reinventing public service a presentation by: hon. josefina m. dela cruz governor, province of...

REINVENTING REINVENTING PUBLIC SERVICEPUBLIC SERVICE

A Presentation By:

HON. JOSEFINA M. DELA CRUZHON. JOSEFINA M. DELA CRUZGovernor, Province of Bulacan and

Secretary General, League of Provinces

LOCATION OF THE PHILIPPINESLOCATION OF THE PHILIPPINES

MIDDLE

EAST

JAPAN

N. KOREA

TAIWAN

HONGKONG

VIETNAM

THAILAND

MYANMAR

BANGLADESH

INDIA

CHINA

SRI

LANKA

CAMBODIA

INDONESIA

PAPUA NEW

GUINEA

NEPALPAKISTAN

AFGHANISTAN

BHUTAN

LAOS

S. KOREA

RUSSIA

PACIFIC

OCEAN

INDIAN OCEAN

MALAYSIA

BRUNEISINGAPORE

METROMANILAManila Bay

LagunaBaySouth China Sea

ZAMBALES

TARLACNUEVA ECIJA

PAMPANGA

BATAAN

BULACAN

LOCATION OF THE PHILIPPINESLOCATION OF THE PHILIPPINES

PROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACAN

LAND

PEOPLE

• Proximate to Metro Manila• 22 Towns• 2 Cities• 569 Barangays• 262,500 hectares• Good Roads• Telecommunications, Power

and Water Supply Facilities• Industrial Estates

• 2.7 million population (projected 2004)• 98.30% literacy rate• Filipino speaking• English as second language• Rich Historical and Cultural Heritage• Entrepreneurial people

VISION STATEMENTVISION STATEMENT

A STRONG MIDDLE CLASS AS THE CORE OF

THE CITIZENRY WITH EQUAL ACCESS TO

OPPORTUNITIES AND SERVICES

MISSION STATEMENTMISSION STATEMENT

Towards this end, we are committed to pursue;• The promotion of positive Filipino values among the families

• Programs for drug free and responsible youth sector,

• Programs on sustainable development,

• The efficient delivery of health and social services,

• The protection and management of environment,

• Program aimed at food security,

• The strengthening of the SMEs,

• Programs to develop highly competent information technology in local governance,

• Proficient, motivated and inspired workforce in the bureaucracy,

• The promotion of arts, culture and tourism,

• The provision of quality services to all sectors.

• Programs for the upgrading the quality of public education

1. Reforms in Government

2. Sustainable Economic Development

3. Efficient Delivery of Health and Social Services

4. Youth, Cultural and Historical Development

5. Peace and Order

5 POINT DEVELOPMENT AGENDA5 POINT DEVELOPMENT AGENDA

• Limited resources (10% IRA cutback)

• Overstaffed bureaucracy

• Irrelevant systems and procedures

• Low morale of personnel

• Lack of sufficient incentive mechanism

• Resistance to change

• Need for reorientation

STATE OF GOVERNANCE (1998)STATE OF GOVERNANCE (1998)

PROV’LGOV’T OFBULACAN

REFORMS IN

GOV’T

REFORMS IN

GOV’T

QualityQualityandand

TimelyTimelyServiceService

totothethe

PeoplePeople

QualityQualityandand

TimelyTimelyServiceService

totothethe

PeoplePeople

IMPROVEDIMPROVEDQUALITYQUALITY

OFOFLIFELIFE

IMPROVEDIMPROVEDQUALITYQUALITY

OFOFLIFELIFE

Incentives- Salary Standardization- Housing- Awards & Recognition- Scholarships- Other Benefits

Value EnhancementTechnology Technology

upgradingupgradingMISMISGISGIS

Systems & Procedure Improvement

Local ParticipationPlanning & Budgeting

REFORMS IN GOVERNMENTREFORMS IN GOVERNMENT

PROGRAM FRAMEWORK

Professionalizing the Bureaucracy (Capacity & Capability Building, Quality Service Improvement)

PROFESSIONALIZING THE BUREAUCRACY STARTS PROFESSIONALIZING THE BUREAUCRACY STARTS WITH RIGHT SIZING THE BUREAUCRACYWITH RIGHT SIZING THE BUREAUCRACY

