state of local governance report 2011

7/31/2019 State of Local Governance Report 2011

1/103

ocalgovernanceperformancemanag

ementsystemstateoflocalgovernance

reportlocalgovernanceperformance

managementsystemstateoflocalgove

rnancereportlocalgovernanceperfor

mancemanagementsystemstateofloc

algovernancereportlocalgovernance

performancemanagementsystemsta

teoflocalgovernancereportlocalgovernanceperformancemanagementsys

temstateoflocalgovernancereportloc

algovernanceperformancemanagementsystemstateoflocalgovernancere

portlocalgovernanceperformancema

nagementsystemstateoflocalgovernancereportlocalgovernanceperforma

ncemana ements stemstateoflocal

STATE OF LOCAL GOVERNANCE REPORTFor the Calendar Year 2011

Municipal Government of San JoseRizal Street, Barangay Poblacion VIII

San Jose, Occidental Mindoro

Philippines 5100


2/103

2

TABLE OF CONTENTS

Title Page

Page

Table of Contents 2

Message from the Local Chief Executive 3

Introduction 4

Executive Summary 9

Part I STATE OF LOCAL GOVERNANCE 16

a. Administrative Governance 17

b. Social Governance 30

c. Economic Governance 38

d. Environmental Governance 45

e. Valuing Fundamentals of Governance 51

Part II FINANCIAL PERFORMANCE 56

a. Revenue Generation 56

b. Resource Allocation and Utilization 61

Part III PRIORITY STRATEGIES FOR IMPLEMENTATION 64

Part IV ATTACHMENTS

a. LGU Profile (Based on LGPMS) 70

b. LGU Vision-Mission-Goal-Objectives Statement 72c. Socio-Economic and Physical Profile 73

d. Organizational Profile 77

e. Financial Statements FY 2011 83

f. LGPMS Aggregation Table (Results) 97


3/103


4/103

4

INTRODUCTION

What is LGPMS?

The Local Governance Performance Management System, or LGPMS for brevity, is a self-

assessment, management and development tool that enables local governments provinces, citiesand municipalities to determine their capabilities and limitations in the delivery of essential public

services. It is neither a scorecard nor a rating system to measure specific LGUs and promote

competition.

The LGPMS is spearheaded by the Department of the Interior and Local Government,

through the Bureau of Local Government Supervision, in collaboration with major stakeholders, i.e.,

LGU users, national government agencies, local government leagues, civil society organizations,

business community, and international development partners.

The LGPMS looks into a local government as 5 Performance Areas and 17 Service Areas.

Within these areas are predefined indicators categorized into input, output, and outcome to reflect

LGU management capacity, service delivery provision and development condition, respectively.

What are the 5 Performance Areas And 17 Service Areas of LGPMS?

1. GOVERNANCE - Local Legislation; Transparency; Participation

2. ADMINISTRATION -Development Planning; Revenue Generation ; Revenue Allocation and

Utilization; Financial Accountability; Customer Service; Human Resource Management and

Development

3. SOCIAL SERVICES - Health and Nutrition; Education; Housing and and Basic Utilities; Peace,

Security and Disaster Management

4. ECONOMIC DEVELOPMENT - Agriculture and Fisheries Development; Entrepreneurship,

Business and Industry Promotion

5. ENVIRONMENTAL MANAGEMENT - Natural Resources Management; Waste Management

and Pollution Control

What is the Strategic Purpose and Value of LGPMS?

To build a culture of performance highly essential in an environment of local autonomy

To build a culture of database management for planning, budgeting, legislation, poject

development, partnership, etc.

To revolutionalize the way we relate with local governments A tool of choice for decision-

makers

Who are the Users of LGPMS?

Primary Users - Local Government Units

Secondary Users - National Government Agencies; LG Leagues, Civil Society Organizations,

Business Community And International Development Partners

What is the LGPMS Customized Software?

This software is designed for on-line data inputting, processing and analysis. Likewise, the

software is designed to allow LGUs to customize their own reports based on their specific

development requirements. To access the system, each province, city and municipality is provided

with a username and a password. For non-internet connected LGUs, accessing the system can be


5/103

5

made through a connected LGU or through the nearest Internet caf.

What are the Benefits from LGPMS?

For Local Government Units

Improves local government management and operations

Suggests ways to provide high quality and essential public services

Improves planning, budgeting, and rational allocation of resources

Stimulates innovations

Strengthens transparency, accountability and participation

Helps achieve a focused vision for the future

For National Government Agencies and LG Leagues

Serves as a common national platform of information about LGU performance

Provides benchmarks for local government performance

Provides a basis for capability-building initiatives

Identifies good local governance and sustainable development practices

Provides a basis for the strategic allocation of resources and assistance to LGU

For Civil Society Organizations and the Business Community

Serves as a medium for better awareness of LGU operations and challenges

Conveys citizens agenda to local government officials

Stimulates effective participation in governance

For International Development Partners

Provides information benchmarks on local government performance

Facilitates more focused assistance to LGUs

What are the Strategic Linkages of LGPMS?

Local Government Capacity Development

Poverty Alleviation

Incentives and Awards

IRA Reformulation

Reclassification of LGUs

Alliance Building

Why use LGPMS as the platform?

The strength of the LGPMS is that, it is capable of creating sub-systems to customize thedata capture and reporting functionalities in organizing the flow of information between local

governments and specific national government agencies. Since LGPMS is web-based, the exchange

of information is faster and accessible 24/7. As the process implies, the LGPMS can be used as a

common platform of national government agencies in generating performance information on local

governments.

With the release of LGPMS version 2.1, new features are being introduced to cater to

various stakeholders. The latest is the integration of the LGU Scorecard on Health designed by the

Department of Health (DOH), and the Local Tourism Statistics, developed by the Department of

Tourism (DOT), to the LGPMS. The DILG, DOH, and DOT converge for the CY 2011 implementation of

the LGPMS.


6/103

6

Why is there a need for convergence?

The DOH and DOT converge with the DILG in making LGPMS a common platform on local

government information. As such, the LGU Scorecard on Health of the DOH and the Local Tourism

Statistics of the DOT are both integrated to LGPMS as sub-systems to generate crucial information

particular to health and tourism which can be used primarily by the two agencies (DOH and DOT,

respectively) and LGUs for planning and investment programming. Through convergence, other

NGAs need not develop a separate system which may cause disjointed efforts in collecting and

processing of performance information of local governments. More importantly, through

convergence, we harness the expertise of various NGAs in providing a performance management

tool for local governments.

METHODOLOGY

The LGPMS is implemented by cycle. An Implementation Cycle corresponds to a three-year

period. The same sets of indicators are implemented for each cycle. After one cycle, the LGPMS

indicators and implementation procedure are to be reviewed and enhanced accordingly. The LGPMSannual implementation process is described as follows:

Step 1. Setting-up the LGPMS Database

Setting-up the LGPMS Database is crucial. This is a facility where User Account

Management, LGU Management, indicators and scaling configuration, and activity scheduling are

done.

Step 2. Data Gathering, Data Proofing and Certification

Step 2 involves the filling up of the DCF by respective service area respondents, DCF

proofing or validation and certification to ensure reliability and accuracy of all data gathered. The

Service Areas included in LGPMS and their respective respondents are as follows:

Step 1Setting-up the

LGPMS database

Step 2 - Data Gathering, Data

Proofing and Certification

Step 3Online Data Entry

Step 4Report Generation

Step 5Utilizing LGPMS

Results

Illustration: The LGPMS Annual Implementation Process


7/103

7

2.1.Accomplishing the LGU Profile

Respondent

LGU Profile MPDC, CPDC or PPDC -- all information, except for financial

indicators.

ALL FINANCIAL INFORMATION SHOULD BE PROVIDED BY THE

TREASURER OR ACCOUNTANT.

