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Chapter 1

Introduction

Background of the Study

Local governments are those governments citizens are quite literally are in touch with, a

local government is constituted by law as a political subdivision of the state. The creation of a

Local Government Unit (LGU) is determined by legislation, hence political in nature. It

exercises powers that directly affect the peoples lives. They are vested with powers to

implement laws, levy taxes and are responsible for the general welfare of its inhabitants.

It takes on a dual character one is a corporate character the other is a public character.

Philippine local governments are obliged by mandate to ascertain the preservation and

enrichment of culture, promotion of health and safety, and enhancement of the rights of the

people to balanced ecology. As agents of the national government, they act as a conduit to relay

verifiable reports on the progress of the nation. (Politics and Governance Theories and practice in

the Philippine context; 2010)

The LGPMS was instituted as way to monitor performance of LGUs and to assess their

development for the purpose of influencing national and local policy makers to make decisions

and actions to essential in the provision of quality basic services. Social governance is one of the

five benchmarks of governance. Social governance looks into four areas: Health Services,

Support to Education Services, Support to Housing and Basic Utilities, and Peace, Security and

Disaster Risk Management.

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These factors are important indicators not only of governance but also of the general

well-being of the people. Given the importance of Social governance, the researcher intends to

compare and analyze the LGPMS scores of the municipalities of the 4 th District of the Province

of Iloilo year on year and municipality and municipality from 2009-2012.

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Statement of the Problem

This study seeks to profile, compare and analyze the LGPMS scores of the 4 th District of

Iloilo in the area of Social governance and identify the good practices of the areas where a score

of not lower that 4.5 was gained.

Specifically it shall answer the following questions that will be divided across three major data.

1. What are the results of the LGPMS data of a municipality when individually profiled?

2. What are the highest and lowest scores of the municipalities on the dimensions of Social

Governance when taken together from 2009-2012 and compared individually?

3. What municipalities have the highest and lowest scores on Social Governance when

compared LGU on LGU on an average?

4. What municipalities have the highest score and lowest scores on Health Services when

compared year on year and LGU on LGU on an average?

5. What municipalities have the highest score and lowest scores on Support to Education

Services when compared year on year and LGU on LGU on an average?

6. What municipalities have the highest score and lowest scores on, Support to Housing and

Basic Utilities when compared year on year and LGU on LGU on an average?

7. What municipalities have the highest score and lowest scores on and Peace, Security and

Disaster Risk Management when compared year on year and LGU on LGU on an average?

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8. What are the good practices that a particular municipality that made it rate itself a rating

of 4.5to 5.0 in any of the areas?

Definition of Terms

The following terms are defined to give the readers of this research the researchers

common ground and effectuate clarity on the conceptual and operational understanding as used

in this research:

Local Government Unit

a) Conceptual: Local Government Unit refers to any sub-national administrative unit

established by law and endowed with powers delegated to it by law; they are specifically

categorized as region, province, city, municipality and barangay. (NCSB. gov.ph)


b) Operational: In this study, the definition of the term used shall be the same manner as

used in its conceptual definition.

Municipality

a) Conceptual: The municipality, consisting of a group of barangays, serves primarily as a

general purpose government for the coordination and delivery of basic, regular and direct

services and effective governance of the inhabitants within its territorial jurisdiction.

(Title 2 Chapter 1 Section 440, Republic Act 7160)


b) Operational: The same meaning shall of municipality shall be used.

District

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a) Conceptual: A term often used to designate a geographical area having distinct character

or location but without precise boundaries, it refers to a determined subdivision of a state,

country or municipality provided for judicial, political and administrative purposes.

(Encyclopedia Americana Volume 9; 2006)


b) Operational: A political subdivision composed of Passi City, Anilao, Banate, Barotac

Nuevo, Dingle, Dueas, San Enrique and Dumangas.

Local Government Performance Management System (LGPMS)

a) Conceptual: It is a self-assessment, management and development tool that enable local

governments provinces, cities and municipalities to determine their capabilities and

limitations in the delivery of essential public services. It is sub-divided into five

component areas of good governance; (1) Administrative Governance, (2) Social

Governance, (3) Economic Governance, (4) Environmental Governance and (5) Valuing

Fundamentals of Good Governance. (blgs.gov.ph)


b) Operational: The LGPMS is an on-line self-assessment faculty that allows Local Chief

Executives to evaluate their key areas of improvement and the areas of their good

practices.