PROFESSIONALIZING THE BUREAUCRACY STARTS PROFESSIONALIZING THE BUREAUCRACY STARTS WITH RIGHT SIZING THE BUREAUCRACYWITH RIGHT SIZING THE BUREAUCRACY

PROVINCIAL GOVERNOR OFFICE OF THE SANGGUNIANG PANLALAWIGAN

PROVINCIAL VICE GOVERNOR / PROVINCIAL BOARD MEMBERS

OFFICE OF THE SECRETARY TO THE SANGGUNIANG PANLALAWIGAN

Secretary to the Sangguniang Panlalawigan

OFFICE OF THE PROVINCIAL ADMINISTRATOR

Provincial AdministratorPERSONAL STAFF

Provincial GovernmentDepartment Head

SPECIAL SERVICES DIVISION

PYSDO

PGADH

CUL.AFF.DIV

CAO IV

JAIL

Pro. Warden

HBCC

AO IV

PIO

PGADH

BPCC

Registrar

FIREFIGTHING

Figther II

HEALTH & SOCIAL SERVICESDIVISION

Coordinator

PROVINCIAL HEALTH OFFICE

Provincial Health Officer

PROVINCIAL SOCIAL WELFARE & DEV’T OFFICE

PSWDO

PROVINCIAL ENVIRONMENT

Provincial Government Department Head

ADMINISTRATIVE SERVICESDIVISION

Coordinator

PPDO

Provincial Planning & Dev’t. Coordinator

PROVINCIAL LEGAL OFFICE

Provincial Legal Officer

PROVINCIAL GENERALSERVICES DEPT.Provincial General

Services Officer

PROVINCIAL HUMAN RES. MGT., OFFICE


TECHNICAL SERVICESDIVISION

Coordinator

PROVINCIAL ENGINEER’S OFFICE

Provincial Enginner

PROVINCIAL AGRICULTURAL OFFICE

PROVINCIAL AGRICULTURIST

PCEDO


FINANCIAL SERVICESDIVISION

Coordinator

PROV’L ASSESSOR OFFICE

Provincial Assessor

PROVINCIAL TREASURY OFFICE

Provincial Treasurer

PROV’L ACCOUNTING OFFICE

Provincial Accountant

PROVINCIAL BUDGET OFFICE

Provincial Budget Officer

24 MUNICIPALITIES

ORGANIZATIONAL STRUCTUREPROVINCIAL GOVERNMENT OF BULACAN

MAY 1997 – JANUARY 1999

MIS – Provincial Government of BulacanHRMO – Timekeeping and Payroll System

PROVINCIAL GOVERNOR OFFICE OF THE SANGGUNIANG PANLALAWIGAN

PROVINCIAL VICE GOVERNOR / PROVINCIAL BOARD MEMBERS

OFFICE OF THE SECRETARY TO THE SANGGUNIANG PANLALAWIGAN

Secretary to the Sangguniang Panlalawigan


Provincial AdministratorPERSONAL STAFF

HEALTH & SOCIAL SERVICES DIVISION

PHO

Prov. Health

PSWDO

PSWDO

PYSEDO

PGDH

BPC

PGDH

PDCO

SOO IV

ECONOMIC SERVICESCLUSTER

FINANCIAL SERVICESCLUSTER

PROV’L TREASURY & ASSESSOR OFFICE

Provincial Treasurer

PROV’L ACCOUNTING OFFICE

Provincial Accountant

PROVINCIAL BUDGET OFFICE

Provincial Budget Officer

24 MUNICIPALITIES

ADMINISTRATIVE SERVICES CLUSTER

PPDO

PPD Coord.

PLO

PLO DH

MIS

PGDH

PIO

PGADH

JAIL

Prov. Warden

PGSD

PGS Officer

PHRMO

PGDH

PEO

Prov. Engr.

PAO (Agriculture)

Prov. Agric.

PCEDO PENRO ACTO BAPD

PDO IV

NGOsPOs

Provincial GovernmentDepartment Head


1999

• Merging of 2 big departments – the Provincial Assessor’s Office and the Provincial Treasurers Office.

• Abolition of the positions of two Assistant Department Heads – Assistant Provincial Budget Office and Assistant Provincial Social Welfare Office.

• Transfer and consolidation of the disaster function from the PSWDO to the Office of the Governor.