2.2 Accomplishing questions on Administrative Governance

Service Area Respondent

Local Legislation Sanggunian Secretary

Development Planning MPDC, CPDC or PPDC

Revenue Generation Treasurer, Accountant, Local Finance Committee Members

Resource Allocation and Utilization On Resource Allocation -- Budget Officer

On Resource Utilization Accountant

Customer Service On civil registry documents - City or Municipal Registrar

On RPT documents Assessor and Treasurer

HRMD HRMD Officer

2.3 Accomplishing questions on Social GovernanceService Area Respondent

Health Services Health Officer

Support to Education Chairperson or Member, Sanggunian Committee on Education

Support to Housing and Basic Utilities MPDC, CPDC or PPDC

Peace, Security and Disaster Risk

Management

MLGOO, City Director or Provincial Director of DILG, or PNP

official

2.4 Accomplishing questions on Economic Governance


Support to Agriculture Services Municipal, City or Provincial Agriculturist

Support to Fishery Services Agriculturist or Planning and Development Coordinator

Entrepreneurship, Business and Industry

Promotion

For questions 1 & 2 -- Dept. Head, Business Permit and

Licensing OfficeFor questions 3 & 4 -- MPDC, CPDC, or PPDC

2.5 Accomplishing questions on Environmental Governance


Forest Ecosystems Management Environment Officer or MPDC, CPDC or PPDC

Freshwater Ecosystems Management Environment Officer or MPDC, CPDC or PPDC

Coastal Marine Ecosystems Management Environment Officer or MPDC, CPDC or PPDC

Urban Ecosystems Management

(Solid Waste Management and Pollution

Control)

Environment Officer or MPDC, CPDC or PPDC

The respondents, as mentioned above, and the rest of the members of the LGPMS-LGUTeam, have to meet to discuss and agree with the responses of the key respondents. They also have

to collectively answer the last section of the Data Capture Form, which are questions on Valuing

the Fundamentals of Good Governance.

Accomplishing questions on Valuing the Fundamentals of Good Governance


Transparency All members of the LGPMS-LGU Team

Financial Accountability All members of the LGPMS-LGU Team

Participation All members of the LGPMS-LGU Team


8/103

8

Once completed, the Information Users, being the respondents, have to sign on the

Certification Page attached to the last page of the DCF.

Step 3. Online Data Entry

It is the step wherein the official LGU Data Encoders will encode all data into the online

system within the data entry period. It is understood that the accomplished DCF which is certified

and signed by the members of the LGPMS-LGU Team is final.

Step 4. Report Generation

There are two levels of online reports one is the e-report for provincial, city and municipal

governments, and the other are the summaries of reports at the provincial, regional and national

levels. Immediately after online data entry, the system processes the data and produces on-line

reports. All LGU Users with read-only accounts, can access the online LGU reports. The electronic

reports that can be generated for city and municipal governments are:

1. e-SLGPR or the State of Local Governance Performance, Electronic Report which contains

information on how the LGU values the fundamental elements of good governance, i.e.,

transparency, participation and financial accountability, and the LGUs performance in the

areas of administrative, social, economic and environmental governance. It provides

information on areas where the LGU acquires excellent performance or where the LGU

needs improvement, as well as suggested actions to undertake which the LGU may wish to

pursue. This report is available annually.

2. Financial Performance e-Report: Monitoring Financial Indicators which provides specific

information about financial performance of the LGU, e.g., Real Property Tax

Accomplishment Rate, % of locally sourced income to total LGU income, etc., for a single

year and multiple years (for progress monitoring purposes). This is available annually.

3. Full Cycle Report: e- SLGPR, PYs 2010-2012 which provides a comparative assessment of a

local governments performance within a three year period. This report is available at the

end of a full cycle, e.g., in 2012 and every three years thereafter.

4. e-SLDR or the State of Local Development, Electronic Report which contains information

about local development conditions in areas of social development, economic development

and environmental health. This report is available starting 2009, 2013, and every three years

thereafter.

Step 5. Utilizing LGPMS Results

At this point, the DILG and LGU Users are expected to organize forums to inform local

authorities and other stakeholders on the LGPMS Results. This is strategic since information has to

be linked to actions in support of good local governance and of meaningful development.


9/103

9

EXECUTIVE SUMMARY

Part I of this report covers the State of Local Government Performancebased on the LGUskey responsibilities in areas which it has direct control: Administrative Governance, Social

Governance, Economic Governance and Environmental Governance.

Administrative Governance looks into six areas: Local Legislation, Development Planning,Revenue Generation, Resource Allocation and Utilization, Customer Service, and Human ResourceManagement and Development. The LGU obtained Excellent performance in Human resourcemanagement and Development, High but not Excellent performance in Development Planning andCustomer Service Civil Applications, Fair performances in Local Legislation and RevenueGeneration, and PoorPerformance in Resource Allocation and Utilization.

Social Governance covers four areas: Health Services, Support to Education Services,Support to Housing and Basic Utilities, and Peace, Security and Disaster Risk Management. High butnot Excellentperformances had been achieved of these four areas.

Economic Governance includes three areas: Support to Agriculture Sector, Support toFishery Services, and Enterprise, Business and Industry Promotion. High but not Excellentperformances in Support to Agriculture Sector and Support to Fishery Services had been achieved,but performance in Entrepreneurship, Business and Industry Promotion had only been Fair.

Environmental Governance looks into four areas: Forest Ecosystem Management,Freshwater Ecosystem Management, Coastal Marine Ecosystem Management, and Urban EcosystemManagement. Performance had been Fair in Urban Ecosystems Management, the LGUdemonstrated Low performance in Forest Ecosystems Management and Very Low performancesboth in Coastal Marine Ecosystems Management and Freshwater Ecosystems Management.

On Valuing Fundamentals of Governance in the context of Transparency, Participation,and Financial Accountability. An Excellent performance was obtained in Transparency and Fairperformances in Participation and Financial Accountability.

The table below shows the over-all State of Local Governance Performance of the Municipality ofSan Jose:

PERFORMANCE AREAS SUMMARY RATING DESCRIPTION

Administrative Governance 4.32 High but not Excellent

Social Governance 4.59 High but not Excellent

Economic Governance 4.79 High but not Excellent

Environmental Governance 2.11 Low

Valuing Fundamentals of Good Governance 4.56 High but not Excellent

Overall Performance Rating 4.07 HIGH but not Excellent


10/103

10

The LGU obtained a HIGH BUT NOT EXCELLENT rating in four performance areas,specifically, in Administrative Governance, Social Governance, Economic Governance and ValuingFundamentals of Good Governance. The LGU, however, obtained a LOW rating in EnvironmentalGovernance.

It is well to note that the high but not excellent rating means that there are areas forimprovement which the LGU must address to be able to fully provide its constituents with themandated services and facilities for a municipality. It has to exert extra efforts to further improve itsperformance by providing all the basic services and allowing them to access such services in amanner that is easy and convenient and with greater transparency and accountability, the LGUexemplifies a government that is for the people, by the people, and of the people.

Areas for improvement have been identified to be given full consideration. The followinginitiatives shall be pursued. However, one may observe that the area for improvement and actions tobe taken by the LGU have never been changed by the Office. This is for the LGU to be moreconstant and adhere to what the local chief executives popular line: Push yourselves to the wall toknow your limit, so that you can go beyond your horizons,

VALUING FUNDAMENTALS OF GOOD GOVERNANCE

Increase the involvement of NGOs, POs and private sector by institutionalization of aformal mechanism of citizens participation through an ordinance or resolution.

Promote the establishment and operation of peoples and non-governmental organizationsto become active partners in the pursuit of local autonomy[Section 34, LGC]

Provide assistance, financial or otherwise, to accredited municipal-based peoples and non-governmental organizations for economic, socially-oriented, environmental, or culturalprojects to be implemented in the municipality[Section 36, LGC]

Enter into joint ventures and other cooperative arrangements with peoples and non-governmental organizations. [Section 35, LGC]

Enforce the guidelines in the accreditation and membership of POs and NGOs in theMunicipal Development Council, Municipal School Board, Municipal Health Board, MPOCand MBAC [DILG MC No. 01-89, s. 2001]

Ensure the participation of NGOs and the community in the planning and implementationof programs, projects and activities for the eradication of illiteracy [DILG MC No. 00-120, s.2000]and of other projects and activities

Strengthen citizens support and participation in Peace and Order programs, projects andactivities [DILG MC No. 02-162, s. 2002]

Enhance involvement of all religious, civil and other nongovernment organizations in the

Anti-Crime Campaign to complement peace and order efforts [DILG MC No. 02-62, s. 2002] Maximize the use communication mediums. Aim for the automation of the FMIS. Do this phase by phase if budget is not sufficient. In

the long term it will result to more benefits.

