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.
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)
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
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
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.
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:
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:
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.
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.
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.
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.
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
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).
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.
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?
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.
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:
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:
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:
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.
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)
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
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.
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.
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.
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:
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:
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.
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.
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.
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
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
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.
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.
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.
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.