• Strengthening and upgrading of the functions of the General Services Department to include the Hiyas Convention Center and Commercial Offices.

• Creation of Provincial Youth, Sports and Employment Development Office.

• Upgrading of the MIS from a division to a semi-department.

• Creation of the Business Assistance and Promotions Division directly under the Office of the Governor.

• Waterways management function of ENRO was returned to PEO.

• Publication and distribution of Employee’s Handbook.

• Conversion of the Bulacan Provincial Hospital from a tertiary hospital into a teaching-training hospital.

• Standardizing the number of positions in the different district hospitals according to DOH Standards

CHANGES IN 1999 REORGANIZATION WERE:CHANGES IN 1999 REORGANIZATION WERE:

PromotedUpgradedStatus QuoDemotedGRAND TOTAL

259124

116488

1635

15.84%7.58%

71.19%5.38%100%

Total No. Percent

STATUSPermanent TemporaryCasualCoterminousContractualGRAND TOTAL

1986258424876

-12

1570

Total No.

1989270773206

646

1301

19931566

893221463

2054

199515611212641773

2036

199615521062271467

1966

19971596

601075975

1897

19981601

27684569

1810

19991584

12722361

1752

Results of the 1999 ReorganizationResults of the 1999 Reorganization

Total Number of Employees by Status of Appointment(Comparative Analysis from 1993 to 1999)


Source: Provincial Human Resource Management Office, 1999


PROVINCIAL GOVERNORSANGGUNIANG PANLALAWIGAN

VICE-GOVERNOR

PERSONAL STAFF OSSPPERSONAL STAFF

PPAO PITOPCSJMO PGSO

ACCOUNTING PBOPATOPHRMO PPDOPLO

PENRO PCEEDOPEOPSWDO PHOPYSACO PAO



2003

22 MUNICIPALITIES and 2 CITIES

• The most significant accomplishment of the 2003 reorganization are the changes in the Provincial Administrator’s Office:

Two divisions were created – the Organization/Systems Development Division and the Monitoring and Evaluation Division. The function of these two divisions are to develop, install and implement a system of monitoring and evaluating the quality and performance of all provincial government offices for judging system-level efficiency and effectiveness and develop, install and cause the implementation of system’s audit and control.As per World Bank and US-Aid studies, these two areas are common weaknesses of the LGUs in the country and an area where the Provincial Government will focus on as part of its commitment to efficiency, effectiveness and responsiveness.

• Divisions which perform similar functions under the same department were merged

• 245 positions were upgraded. Entry positions in most offices are now Officer II positions (SG – 15)

• Sections were upgraded to divisions• Semi-departments were upgraded to full pledge departments• Positions that will focus on functions missing in the existing plantilla positions

were created• New divisions were created


PromotedUpgradedStatus QuoRe-employedHuman Resource PoolDemotedGRAND TOTAL

165245903

113530

1479

11.00%16.57%61.05%00.07%09.13%02.03%100%

Total No. Percent

Results of the 2003 ReorganizationResults of the 2003 Reorganization



STATUSPermanent TemporaryCasualCoterminousContractualGRAND TOTAL

Total No.

199515611212641773

2036

199615521062271467

1966

19971596

601075975

1897

19981601

27684569

1810

19991584

12722361

1752

20001480

54612376

1694

2003122312089

15347

1632

Source: Provincial Human Resource Management Office, 2003

2004125810614214211

1659

20011498

54832254

1711

19931566

893221463

2054


IN PROFESSIONALIZING THE BUREUACRACY, IN PROFESSIONALIZING THE BUREUACRACY, GOVERNMENT INVESTS IN PEOPLEGOVERNMENT INVESTS IN PEOPLE

Investing in people entails costs but is cost effective in the long run

Better trained employees meant rewards not only in better performance, improved attitude but also in minimizing costly mistakes

60 in-house trainings given (1998-2003)

1632 employees availed of local trainings (2000-2003)

13 employees sponsored to studies abroad

68 employees and 97 outstanding teachers given scholarships

WITH LESS PEOPLE, MAXIMUM PRODUCTIVITYWITH LESS PEOPLE, MAXIMUM PRODUCTIVITY

1. Performance Evaluation System (PES) was modified to include guidelines on mechanics of the system, the procedure to be followed and the mechanics of rating. Every department is rated in terms of accomplishing tasks, efficiency and effectiveness in handling budget and behavior in serving the clients. Individuals and offices who have delivered quality services as per this system are rewarded.