ADMINISTRATIVE GOVERNANCE

Strictly adhere to the 45% general limitation to personal services.

Appropriate at least 5% of the total budget for Gender and Development projects.

Approve the annual budget within the period prescribed by law.

Install a Legislative Tracking and Analysis System.


11/103

11

Create a Backstopping Committee which is the professional research arm of the legislative

body.

Enact those Codes which support social development, economic development, and

environmental health.

Enact ordinances and other legislative measures relating to Local AdministrativeGovernance, Local Social Governance, Local Economic Governance, and LocalEnvironmental Governance among others.

Cause the integration of Indigenous Peoples rights and related concerns within the

framework of gender and development. [DILG MC No. 05-34, s. 2005]

Codify revenue ordinances with the end in mind of improving local revenue. Upgrade and modernize tax information and collection services through the use of computer

hardware and software, and other means. [Section 17 (B) 3-x, LGC] Establish a Good Municipal Archival System.

Equip the MPDO with a GIS whose primary function is to capture, store, analyze, manage,

and present data that are linked to location.

Optimally utilize the Annual Report. [DILG MC No. 07-24, s.2007]

Ensure the full implementation of the LGPMS. [DILG MC No. 04-141, s.2004]

Support the institutionalization of integrated rural accessibility planning (IRAP) procedure in

local planning. [DILG MC No. 01-8, s. 2001]

Incorporate development projects on culture and arts in the short and long-term municipal

development plans. [DILG MC No. 95-117, s.1995]

Encourage the members of the LDC to meet at least once every six months.

Include Monitoring and Evaluation as integral component of the CDP.

Ensure that the Municipal Planning and Development Coordination Office maintain a

database which contains the minimum information it must contain. Identify and provide venue and opportunities for the development of staff.

Strongly link performance appraisal to core HRM decisions promotions, rewards, and

sanctions.

Cause the formulation and implementation of a Municipal Human Resource and

Development Program [DILG MC No. 96-17, s. 1996; PD No. 284]

Make use of the eRPTAAS the soonest the system becomes fully functional.

Post the procedure in securing real property documents. Equip the assessors office with the necessary computers and software to deliver quality

services.

SOCIAL GOVERNANCE

Complete an inventory of: informal settlers, makeshift houses, sites for potential socialized

housing, households with no access to potable water supply, and households with no access

to electricity.

Cause the donation of a local government lot for socialized housing, or provide socialized

housing or mass dwelling in partnership with the private sector.


12/103

12

Submit an updated report on lands identified for socialized housing and resettlement area.

[DILG MC No. 01-21, s. 2001]

Create a Municipal Housing Board/Force or Housing Coordinating Unit. Such team shall

assist the Sanggunian on matters concerning low cost housing and mass dwellings.

Provide technical, financial, and other possible forms of support or assistance to Punong

Barangays within the municipality to ensure that the problem of squatting is properly

addressed. [MC No. 98-202]

Ensure an annual financial allocation to the Katarungang Pambarangay.

Strengthen the Local Disaster Coordinating Council. Enhance local government readiness to

manage the risks of disasters, including relief, other associated services and rehabilitation.

Appropriate an amount for the continuing education and enhancement of skills of those

who are directly involved in maintaining peace and order apart from appropriations for

MOOE and capital outlays.

Develop and implement programs and services for the CICL and provide funds thereof.

[DILG MC No. 06-104, s. 2006]

Include in the Annual Budget a corresponding appropriation for the operation of PLEB.

[DILG MC No. 59, s. 2006]

Strengthen the Municipal Anti-Drug Abuse Council which shall be responsible for advocacy

and information campaign against illegal drugs.

Organize a Municipal Special Drug Education Center Team to establish and operate a

Special Drug Education Center for OSY and street children. (DILG MC No. 06-150, s.

2006)

Ensure the efficient and effective administration of Katarungang Pambarangay. [Section 421,

LGC]

Provide for in the annual budget of the municipality such amount as may be necessary for

the effective implementation of the katarungang pambarangay. [Sec. 422, LGC]

Encourage the Lupong Tagapamayapa to be efficient in its operation and join the annual

search for Outstanding Lupong Tagapamayapa.

Ensure that the LGU has a Quality DRRM Plan and such plan contains the minimum

information it has to contain. [DILG MC No. 94, s.1998]

Enhance local government readiness to manage the risks of disasters, including relief, other

associated services and rehabilitation.

Remind the MPOC and the MDCC that they shall serve as an Advisory Committee to the

Sanggunian concerned on Peace and Order and Public Safety.

Provide a reassuring presence of local police officers on the streets. Mobilize the Local Health Board.

Improve the quality of primary health care or basic curative services. [Section 17, LGC] Improve the quality of child care services.

Establish or improve the quality of the ALS.

Exert advocacy and social mobilization efforts to attract more learners being the center of

the ALS.

Establish a Scholarship Fund for the poor but qualified. It is the essence of public service. Establish or improve the quality of the Alternative Learning System. Provide financial support to ALS as recommended by the Local School Board.


13/103

13

The Local School Board shall serve as an advisory committee to the Sanggunian concernedon matters relative to Education.

ECONOMIC GOVERNANCE

Improve the quality of permitting or licensing. Ensure the ease of doing business. Establish an administrative support body to take the lead in marketing the investment

potentials of the local government. Provide, or cause the provision of, direct support services to business, particularly those

categorized as micro, small and medium enterprises. Establish an administrative support body to take the lead in marketing the investment

potentials of the local government. Strengthen the LGU-San Jose Chamber of Commerce partnership by holding regular

meetings/dialogues with its members.

Provide, or cause the provision of, direct support services to business, particularly thosecategorized as micro, small and medium enterprises. Enact a Local Investment and Incentive Code. Create an Entrepreneurship, Business and Industry Promotion Office. Improve credit facilitation services to fisher folks by allocating additional fund from the 20%

Development fund. Improve infrastructure support for the fishery sector, e.g., mariculture parks, fish ports,

seaweeds village ecozones, sea cages, among others. Improve credit facilitation services to the fisherfolks. Extend adequate production support services, e.g. fingerlings. Provide assistance to research and development services, e.g., techno-demo cooperators. Improve market development services for the fishery sector. Reach more fishing-household beneficiaries. Implement DOFS that is aimed not only to increase rice production but to diversify farm

production. Cause the provision of extension and on-site research services and facilities related to

agriculture. Improve infrastructure support, e.g., communal irrigation system, farm-to-market roads,

post-harvest facilities. Improve credit facilitation services to farmers and fisherfolks by allocating additional fund

and by organizing an Agri-Credit Desk in the municipality and designate a senior staff asAgri-Credit Information Officer (DILG MC No. 97-262, s. 1997).

Extend adequate production support, e.g., planting materials, fertilizers, and laboratory

services such as soil testing. Provide assistance to research and development, e.g., techno-demo cooperators, and

research institutes. Improve market development services, e.g., trade fairs, exhibits, missions and congresses.

ENVIRONMENTAL GOVERNANCE

Consider long-term planning on coastal marine, freshwater, and forest protection andmanagement.


14/103

14

Maximize CSOs and citizens' involvement in coastal marine protection and management. Set target areas for rehabilitation and protection, and monitor actions to ensure the

achievement of targets Move from Open Dumpsite Facility to Controlled Dumpsite Facility to a Sanitary Landfill as

the final disposal facility.

Improve the quality of the Solid Waste Management Plan. Establish an incentive system for barangays which perform well in managing solid waste.[DILG MC No. 01-38, s. 2001].

Institutionalize other environmental management programs or projects that promote air andwater quality [Section 287, LGC; EO No. 189 s. 1999; DILG and DBM JMC No. 1 s. 2005]

Implement the Zero-Waste Management Technology.[DILG MC No. 00-117, s. 2000] Improve solid waste collection process. Strengthen the Solid Waste Management Board Ensure that every barangay has a material recovery facility.

