.1.3.4.1 The LGU has an Annual Procurement Program for the

current fiscal year (Sec 373).

1.1.3.4.2 There is a process for checking whether the delivered

items match the specifications in the Purchase Order.

1.1.3.4.3 The BAC conducts bulk bidding (e.g., consolidated

procurement for logistical requirements within one quarter)

1.1.3.4.4 Standard unit costs for different types of construction

work are established. These standards are publicly

disseminated.

1.1.3.5 Participation 1.1.3.5.1 NGO’s and people’s organizations are represented in

public biddings.

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1.1.3.6 Continuous Improvement/

Innovation

1.1.3.6.1 There is a periodic review of the procurement process

to identify areas for improvement.

1.1.3.6.2 The LGU has applied Information and Communication

Technology to the process of procurement.


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