2. Performance Management System (PMS). Anchored on the principle that performance management is not just appraisal but planning, not one way flow but dialogue, not required forms but communication, not past but present and future and not blaming but solving problems.

3. This program aims to encourage employees and government officials to be creative, resourceful, effective, honest and productive.

4. Productivity is rewarded with increased benefits to employees

PROFESSIONALIZING THE BUREUACRACY IS PROFESSIONALIZING THE BUREUACRACY IS GETTING THE RIGHT PEOPLEGETTING THE RIGHT PEOPLE

Minimum qualification standards for every position were set and followed

Recruitment was made transparent

Promotions are based on performance

PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS INVESTING IN INFORMATION TECHNOLOGYINVESTING IN INFORMATION TECHNOLOGY

PERSONNEL MANAGEMENT INFORMATION SYSTEM (PMIS)PERSONNEL MANAGEMENT INFORMATION SYSTEM (PMIS)

Components of the PMIS:

• Personnel Management• Employee 120 Files

• General Payroll System• Monthly Payroll of the Provincial Government• Remittances done by the Accounting Office• Payslips of Employees• Summary of Employee’s Annual Income Tax• BIR Form 2316• Employees Master List

• Timekeeping System• Leave Credits / Balances• Personnel Attendance Report• Daily Time Record


PMIS: Systematic files of employees, computerized processing of salaries and remittances, and salary withdrawal using ATM cards of Expressnet

Process Without PMIS With PMIS Benefit/Improvement

Payroll Preparation Done by 26 Admin. Staff of all Departments /Divisions

Done by 2 personnel 22 personnel less (84%)Estimated Annual

Savings in Salaries is P 2.5M

Processing Time in the Preparing of Service Records

Done 20 minutes

Done in 15 seconds A 19.75-minute

improvement (98.75%)

Processing Time in Determining Leave Credits

Done in 5 minutes Done in 30 seconds

A 4.5-minute improvement (90%)

Processing Time in Preparing Remittances (GSIS, PAG-IBIG, MEDICARE)

Done in 5 days Done in 4 hours A 4.5-day improvement (90%)

Processing Time in Preparing Pay slips (1752 employees)

Done in 5 days Done in 4 hours A 4.5-day improvement (90%)


Process Without PMIS With PMIS Benefit/Improvement

Processing Time in Preparing Employee Masterlist

Done in 8 hours Done in 30 minutes A 7.5-hour improvement (93.75%)

Processing Time in Preparing BIR Form 2316

Done in 25 days Done in 3 days A 22-day improvement (88%)

Processing Time in Preparing RATA Journal

Done in 30 minutes Done in 4 minutes A 26-minute improvement (86.67%)

Processing Time in Consolidating Employees’ Tardiness, Invalid Entries and Non-Filling of Locator Slip

Done in 7 days Done in 1 day A 6-day improvement (85.71%)

PMIS: Systematic files of employees, computerized processing of salaries and remittances, and salary withdrawal using ATM cards of Expressnet

PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS PERFORMING PUBLIC HEALTH SYSTEMSPERFORMING PUBLIC HEALTH SYSTEMS

Improved Hospital ServicesImproved Hospital Services

Bed CapacityOccupancyNo. of Patients AdmittedAve. Patient/dayAve. Length of StayOPD ConsultationNo. of ReferralsMajor OperationMinor OperationGross Mortality RateNet Death RateIncomeRFM Collection 80%Cost/Bed/Day/ActualCost/Bed/Day/AuthorizedBudgetCost Recovery