In Part II, on Financial Performance, the report is divided into two parts: Revenue

Generation, and Resource Allocation and Utilization.

PERFORMANCE AREASSUMMARY

RATINGDESCRIPTION

Revenue Generation 4.26 High but not Excellent

Resource Allocation and Utilization 3.50 Fair

Overall performance rating 3.88 FAIR

On Revenue Generation

The cost to collect revenues stands at 16.00% which is lower than the average of 1stclass municipalities shows exceptional local revenue collection efficiency. Averagefirst class municipality stands at 29.90% while the national average for municipalitiesregardless of income class is 41.22%.

Locally-sourced revenues to total income shows a 71.44% dependency rate fromexternal revenue sources slightly lower than the average first class municipalitiesdependency ratio of 74.53% and to the national average of 81.93%. However, this also

shows an exceptional performance having attained a lower dependency ratioagainst that of the average first class municipalities and national average.Locally-sourced revenues to total income of 28.56% is also higher both to theaverage first class municipalities of 25.47% and national average of 18.07%, thus,another exceptional performance.

Regular revenue to total income improved to 91% versus the average 90.28% fundingsources reliability ratio of first class municipalities and the 86.01% ratio of the nationalaverage.This is slightly higher funding sources reliability ratio both to the averageof first class municipalities and the national average shows an exceptional

performance with regards to the reliability of funding sources.


15/103

15

The level oflocally-sourced revenue level is ended at Php 61,534,984.61 is 59.46%higher (translated to a gap of Php 22,944,999.11) than the average for 1 st classmunicipalities of Php 38,589,985.50. This is even higher by 329.99% or Php47,224,207.11 higher than the Php 14,310,777.50 of the national average formunicipalities.This is also an exceptional performance area.

The locally-sourced revenue per capita of 419.55 is ahead of the national average of Php368.93 but lagging behind the average for 1st class municipalities of Php 490.17.However, it must be noted the following points as a result of our analysis:

The computation was based on the 146,669 population projection for 2011.Recently, the NSO has released its official 2010 Population Data where San

Jose has a population of 131,188 based on the 2010 Census at 3.47% annualpopulation growth rate. Considering the aforesaid population growth, theMunicipalitys population would have grown into 135,740. This will increasethe Municipalitys locally-sourced revenue per capita into Php 453.33 that isPhp 84.40 (22.88%) higher than national average and Php 36.84 (8.78%)

slightly lower than the average of first class municipalities. Having suchperformance would mean me may have an exceptional performance since comparingthe average population of all first class municipalities which is only 79,947 as to ourmunicipalitys 135,740. Thus, the performance of the LGU in terms of the locally-sourced revenue per capita is almost at par with its contemporaries.

Real property tax accomplishment rate is slightly lower at 79.16% compared to thenational average of 80.77% and even lower to the 90.02% average RPT accomplishmentrate of first class municipalities. However, considering the efforts perceived in theperformance, the LGUs RPT collection is still at par with that of the national average ofmunicipalities regardless of the income class.

On Resource Allocation and Utilization

Personal Services Expenditure Ratio is set at 57.94%. This rate is higher than thenational average, the fact remains that the LGU exceeds the LG Code limitation onPersonal Service which is set at 45%.

Total expenditure per capita is set at Php 632.84 which revealed how much was actuallyspent by the LGU in a per capita basis. This rate is way lower than the national average

set at Php 2,276.03 and lagging behind the average of 1

st

class municipalities which is setat Php 1,998.31.

The Debt Service Ratio of the Municipality of San Jose is set at 6.00% which is withinthe limit stipulated in the LG Code of 1991 which should not exceed 20% of the regularincome.


16/103


17/103

17

On Administrative Governance

Administrative governance comprises the systems of policy implementation and requires

the existence of a well-functioning local government unit. It is carried out through an efficient,

independent, accountable, and open local government unit. In this report, Administrative

Governance looks into six areas: Local Legislation, Development Planning, Revenue

Generation, 0Resource Allocation and Utilization, Customer Service and Human Resource

Management and Development. Your LGU performance in each area of Administrative

Governance is plotted in the graph below.

Area(s) with Excellent Performance

Your LGU is doing an excellent performance in 1 out of 6 sub-areas of

Administrative Governance. Sustain Performance in this area:

Area(s) with Excellent

PerformanceInterpretation

Human Resource

Management and

Development

Managing the human resource is geared towards a desired end

which is "desirable organizational performance and productivity".

Area(s) for Improvement

The areas for improvement are listed by priority, starting from the area which gets the

lowest performance scale followed by areas which get higher performance scales,

respectively.


18/103

18

Priority Area for

Improvement

Performance

Description

Interpretation

Resource Allocation and

Utilization

3.50

Fair

Management and coordination processes for budgeting and

accounting are in place. However, these processes need to be

revisited and improved. They are guarantees to an effectiveallocation and optimum utilization of financial resources.

Service AreaIndicator(s) with

5 RatingInterpretation

Resource Allocationand Utilization

Debt Service Ratio The appropriations for debt servicing set at

17.00% do not exceed the twenty percent (20%)limit expressly stipulated on the LocalGovernment Code of 1991.

Service AreaIndicator(s) with34.99 Rating

Interpretation

Resource Allocation andUtilization

Resource Allocation andUtilization

Quality of the Annual Budget

Personal Services Ratio

Quality of the Annual Budget

The total appropriation, annual and supplementalcombined, for development projects is equivalent to the20% component of the IRA which amounts to Php28,726,841.40. Such 20% component of IRA wasappropriated for development projects.

The aid to 38 component barangays amounts to Php38,000.00 which is within the budgetary limitations.

The Annual Budget is responsive to the budgetaryrequirements of the Annual Investment Program.

The amount appropriated did not exceed the estimatesof income.

The 2010 budget has 1% appropriations for GAD outof the total budget appropriations.

The 57.94% Personal Services Expenditure Ratio of themunicipality exceeded the 45% ceiling mandated by lawfor a first class municipality.

The annual budget for 2010 was approved on January 5,2010. The above-mentioned date is beyond the periodstipulated by law which is October 17 to December 31,

2009.


Interpretation

Resource Allocationand Utilization

Per Capita Expenditure Php 632.84 is the actual per capita expenditure of

the Municipality of San Jose. This amount can beconsidered small; however, this performance is off


19/103


20/103

20



Local Legislation Quality of the LegislativeAgenda The Legislative Agenda is supportive of the

Executive Agenda.

All the items in the Legislative Agenda areproducts of research and results of consultations

with stakeholders.


Interpretation

Local Legislation Quality of the LegislativeTracking System The Office of the Local Council has a tracking

system which is computer-aided.

The tracking system is capable of generatinginformation on existing local rules and regulations

which complement national laws; local rules andregulations which are being enforced; those whichare not being enforced; existing local rules andregulations to avoid duplication; and status of adraft ordinance in the legislative process.


Interpretation

Local Legislation

Local Legislation

Presence of Updated Codes in

Support of Administrative

Functions, Regulatory Mandates,

Corporate Objectives, Social

Development, Economic

Development and Environmental

Management

Percentage of Ordinances over

Legislative Measures

The following codes are already enacted by the Sanggunian:

Revenue Code Local Investment & Incentive Code Market Code Zoning Ordinance

The following codes are not yet published by the Sanggunian: Code of General Ordinances Environmental Code Health and Sanitation Code Code for Children Gender and Development Code

The percentage of ordinances over legislative measures is set at15% which is way below the benchmark.

SUGGESTED ACTIONS TO TAKE:

Install a Legislative Tracking and Analysis System. The purpose of a tracking andanalysis system is to assess the effectiveness or non-effectiveness of an enactment, with

the information generated factored into the review of the legislative measure. By utilizing

such tracking system, real-time and accurate reports beyond the confines of the basic

legislative process becomes easily accessible in no time without the hassle of manually


21/103

21

culling old files and documents. Further, regular updating of the legislative database and

conducting periodic legislative review be set in place.