Governance

a) Conceptual: All acts by which the intent of the government is carried out. (Encyclopedia

Americana Volume 11,2006)


b) Operational: The provision of services such as education, health, peace and order and

other basic utilities.

Scope and Delimitation

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The study focuses on the profile, comparative analysis of the LGPMS scores on Social

Governance of the 4th District of Iloilo and some good practices. These scores shall cover the

years 2009-2012. The researchers will only consider it a good if it has been practiced for at least

two years and the obtained the same 4.5-5.0 rate for the same period or it has received an award.

The researchers believe that Social Governance is the most direct manner of governance that

affects the people in terms of general welfare; hence they chose to focus on Social Governance.

The researchers recognize that the LGPMS is a self-assessment, management and

development tool that enable local governments provinces, cities and municipalities to

determine their capabilities and limitations in the delivery of essential public services.

Significance of the Study

This study aims to compare and analyze the LGPMS scores of the 4 th District of Iloilo on

Social Governance and identify the good practices of the municipalities. The study shall provide

useful facts to:

DILG - The results of this study can be used by DILG as an explanation of the raw data to

acquire information on areas of improvement for Local Government Units and for policy

diffusion purposes.

Mayors - This research can provide information on the areas where improvement is consistently

needed so that they can take the warranted actions and improve future results. This research can

also show them how they fare in Social Governance when compared with other municipalities as

well as encourage them to continue the programs where they have a 5.0 score. The results can

also encourage Local Chief Executives to engage in intergovernmental relationships with those

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municipalities they have common problems with. This can lead to them being able to find

solutions to common problems.

Sangguniang Bayan The product of this research can be used as a basis of identifying areas

where local legislation is needed as an appropriate action.

People of the 4th District- This research will allow people in the 4 th district to assess their

governments with regards to the services provided to them and how their municipality fares

when compared with other municipalities.

Political Science and Public Administration Students- This study will be very helpful to

Political Science and Public administration students because it focuses on two dimensions of the

perspective fields, the implication of the Social Governance scores in policy formulation and as

indicators of good governance.

Other Researchers- This study can open new doors to other researchers who are interested in

conducting research in the field of Public Administration and Political Science. Through this

research, they can expand and further enhance the topic to a greater extent through a different

approach.

Chapter 2

Review of Related Literature

This chapter contains a review of related literature that will provide readers and

researchers on further clarification about the study.


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Literature about Local Government Units

Local government units have its roots in the administration of Spain which lasted for over

300 years. According to Agoncillo; 2000, the hierarchical political set-up of the Philippines

during the Spanish regime may be seen in the political institutions established by said political

power. Bureaucracy was divided into different levels of administration, from the central or

national, provincial, city, municipality and barrio levels. On the municipal level, the little

governor or gobernadorcillo (later replaced by Capitan Municipal in 1894) headed the pueblo or

municipio.

The gobernadorcillo, was the highest position a Filipino could attain together with the

parish priest, they played a significant role in the welfare and order of a particular municipio.

Among his multifarious administrative duties was the preparation of the pardon (tribute list),

recruitment of laborers for polo y servicio, the quinto (military conscription), postal clerk, and

judge in civil suit P44.00 or less. He was in charge of the town lands, administration of justice,

finance and the Armed Forces. The role Filipinos in voting for their representatives was

institutionalized through the Maura Law of 1893.

Corpuz et. al; 2012 describes that the Filipinization of the government came after the

Americans had arrived. Through the General Order no. 43 that recognized the structure of the

local governments set up by the Spaniards and the notably historical Commonwealth Act No.

357 which allowed women to vote for their local representatives. Under the Commonwealth

government of President Quezon, nine chartered cities were created- Cebu, Iloilo, Bacolod,

Davao, Zamboanga, San Pablo, Quezon, Cavite and Tagaytay.