200175.00

94.11%10,811.57

69.233.25

48,271.71128.86891.86

2,102.712.15%1.11%

US$ 139,158.90US$ 0.00

US$ 20.33US$ 18.29

US$ 508,488.7027.02%

200275.00

101.08%7,665.43

85.333.29

49,951.14267.43

1,025.861,899.71

2.41%1.02%

US$ 145,477US$ 77,626.73

US$ 20.51US$ 19.18

US$ 577,442.6038.98%

Exchange Rate: 1 US$ = Php 56.00Source: Bulacan Provincial Hospital, 2003

AVERAGE2003

200108.54%

19,5192173.9

113,3151489

2,7381,912

4.89%1.48%

US$ 517,042.89US$ 310,972.11

US$ 24.36US$ 26.45

US$ 1,930,08742.40%

IN PROFESSIONALIZING THE BUREUACRACY, IN PROFESSIONALIZING THE BUREUACRACY, GOVERNMENT LISTENS TO THE PEOPLEGOVERNMENT LISTENS TO THE PEOPLEUnder the Constituent Responsive Governance Project, four(4) programs/projects we pre-tested – Health Insurance Program, Solid Waste Management, feedback on the Real Property Tax Billing statement and the acceptability of a community radio.

Medicare Para sa Masa Survey (Project Mercury)

Waste Management Survey(Project Sagittarius)

Community Radio SurveyRPTIS Billing StatementSurvey (Project Pisces)

PROVINCEBulacanBataanCaviteRizal

BatanesLaguna

Ilocos NorteBatangasPampanga

Isabela

2000

RANK123456789

10

RANK412537968

10

1997-1994(3.4)11.3(7.4)(5.1)(6.2)(6.2)3.71.8

(2.4)0.3

RANK481325

1267

10

2002-19978.32.61.55.80.54.85.8

(0.1)2.63.6

HDI0.7270.6530.7820.7300.7600.7210.6230.6720.6640.624

HDI0.7600.7460.7350.7330.7170.7090.6840.6830.6650.649

HDI0.7020.7270.7240.6930.7130.6760.6460.6840.6480.626

1997 1994 PERCENT CHANGE

BULACAN NO.1 IN HUMAN DEVELOPMENT INDEX(HDI)BULACAN NO.1 IN HUMAN DEVELOPMENT INDEX(HDI)

Source: National Statistics CoordinatingBoard, Philippines, 2003

IMPACTIMPACT

ECONOMIC DEVELOPMENT SECTORECONOMIC DEVELOPMENT SECTOR

Exchange Rate: 1 US$ = Php 56.00

Source: PAOs Office-Bulacan, DTI-Bulacan,Provincial Cooperative Development Office 2003

Ave. Annual Family Income ($)Poverty Incidence

19942,042.98

17.3

19972,552.20

8.30

20003,276.69

5.40

IMPACTIMPACT

Palay Production (mt/ha)Acquaculture Prod’n (mt/ha)Registered CooperativesActive CooperativesTotal Assets

(Php Billion)Total MembershipInvestment Generated

(Php Billion)Employment GeneratedExport Performance

(US$ Million)New Registered BusinessEmployment Rate (%)

1999 3.34

1,141780

4.09183,119

5.5632,178

198.527,150

92.1

2000 3.28

33,4991,269

624

4.23183,427

5.3143,393

232.35

92.2

2001 3.79

63,2861,290

648

4.36184,080

4.7031,301

170.746,473

91.2

2002 4.13

54,5911,335

693

4.990189,114

6.3640,886

136.007,137

91.8

2003 4.75

55,3411,385

698

4.991190,364

8.7035,745

162.419,059

89.7

Crude Birth Rate (/1,000 popn)Crude Death Rate (/1,000 popn)Mortality Rate3

- Infant Mortality Rate (/ 1,000 live birth)

- Maternal Mortality RateMalnutrition Rate (%)Hospital Occupancy Rate (%)Average No. of In-PatientsAverage No. of Out-PatientsHHs w/ Access to Safe Water (%)HHs w/ Sanitary Toilet (%)Functional Literacy4 Rate

Growth Rate

200024.40

4.39

8.66

0.113.06

88.14482

1,46292

83.9690.59

19954.56

2001 22.87

4.33

8.99

0.301.90

94.11483

1,07292.899.4

90.592000

4.93

2002 24.55

4.34

7.84

0.291.52

101.08566

1,13892.899.4

90.59

SOCIAL DEVELOPMENT SECTORSOCIAL DEVELOPMENT SECTOR

199925.16

4.42

10.84

0.303.06

88.14482

1,46283.6486.1690.59

19903.20

IMPACTIMPACT

Source: Bulacan Provincial Hospital,FLEMMS

•Classification by weight status using IRS (below normal-very low)