Create a Backstopping Committee which is the professional research arm of the

legislative body. By creating such committee, the Sanggunian members will be freefrom lengthy, time-consuming, and costly debates on legislative action to take in the face

of a particular issue. Backstopping Committees are particularly useful in the sense that

such mechanisms ensure focused analysis of issues, with responsive legislative remedies

easily worked out. Leadership of the committee is issue-dependent. If it is an issue on

health, necessarily the head should be the Municipal Health Officer.

Enact those Codes which support social development, economic development,and environmental health. The Legislative Tracking and Analysis System shall guide

the members of the Sanggunian in identifying and rationalizing which ordinances requirefurther analysis, amendment, or supplementation:

Code of General Ordinances Environmental Code Health and Sanitation Code Code for Children Gender and Development Code

Enact ordinances and other legislative measures relating to Local AdministrativeGovernance, Local Social Governance, Local Economic Governance, and LocalEnvironmental Governance among others.

Cause the integration of Indigenous Peoples rights and related concerns withinthe framework of gender and development. [DILG MC No. 05-34, s. 2005]

Priority Area for

Improvement

Performance

Description

Interpretation

Revenue Generation

4.26

High but not

Excellent

Existing measures in support of revenue generation need to

be enhanced. This is an initial yet essential step in

maximizing revenue generation potentials.


22/103


23/103

23


Interpretation

Revenue Generation Efficiency of the system

on local government-

imposed or collectedtaxes, fees and charges

The system on all local taxes, fees, andcharges does not operate on a network that isinterlinked with computers in the Offices ofthe Assessor, Business Permits and LicensingOfficer, and the Treasurer.

Incentive scheme is provided to promoteefficiency in real property assessment and realproperty tax collection

The system on all local taxes, fees, andcharges is guided by a Local revenue Code,which is not more than 5 years old.

The system on real property tax is guided byupdated real property tax maps for propertyidentification.

The system on business tax is capable of taxrecords management.


Interpretation

Revenue Generation Percentage of Regular

Revenues to Total Local

Government Revenues

The percentage of locally sourced revenuesset at 43.74% is higher than the average of 1st

class municipalities and the national averagemunicipalities. This rating shows that theMunicipality of San Jose is an IRA dependent1st Class Municipality.


To maximize revenue potentials, the following may be done to improve the locally-sourcedrevenues:

Codify revenue ordinances with the end in mind of improving local revenue. (e.g. include the TIN in all application for government permits, CTC, and other officialpapers and documents, campaign on the issuance of official receipts for every purchasemade by the tax payers).

Upgrade and modernize tax information and collection services through the useof computer hardware and software, and other means.[Section 17 (B) 3-x, LGC]


24/103

24

Priority Area forImprovement

PerformanceDescription

Interpretation

Development Planning 4.74High but notExcellent

Improvements in the following areas are underscored:(a) organizational performance; (b) consultation process;and (c) management of planning database. These areas

are instrumental in quality land use and developmentplanning, or lack of it.



Development Planning Quality of the CLUP

Quality of the AIP

Presence of ELA

The CLUP is participatory in its formulation;demography, socio-economic, infrastructure andutilities, land use and local administration areintegral sectors, in the plan.

Monitoring and evaluation is an integralcomponent of the plan. The CLUP is updated every 10 or 15 years. The AIP is consistent with the Local

Development Investment Program.

The AIP embodies projects to be undertaken, forwhom, how, by whom, and when.

Financing is an integral component of the Plan. Monitoring and evaluation is an integral

component of the Plan.

The LGU of San Jose has an Executive andLegislative Agenda.


Interpretation

Development Planning Functionality of the LDC The LDC composition is in accordance with the

LG Code.

The Executive Committee organized is pursuantto the LG Code. Sectoral or Functional Committees are organized

to assist the LDC.

The Executive Committee meets as often asnecessary.

The Sectoral Committee meets as often asnecessary.

There is an organized agenda for every meeting.


25/103

25


Interpretation

Quality of CDP or PDPFP

Every meeting is documented.

All decisions are embodied through resolutions ofthe LDC or of the Sectoral or FunctionalCommittees.

Overall, the LDC performance is Good. The LDC does not meet at least once every six

months.

The CDP is participatory in its formulation. Socio-economic development thrusts are

embodied in the Plan.

Development Strategies are embodied in the Plan. Local development Investment Plan is an integral

component of the CDP.

The CDP is supportive if overall provincialdevelopment thrusts.

The CDP is updated at least every six months. Monitoring and Evaluation is not an integral

component of the Plan.

Service Area

Indicator(s) with

12.99 Rating Interpretation

Development Planning Quality of database for

Development Planning

The Planning and DevelopmentCoordination Office does not maintain adatabase for development planning.

The LGU has no Geographic Information System(GIS).


Establish a Good Municipal Archival System. The system shall contain both quantitative

and qualitative information; complete and updated information; and sex and age-disaggregated data. By installing a municipal archival system, information becomes easy to

retrieve and available to users upon request and accessible through electronic means.

Equip the MPDO with a GIS whose primary function is to capture, store, analyze,manage, and present data that are linked to location. Among many functions of the

MPDO, the department exists primarily to formulate integrated economical, social, and

other developmental plans and policies for consideration of the local government council.

As such, it is imperative that the office shall be equipped with a system which will keep

valuable and up-to-date data on economic development (e.g. data on poverty, labor and

employment); environmental data (e.g. data on forest, agricultural, coastal marine,


26/103

26

freshwater, biodiversity, and urban ecosystems); physical land use; institutional data of local

government or of the non-government sector.

Optimally utilize the Annual Report. Ensure that the SLGR becomes a principal sourcedocument in the formulation and implementation of programs or projects, or administrative

reforms which are within the competence and authority of local authorities to undertake, insupport of good local governance and meaningful development. [DILG MC No. 07-24,

s.2007]

Ensure the full implementation of the LGPMS. Also, cause the preparation of the Stateof Local Governance Report utilizing LGPMS results [DILG MC No. 04-141, s.2004]

Support the institutionalization of integrated rural accessibility planning (IRAP)procedure in local planning.[DILG MC No. 01-8, s. 2001]

Incorporate development projects on culture and arts in the short and long-termmunicipal development plans. [DILG MC No. 95-117, s.1995]

Encourage the members of the LDC to meet at least once every six months. Include Monitoring and Evaluation as integral component of the CDP. Ensure that the Municipal Planning and Development Office maintain a database

which contains the minimum information it must contain.

Priority Area for

Improvement

Performance

Description

Interpretation

Customer Service -

Civil Applications

4.80

High but not

Excellent

The civil application system needs to be transformedinto a seamless transactional process. After all, the

inherent motivation of putting up such a system is to

ensure the ease of obtaining civil registry and real

property documents.



Customer Service -Civil Applications

Quality of CustomerService in the Processing

of Civil RegistryDocuments

The LGU has a database of civil registryrecords and it uses two softwares: CRIS (Civilregistry Indexing System) and BREQS (BatchRequest System). The office is manuallyutilizing the indexing system for those whichare not yet encoded to the system.

The set of steps in getting the civil registryrecords is made known to clients; procedureis clear; and it takes more or less 30 minutesin securing a civil registry document.


27/103

27


Interpretation

Customer Service -Civil Applications

Quality of CustomerService in the Processing

of real PropertyDocuments

Procedure in securing real propertydocuments is simple.

The Municipality of San Jose processes realproperty documents with the aid ofcomputers. Currently, the Municipality of SanJose has installed the eRPTAAS but suchsoftware is not fully functional. Full operationis subject to further notice from theProvincial Office.

Procedure in securing real propertydocuments is not made known to clients.

It takes more than 30 minutes but less than 8hours to issue a real property document.


Make use of the eRPTAAS the soonest the system becomes fully functional.

Post the procedure in securing real property documents.This effort will bring thegovernment, specifically, the office, closer to the people.

Equip the assessors office with the necessary computers and software to deliverquality services. The all time high performance of the LGU in RPT collection deservesdirect support from the LGU to further improve the RPT collection and ultimatelybenefit the LGU as a whole.


PerformanceDescription

Interpretation

Human ResourceManagement andDevelopment

5.0Excellent

Managing the human resource is geared towards adesired end which is desirable organizationalperformance and productivity.