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Gen. William Howard Taft was appointed as the first civil governor. Taft initiated the

policy of The Philippines for the Filipinos. and encouraged Filipinos to take active

participation in the countrys political activities. If Spain had denied the ilustrados representation

in colonial administration, Taft opened a place for them as provincial governors, as members of

his Commission, as head of municipal offices and as delegate-observers in the U.S. Congress in

Washington.

The last 50 years of the 20 th century saw the emergence of the Local Autonomy Act of

1959 and the Barrio Charter and the Decentralization Act of 1967. This proved to be national

legislatures passed to respond to the clamor for self-rule. The fundamental importance of local

government units were later on recognized by the 1973 and 1987Constitution (Article 10).

The Congress shall enact a local government code which shall provide for a more

responsive and accountable local government structure instituted through a system of

decentralization with effective mechanisms of recall, initiative and referendum, allocate among

the different local government units their powers, responsibilities and resources and provide for

the qualifications, election, appointment, removal, terms, salaries, powers, functions and duties

of local officials and all other matters relating to the organization and operation of the local

units".

The implementation of the Local Government Code of 1991, has affected the entire

structure of Local Government Units in that it has vested to these units decentralization of

powers. Leviste; 2004 ( Volume 52), cites Legaspi 1995 who points out that decentralization

refers to the deconcentration of powers, functions, and responsibilities to the region and lower

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level political communities to facilitate the attainment of development goals and objectives. This

reflects the desire to involve the people.

Scholars (Karaos 1997; Porio1997; Tapales 1996) further states that decentralizing

government functions affords local officials and other stakeholders relative autonomy in both

administrative and political matters. Raynolds (2001) notes that the enactment of the LGC rests

upon the fundamental premise that governance should be a shared undertaking among the

national and local-level officials as well as private public stakeholders.

Republic Act no. 7160 defines a municipality as a group of barangays that serves

primarily as a general purpose government for the coordination and delivery of basic regular and

direct services and effective governance of the inhabitants within its territorial jurisdiction.

The municipality is a carryover of the pueblo or municipio during the Spanish period. A

municipality is created, divided, merged, abolished or its boundaries substantially altered only by

an act of Congress and subject to the approval by a majority votes of plebiscite.

Chapter Three, Article I, Title II, Book III of the Local Government Code (Rodriguez

2000) specifies the following functions of the Municipal Mayor:

a. Exercise supervision and control over all programs projects and services

of his municipal government.


b. Enforce all laws and ordinances and implement all policies, programs,

projects, services and activities of the municipality and exercise the corporate

powers of the municipality.


c. Initiate and maximize the generation of resources, revenues and to see to it

that the same will be applied in accordance with law and ordinance.
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d. Ensure the delivery of basic services and to provide adequate facilities.

The basic services like social services, health care, information services, disposal of

waste and infrastructures, public markets, police and fire stations, tourism facilities are provided

by the Code as well. Accordingly Section 17 of the Local Government Code explicitly states that

Local Government Units shall be self-reliant, they shall likewise exercise such other functions

and such other powers and responsibilities as are necessary, appropriate and incidental to

efficient and effective provision of basic services. For Municipalities, basic services include:

i. Extension and onsite research services and facilities related to agriculture and fishery

activities which include: dispersal of livestock and poultry, fingerlings and other seeding

materials for aquaculture; palay, corn and vegetables seed farms; medicinal plant gardens;

fruit tree, coconut and other kinds of seedling nurseries; demonstration farms; quality

control copra and improvement and development of local distribution channels,

preferably through cooperatives, inter-barangay irrigation systems; water and soil

resources utilization and conservation projects; and enforcement of fishery laws and

municipal waters including the conservation of mangroves;


ii. Pursuant to national policies and subject to supervision, control and review of the

DENR, implementation of community-based forestry projects which include integrated

social forestry programs and similar projects; management and control of communal

forest with an area not exceeding 50sq. km.; establishment of tree parks, greenbelts, a

similar forest development projects;


iii. Subject to the provisions of Title V, Book I of this Code, health services which include

the implementation of programs and projects on primary healthcare, maternal and

childcare and communicable and non-communicable disease control services; access to