2003 24.89

4.42

7.49

0.220.46*

108.54616

1,32793.1887.9090.59

IMPACTIMPACT

INCREASE IN REAL PROPERTY TAX COLLECTION BY 27.35%

1,42

1,72

7.32

1,50

8,55

2.36

1,81

0,60

6.69

0.00

200,000.00

400,000.00

600,000.00

800,000.00

1,000,000.00

1,200,000.00

1,400,000.00

1,600,000.00

1,800,000.00

2,000,000.00

1998 1999 2000Source: Provincial Assessor and Treasury Office, 2002 Exchange Rate: 1 US$ = Php 56.00

IMPACTIMPACT

INCREASE IN FUNDS FOR SERVICES (IN US$ MILLIONS)

6.91

6

7.76

7

9.17

5

7.3

10.9

18

11.2

25

0

2

4

6

8

10

12

1998 1999 2000 2001 2002 2003

Source: Provincial Budget Office, 2003 Exchange Rate: 1 US$ = Php 56.00

IMPACTIMPACT

INCREASE BENEFITS FOR EMPLOYEES

72,0

35.7

1

104,

892.

86

97,7

67.8

6

129,

285.

72

126,

714.

29

128,

142.

85

127,

214.

28

0.00

20,000.00

40,000.00

60,000.00

80,000.00

100,000.00

120,000.00

140,000.00

1998 1999 2000 2001 2002 2003 2004

Source: Provincial Human Resource Management Office Exchange Rate: 1 US$ = Php 56.00

REVENUE GENERATION9

.80

9

10

.39

2 13

.04

3 15

.69

9

15

.70

2

19

.82

1

19

.64

3

0

2

4

6

8

10

12

14

16

18

20

1997 1998 1999 2000 2001 2002 2003

Bulacan

PGB REVENUE

1997-2003

In Millions US$

Source: PATO

IMPACTIMPACT

Exchange Rate: 1 US$ = Php 56.00

Crime Volume

Index Crime

Non-Index Crime

TOTAL

BulacanRegion IIIPhilippines

2001


2002


2003

5162,474

38,867

1,5815,820

38,867

2,0978,294

76,997

4492,501

43,760

1,3225,519

42,016

1,8488,020

85,776

4562,678

42,687

1,3925,264

41,017

1,7717,942

83,704

Ave. Monthly Crime Rate

(per 100,000 popn.)

Crime Solution Efficiency (%)

7.488.618.23

6.318.328.97

6.708.128.61

96.4794.1690.36

90.4090.2789.24

98.9291.6691.09

IMPACTIMPACT

Number of Poor Families

1994 1997 2000

4,528,005 3,988,082 4,336,582

372,197 199,603 257,902

53,329 24,854 19,091

Philippines

Region III

Bulacan

POVERTY INCIDENCE

Philippines

Region III

Bulacan

1994 1997 2000

35.5 28.1 28.4

29.2 13.9 17.0

17.3 8.3 5.4

IMPACTIMPACT

TRANSFERABILITY / SUSTAINABILITYTRANSFERABILITY / SUSTAINABILITY

• Our program is very strong in people’s participation. There is ownership of the reorganization because of the importance we place in communicating the changes we want to happen and why we want them to happen.

• We place a premium in the Management of Resistance to change.• We invest a lot in training our people.• We also place much importance in career development. A critical

aspect of the 2003 Reorganization is the identification of the middle managers who will be added to the “Core Group of Champions” of the Provincial Government. These people will be given intensive training equipping them with the proper attitude and competence to take over in the future.

• The computerization of the Provincial Government operations is also a critical step not only for transparency, efficiency and effectiveness but also for the sustainability for these reforms.

SUSTAINING MECHANISMSSUSTAINING MECHANISMS

Governor Josie Dela CruzGovernor Josie Dela CruzGovernor, Bulacan and

Secretary General, League of Provinces

Provincial CapitolMalolos, Bulacan

Tel. No. +63 (44) 791-0853791-02-09/1603 to 04 loc. 148

+63 (44) 662-6009Telefax No. +63 (44) 791-5340

E-mail : [email protected]

Website: http://www.bulacan.gov.phhttp://www.josiedelacruz.com

http://www.bulacan.gov.ph/

http://www.josiedelacruz.com/

reinventing public service a presentation by: hon. josefina m. dela cruz governor, province of...

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