28/103

28


35.0 RatingInterpretation

Human ResourceManagement and

Development

Quality of HumanResource Management

and Development

95% (209/220) of the total employees of

the LGU occupy plantilla positions. There is a grievance system where

employees can air their grievances andsuch grievances were properly respondedto or acted upon.

Recruitment and selection process andresults, whether for plantilla or non-plantilla positions, are posted in threeconspicuous places specifically PublicMarket, Municipal Health Office, andMunicipal Hall Lobby.

Staff development activities oropportunities are made available to staffregardless of level, or position in a givenlevel, with low performance or to thosestaff who need career advancement.

Good performers are not recognized eitherthrough personnel evaluation, writtenrecommendation, or publicacknowledgement.


Identify and provide venue and opportunities for the development of staff. It hasto be emphasized that though there are staff development efforts, such efforts were

usually initiated by national agencies. Efforts must be given to provide staff development

which is initiated by the LGU. It is well to note that allocation of resources is just one

side of the HRMD coin. However, it should not be forgotten in this context that local

governments regularly spend substantial resources in the development of their staff

through centrally funded institutes of public administration as well as other capacity-building programs. To obtain adequate return on investments in training and capacity

development and to ensure that the skills that the staff acquired at public expense shall

be used to the fullest extent, dialogue between management and staff on both

performance expectations and capacity development strategies shall be strengthened.

This will minimize waste of time and resources with regard to staff development. There

are creative ways by which staff development may be done.

Strongly link performance appraisal to core HRM decisions promotions,rewards, and sanctions. It is thus recommended that performance appraisals do not


29/103


30/103

30

e-SLGPRState of Local Governance Performance, Electronic Report

Municipality of San Jose, PY 2010

Highlighted in this report is your LGU's performance in four (4) areas of governance:(1) Administrative Governance, (2) Social Governance, (3) Economic Governance, and(4) Environmental Governance. A special report is included to determine how the fundamentalsof good governance such as Participation, Transparency, and Financial Accountability are valuedin the LGU. It is to note that the LGU's performance was assessed based on the responses ofthe LGU's Team to the questions provided into the LGPMS database. A Performance Scale isused to identify areas with excellent performance and areas for improvement. A perfect scale of5 denotes excellent performance while performance scales of 1-4 indicate areas forimprovement. Although scales of 3 and 4 are relatively high, there are areas which can still be

improved on. All these are explained in detail as you read the entire report.

On Social Governance

Social Governance looks into four areas: Health Services, Support to EducationServices, Support to Housing and Basic Utilities, and Peace, Security and Disaster RiskManagement. Your LGU performance in each area of Social Governance is plotted in the graphbelow.


None of the 4 areas in Social Governance marked "excellent performance" so far.Meantime, dedicate more time and effort on the areas for improvement.


31/103

31


The areas for improvement are listed by priority, starting from the area which gets thelowest performance scale followed by areas which get higher performance scales, respectively.


Performance

Description

Interpretation

Support to Housing andBasic Utilities

4.20High but not

Excellent

A certain level of support is extended to the housingservices sector. However, further assistance to concerns

such as the following is encouraged.

Suggested Action(s) to Take

Complete an inventory of: informal settlers, makeshift houses, sites for potential socialized

housing, households with no access to potable water supply, and households with no

access to electricity

Cause the donation of a local government lot for socialized housing, or provide socialized

housing or mass dwelling in partnership with the private sector. Housing is an

inalienable right


Interpretation

Support to Housing andBasic Utilities

Database for the housing sector The database of LGU for the housing sector has

identified sites for potential socialized housing; updatedinventory of households with access to water supply;

and updated inventory of household with access toelectricity. The database has an updated inventory of

informal settlers. The database has an updated inventory of

makeshift houses.


Cause the donation of a local government lot for socialized housing, or provide socializedhousing or mass dwelling in partnership with the private sector. Housing is an inalienableright.

Submit an updated report on lands identified for socialized housing and resettlementarea. [DILG MC No. 01-21, s. 2001]

Create a Municipal Housing Board/Force or Housing Coordinating Unit. Such teamshall assist the Sanggunian on matters concerning low cost housing and mass dwellings.

Provide technical, financial, and other possible forms of support or assistance to PunongBarangays within the municipality to ensure that the problem of squatting is properlyaddressed. [MC No. 98-202]


32/103

32

Priority Area for

Improvement

Performance

Description

Interpretation

Support to Education

Services

4.45

High but not

Excellent

A certain level of support to basic education is extended.

However, further assistance to matters such as the

following is encouraged. The Local School Board might

have to do more to advance the cause of those in need ofquality education.


Mobilize the Local School Board

Establish a Scholarship Fund for the poor but qualified. It is the essence of public service

Establish or improve the quality of the Alternative Learning System



Support to Education

Services

Functionality of the Local School

Board

Support to Elementary andSecondary Education from theSpecial Education Fund

The LSB composition is in accordance withthe LG Code. The LSB meets at least once a month; there is

an organized agenda for every meeting; everymeeting is documented; and the overallperformance is Good.

The LGU extends support in theconstruction, repair or maintenance of schoolbuildings, facilities and equipment of publicelementary and secondary schools; educationalresearch, purchase of books and periodicals;establishment or maintenance of extensionclasses, and sports development.


Interpretation

Support to EducationServices

Support to EducationServices

Support to Education from theGeneral Fund

Quality of Alternative LearningSystem

Quality of Alternative LearningSystem

The LGU implements a scholarship program from theGeneral Fund.

The LGU extends support in the construction ofextension classroom and hiring of extension teachers.

The ALS focuses on functional literacy and skillstraining of target beneficiaries.

The ALS promotes gender sensitivity, equality, anddevelopment. Practical skills gained from the system are known to be

applied by many of the beneficiaries.

There are resources available, including staff and funds,but the same are not sufficient.

Not all target beneficiaries are aware of the alternativelearning system


33/103

33


Establish or improve the quality of the ALS.Ensure that ALS truly operates as a system and not just a string ofprograms and activities. From the initial engagement with alternative learning practices, set out to construct agenuine alternative learning system.

Exert advocacy and social mobilization efforts to attract more learners being the center of theALS. Competency development and skills enhancement of facilitators being the heart and souls of the

system shall be given priority. Equally important is to intensify the power of collaboration among thestakeholders which include the LGU, DepEd, parents, NGOs, private sector, other government agencies,and universities and colleges.

Establish a Scholarship Fund for the poor but qualified. It is the essence of public service. Establish or improve the quality of the Alternative Learning System. Provide financial support to ALS as recommended by the Local School Board. The Local School Board shall serve as an advisory committee to the Sanggunian concerned on

matters relative to Education.

Priority Area for

Improvement

Performance

Description

Interpretation

Peace, Security and

Disaster Risk

Management

4.83

High but not

Excellent

Efforts are made to ensure Peace, Security and Disaster Risk

Management. But much more need to be done. Factors that

have the ability to improve performance in this area have to be

considered.


Ensure an annual financial allocation to the Katarungang Pambarangay. The Local Government Code mandatesit. Let us be reminded that this village justice system is principal in the promotion of community peace,

harmony and solidarity.



Peace, Security andDisaster RiskManagement

Functionality of POC

Quality of the IACPSP

Provision of sites for protectiveservices

Functionality of the LCPC

There POC composition is in accordance with Sec. 1 ofEO No. 773, 2009.

The POC meet as often as necessary; there is anorganized agenda for every meeting; every meeting isdocumented; and the overall performance is Good.

The IACPSP is participatory in its formulation; needs-based priority projects to enhance peace and order andpublic safety, financing, and Monitoring and Evaluationare integral components of the Plan and the IACPSP is

updated annually.

The LGU has Police Station, Fire Station, and MunicipalJail.

The LCPC composition is in accordance with DILGMemorandum Circular No. 2002-121, s. 2002.

The LCPC meets as often as necessary; there is anorganized agenda for every meeting; and every meeting isdocumented.

The LCPC is able to cause approval of a legislation onchild survival, protection, participation, and developmentamong others.


34/103

34



Peace, Security and

Disaster RiskManagement

Percentage of disputes

resolved through LupongTagapamayapa

Adequacy of services fordisaster victims

Rehabilitation effort

The LT resolved more than 80% ofinterpersonal disputes

There are sufficient evacuation centers,sufficient relief goods and services, sufficientfirst aid and medical services for all victimsincase of having calamity.

All disaster damages were rehabilitated.


Interpretation


Support to LupongTagapamayapa

Percentage of Amicable

Settlements sustained byLupong Tagapamayapa

Responsiveness of Disasteroperations

The appropriation provides for the Maintenanceand Other operating Expenses and coversexpenses for capital outlays.

The appropriation does not include financialbenefits of the Lupon.

The appropriation does not provide funding forthe conduct of continuing education for theLupon members.

98-100% of cases resolved were sustained.

LDCC Action Team exists and can be easilymobilized.

There are available evacuation centers, reliefgoods, medical and counseling services,operational community-based disaster early

warning system.

No appropriate and adequate equipage. With Quality Disaster Risk Management Plan.


Interpretation


Functionality of LDCC The LDCC composition is in accordance with

Presidential Decree No. 1566, s. 1978.

Support groups and community volunteers areorganized.

The LDCC meet as often as necessary; there is


35/103

35

Quality of Accomplishments

an organized agenda for every meeting; andevery meeting is documented.

The LDCC is able to integrate Disaster Riskmanagement in the CDP, LDIP, and AIP.

The LDCC is not able to formulate anOperations Manual incorporating therein a

communications strategy and Monitoring andEvaluation.

Projects implemented are consistent withpriority projects embodied in the Plan.

Incidence of crime reduced compared tolast year.


Ensure an annual financial allocation to the Katarungang Pambarangay. The LocalGovernment Code mandates it. Let us be reminded that this village justice system is principal inthe promotion of community peace, harmony and solidarity.

Strengthen the Local Disaster Coordinating Council. There are a lot of creative ways toachieve it.

Enhance local government readiness to manage the risks of disasters, including relief,other associated services and rehabilitation.

Appropriate an amount for the continuing education and enhancement of skills of thosewho are directly involved in maintaining peace and order apart from appropriations forMOOE and capital outlays.

Develop and implement programs and services for the CICL and provide funds thereof. [DILG MC No. 06-104, s. 2006] Include in the Annual Budget a corresponding appropriation for the operation of PLEB.

[DILG MC No. 59, s. 2006]

Strengthen the Municipal Anti-Drug Abuse Council which shall be responsible foradvocacy and information campaign against illegal drugs.

Organize a Municipal Special Drug Education Center Team to establish and operate aSpecial Drug Education Center for OSY and street children. (DILG MC No. 06-150, s.2006)

Ensure the efficient and effective administration of Katarungang Pambarangay.[Section421, LGC]

Provide for in the annual budget of the municipality such amount as may be necessaryfor the effective implementation of the katarungang pambarangay.[Sec. 422, LGC]

Encourage the Lupong Tagapamayapa to be efficient in its operation and join theannual search for Outstanding Lupong Tagapamayapa.Stress that winning is in the joining.

Ensure that the LGU has a Quality DRRM Plan and such plan has provisions for thefollowing:

Warning and communication systems; Early evacuation from high risk areas; Rescue and emergency operations;


36/103


37/103

37


Interpretation

Health Services Functionality of the LHB The LHB composition is in accordance with the LG

Code.

There is an organized agenda for every meeting andevery meeting is documented.

The performance of the LHB is onlySomewhat Good. The LHB meets at least once every quarter instead of

at least once a month or as often as necessary.


Interpretation

Health Services Quality of Primary Health Care

Quality of Child Care

Health referral system is established. The facility is always clean and maintained. Patients recording system is established. The Physician or a medical staff is regularly stationed

as scheduled.

Some basic medical supplies are available but someare not and some numbers of equipment are availablebut some are not.

Basic medicines are available most of thetime.

Regular check-up for children is available. OPV3, DPT3, Hep B3, and Measles vaccination to

infants before 12 months of age is ensured.

Program to counter malnutrition is undertaken andinformation on proper child care is disseminatedthrough various means.

Basic dental care service is limited to tooth extractiononly. Other oral health care services like filling andproper oral health care information are wanting.


Mobilize the Local Health Board. Ensure that the LHB meets at least once a month or asoften as necessary to discuss health issues and concerns. It is well to note that the LHB shallserve as an advisory committee to the Sanggunian concerned on health matters.

Improve the quality of primary health care or basic curative services. The LGU may startby making basic medicines readily available and adding necessary medical equipment to improvethe delivery of health services. Include in the annual budget the purchase of medicine, medicalsupplies, and equipment. [Section 17, LGC]

Improve the quality of child care services. Ensure that the basic dental care service willinclude filling and proper oral health care information.


38/103


39/103

39


None of the 3 areas in Economic Governance marked "excellent performance" so far.

Meantime, dedicate more time and effort on the areas for improvement.



Priority Area for

Improvement

Performance

Description

Interpretation

Entrepreneurship,

Business and Industry

Promotion

4.77

High but not

Excellent

More need to be done to institutionalize a business-

friendly environment. Factors such as the following need

to be looked into:


Improve the quality of permitting or licensing

Ensure the ease of doing business. Strategize to effect the issuance of building, occupancy,

and business permits in a more expedient manner


5 Rating

Interpretation

Entrepreneurship,Business and IndustryPromotion

Processing time of BuildingOccupancy and BusinessPermits

Processing time of a building permit takes 4-8hours.

Processing time of an occupancy permit takesless than 4 hours.

Processing time of a business permit takesmore than 30 minutes.


34.99 RatingInterpretation

Entrepreneurship,Business and IndustryPromotion

Entrepreneurship,

Quality of direct support tobusinesses, enterprises, andindustries

Quality of Civil ApplicationSystem to business Sector

The LGU provides tax incentive. The LGU supports training of business-employed

personnel or private sector employees.

The LGU maintains industrial peace and extendssupport to job fairs.

No assistance is extended in product labeling andproduct packaging for small and mediumenterprises.


40/103


41/103

41

simplifying the process, reducing the number of documentary requirements, and the numberof signatories.

Establish an administrative support body to take the lead in marketing theinvestment potentials of the local government.

Strengthen the LGU-San Jose Chamber of Commerce partnershipby holding regularmeetings/dialogues with its members. To project a business friendly government, the

LGU officials must establish a good relationship with business owners, know their concerns,and provide services they need.

Provide, or cause the provision of, direct support services to business, particularlythose categorized as micro, small and medium enterprises. Support services may comein the form of tax incentives, product labeling, product packaging, training, job fairs andtrade fairs. The following are suggested strategies:

Massive information and education campaign on tax incentives for on-time taxpayers using tri-media. Aside from radio programs, consider publication of fliers orleaflets and advertisements in local channel that would also cater information

dissemination of other programs and services of the LGU. Creation of a Task Force or designation of a Livelihood Officer to focus on theprovision of livelihood assistance and assistance in product labeling and packagingespecially for small and medium enterprises.

Create an Entrepreneurship, Business and Industry Promotion Office.The office, taskforce or board will be tasked to implement LGU plans and programs for the realization ofthe LGUs goals.

Priority Area for

Improvement

Performance

Description

Interpretation

Support to Agriculture

Sector

4.76High but not

Excellent

Local government support is extended to the Agriculture

Sector. But greater intervention is necessary.


Improve infrastructure support, e.g., communal irrigation system, farm-to-market roads, post-harvestfacilities

Improve credit facilitation services to farmers

Provide assistance to research and development, e.g., techno-demo cooperators, and researchinstitutes


5 Rating Interpretation

Support toAgriculture Sector

Percentage of farming HHbenefitting fromagricultural extension oron-site services

Alternativeassistance/services tofarmers

The extent of farming householdsbenefitting from agricultural extension andon-site research services or facilities is setat more than 80%.

The LGU of San Jose has an alternativeassistance to farmers specifically the use ofBio-N.


42/103

42


Interpretation

Support toAgriculture Sector

Extent of support toagriculture High rehabilitation or construction of feeder

roads or FMR.

High support in terms of production services,research and development services, andmarket development services.

The LGU provides high rehabilitationsupport, high provision of post-harvestequipment, and high credit facilitationservices.


Implement DOFS that is aimed not only to increase rice production but to diversifyfarm production. Agriculture is the major source of income for more than half thepopulation of San Jose; however, most of the farmers remain poor due to any of thefollowing factors:

Low household income, caused by high production cost; Prevalence of pest and diseases; Poor soil productivity; Unstable market price of farm products; Absence or lack of alternative source of income; and Inadequate post harvest facilities.

The DOFS main goal is to improve the economic condition and the quality of life of the

marginalized farmers by increasing the household net income of the farmers, establishing asustainable agricultural approach in rice production, and establishing a healthy farmenvironment.

Cause the provision of extension and on-site research services and facilities related toagriculture. Aside from demo-farms, farmer field school engaging farmers in a process ofexperiential or active learning (learning by doing) can be introduced.

Improve infrastructure support, e.g., communal irrigation system, farm-to-marketroads, post-harvest facilities.

Improve credit facilitation services to farmers and fisherfolksby allocating additionalfund and by organizing an Agri-Credit Desk in the municipality and designate a

senior staff as Agri-Credit Information Officer (DILG MC No. 97-262, s. 1997). Extend adequate production support, e.g., planting materials, fertilizers, and

laboratory services such as soil testing.

Provide assistance to research and development, e.g., techno-demo cooperators, andresearch institutes.

Improve market development services, e.g., trade fairs, exhibits, missions andcongresses.


43/103

43

Priority Area for

Improvement

Performance

Description

Interpretation

Support to Fishery

Services

4.85

High but not

Excellent

Support is extended to Fishery Services. However,

more focused intervention and sustained engagement

are important.


Improve infrastructure support for the fishery sector, e.g., mariculture parks, fish ports, seaweedsvillage ecozones, sea cages, among others.

Provide assistance to research and development services, e.g., techno-demo cooperators

Improve market development services for the fishery sector


5 Rating

Interpretation

Support to FisheryServices

Functionality of FARMC The FARMC composition is in accordancewith Section 75 of Republic Act No. 8550.

The FARMC meets as often as necessary;there is an organized agenda in everymeeting; and every meeting is documented.

The FARMC is able to assist in thepreparation of the Fishery DevelopmentPlan.

The FARMC is able to cause the enactmentof a fishery ordinance.

The FARMC is able to assist in theenforcement of fishery laws and rules andregulations on municipal waters.


Interpretation

Support to FisheryServices

Percentage of fishinghouseholds benefitting from

extension or on-site services

Support to fisherfolks andfishing industry

80% or more of fishing-household benefitfrom fishery extension and on-site research

or facilities. Market development is high.The LGU provides infrastructure support to

fisherfolks; offers production support services;and research and development services.

The LGU provides full credit facilitationservices.


44/103


45/103

45

e-SLGPRState of Local Governance Performance, Electronic Report

Municipality of San Jose, PY 2010

Highlighted in this report is your LGU's performance in four (4) areas of governance:(1) Administrative Governance, (2) Social Governance, (3) Economic Governance, and (4)Environmental Governance. A special report is included to determine how the fundamentals ofgood governance such as Participation, Transparency, and Financial Accountability are valued inthe LGU. It is to note that the LGU's performance was assessed based on the responses of theLGU's Team to the questions provided into the LGPMS database. A Performance Scale is usedto identify areas with excellent performance and areas for improvement. A perfect scale of 5denotes excellent performance while performance scales of 1-4 indicate areas for improvement.

Although scales of 3 and 4 are relatively high, there are areas which can still be improved on. Allthese are explained in detail as you read the entire report.

On Environmental Governance

Environmental Governance looks into four areas: Forest Ecosystem Management,Freshwater Ecosystem Management, Coastal Marine Ecosystem Management, and UrbanEcosystem Management. The report varies according to local ecosystems. Ecosystems which arenot related to the LGU are filtered out. Your LGU performance in this area is plotted in thegraph below.


46/103

46


None of the 4 areas inEnvironmental Governancemarked "excellent performance" so far.Meantime, dedicate more time and effort on the areas for improvement.



Priority Area for

Improvement

Performance

Description

Interpretation

Coastal Marine

Ecosystems Management

1.00

Very Low

Minimal effort or low capacity in Coastal Marine Ecosystem

Management. Take note of the factors that pull down

performance, and ensure failure. The way forward is to improve.Today's leaders are stewards of the coastal marine ecosystem - topreserve and to protect.


Consider long-term planning on coastal marine protection and management

Maximize CSOs and citizens' involvement in coastal marine protection and management

Set target areas for rehabilitation and protection, and monitor actions to ensure the achievement of targets


Interpretation

Coastal MarineEcosystems Management Involvement ofNGOs/Pos/Private Sector in

the protection and rehabilitation

of coastal areas

Integration of coastal marine

resource rehabilitation in the

CLUP or PDPFP

Adequacy of coastal marine

ecosystem management efforts

NGOs, Peoples organizations, the private sector orthe general public are all involved in the protectionand rehabilitation of coastal areas.

The coastal marine resource rehabilitation is notintegrated in the CDP

Efforts are not deliberate, area-targets are not set, notrehabilitated, and not protected.

SUGGESTED ACTIONS TO TAKE: Consider long-term planning on coastal marine protection and management. Maximize CSOs and citizens' involvement in coastal marine protection and

management.

Set target areas for rehabilitation and protection, and monitor actions to ensure theachievement of targets


47/103


48/103

48



Forest EcosystemsManagement

Involvement of NGOs/POsPrivate Sector in the protectionand management of forest

NGOs, Peoples organizations, the private sectoror the general public are all involved in theprotection and management of forest.


Interpretation

Forest EcosystemsManagement

Integration of forest management

program in the CLUP or PDPFP

Adequacy of forest management

efforts

The forest management program is not integrated in the CDP Efforts are not deliberate, area-targets are not set, not

reforested, and not protected.


Consider long-term planning on forest management. Set targets areas for rehabilitation and protection, and ensure the realization of

targets.

Priority Area for

Improvement

Performance

Description

Interpretation

Urban Ecosystems

Management

4.13

High but not

Excellent

Pollution control and proper solid waste management

are essential in preserving the integrity of the

environment. More need to be done. To gain better

performance in this area, consider the following:


Strengthen the Solid Waste Management Board

Prepare, if none has been formulated, or improve the quality of, the Solid Waste Management Plan

Ensure that every barangay has a material recovery facility

Improve solid waste collection practices

Move from Open Dumpsite Facility to Controlled Dumpsite Facility to a Sanitary Landfill as the finaldisposal facility. It makes sense. At the very least, inaction has legal implications. But more telling are thehealth and environmental imperatives

Service Area

Indicator(s) with

5 Rating Interpretation

Urban EcosystemsManagement

Integration of pollution controlprogram in CDP or PDPFP

Involvement ofNGOs/POs/Private Sector inthe Protection of theenvironment from air and waterpollution

Effort to enforce pollution

control measures

The pollution control program is integrated in CDP. The NGOs/Pos/Private Sector in the protection of

the environment from air and water pollution.

Efforts are deliberate, area-targets are set, and area-targets are protected from pollution.


49/103

49


Interpretation


Presence if facilities as finaldisposal of solid wastes

Effectiveness of Solid WasteCollection and Disposal

Presence of Solid WasteManagement Plan

The LGU has a Controlled Dumpsite.

Most of the time, solid waste collection is done ontime The LGU has a Solid Waste Management Plan which

is participatory in formulation and financing and M &E are integral components of the plan.

Waste characterization, source reduction, collectionand transfer, recycling, composting, solid wastedisposal, education and public information, andincentive scheme are only partially integrated in theplan.


Interpretation


Percentage of Barangays with

Material Recovery Facilities The percentage of barangays with material recoveryfacilities is set at 025%.

SUGGESTED ACTIONS TAKE:

Move from Open Dumpsite Facility to Controlled Dumpsite Facility to a SanitaryLandfill as the final disposal facility. It makes sense. At the very least, inaction haslegal implications. But more telling are the health and environmental imperatives.

Improve the quality of the Solid Waste Management Plan. Expand themembership and involvement of the SWMB members in its formulation and update theplan at least every two years.

Establish an incentive system for barangays which perform