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secondary and tertiary health services; purchase of medicines; medicinal supplies and

equipment needed to carry out the services herein enumerated;


iv. Social Welfare services which include programs and projects on child and youth welfare,

family and community welfare, womens welfare, welfare of the elderly and disabled

persons; community based rehabilitation programs for vagrants, beggars, street children,

scavengers, juvenile delinquents and victims of drug abuse; livelihood and other pro-poor

projects nutrition services and family planning services;


v. Information services which include investments and job placements information systems,

tax and marketing information systems, and maintenance of public library;


vi. Solid waste disposal system or environmental management system and services or

facilities related to general hygiene and sanitation;


vii. Municipal buildings, cultural centers, public parks including freedom parks, playgrounds

and sport facilities and equipment and other similar facilities;


viii. Infrastructure facilities intended primarily to serve the needs of the residents of the

municipality of which are funded out of municipal funds including but not limited to

municipal roads and bridges; school buildings and other facilities for public elementary

and secondary schools; clinic, health centers and health facilities necessary to carry out

health services; communal irrigation, small water impounding water projects and other

similar projects; fish ports; artisans wells, spring development, rainwater collectors and

water supply systems; sea walls, dikes, drainage and sewage and flood control; traffic

signals and road signs and similar facilities;


ix. Public markets, slaughter houses and other municipal enterprises;
x. Public cemetery;
xi. Tourism facilities and tourist attractions including the acquisition of equipment,

regulation and supervision of business concessions, and security services for such

facilities;
xii. Sites for police and fire stations and substation in the municipal jail.

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Brief Historical Profile of the Municipalities of the 4th District

The following information was obtained by the researchers from the respective Local

Government Websites and the Congressional Profile of the 4th district of Iloilo

(1) Anilao

The official website of Anilao describes it as a town along the coastal areas in Panay.

Founded by a group of fishermen during the pre-Spanish period, the former site was located near

the mouth of the western bank of the Anilao River from where the town derived its name. Being

covered with thick mangrove forest in the swamp gives this municipality an ecological niche for

fishes and a natural barrier for storms. The first gobernadorcillo was Juan Pagdalangon. Today it

is a 4th class municipality.

Don Alejandro Arandilla was named the first Capitan Municipal. When the Spanish

revolution broke out in 1898, Don Cipriano Montao continued as Capitan Municipal.

Revolutionary soldiers under the leadership of Pendoy were organized to fight against the

Spaniards.

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Within that year a new government was then set up under the mandate of American Military

Officers.Don Alejandro Arandilla, the first Municipal President was elected on September 2nd, in

conformity with the mandate of the Civil Commission in the later part the municipalities of

Anilao, Banate and Barotac Viejo were fused into one municipality in January 6, 1904. Barotac

Viejo became the mother municipality of Banate and Anilao. On January 1, 1918, Banate, by

virtue of the Executive Order No. 84 of the Governor General of the Philippines, became

independent leaving the sister town of Anilao as its arrabal.In 1919 the people of the

municipality sent a petition Provincial Insular Authorities requesting the fusion of Anilao to

either Barotac Nuevo or Dingle and were later turned down by the higher authorities to break

away from the mother municipality.

This issue later on became the pivotal point for the elections. Two key figures tower in this

part of Anilaos history Provincial Governor, Honorable Tomas Confessor, as party head of the

present administration in the province and assemblyman, Honorable Victorino Salcedo, assured

the electorates of Anilao of the ultimate separation from the municipality of Banate, the town

supported the candidates of the party. Through E.O. 220 issued by President Manuel L. Quezon,

Anilao an independent municipality, apart from her mother municipality (Banate) on November

1, 1939. The elected officials of Banate in 1937 became the officials of the new municipality of

Anilao.

(2) Banate

Data released by the Knowledge Division of the NEDA region 6 (2008) describes Banate

as beautiful coastal town in the northern part of the province of Iloilo has a mysterious

background. There is no historical record prior to 1865 when Andres Maningo was known to be
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its first Teniente del Barrio. Banate was only a visita of the town of Barotac Nuevo. The

towns name is reportedly attributed to a tree called Banate.. Reportedly, an old man who did

not understand the question of a Spaniard said that the name of the place was Banate. While

such legend sounds too absurd to be true, it is the only explanation often given by people when

asked why their town is called Banate.

The town was re-annexed to Dumangas. Later it became a Visita of Barotac Nuevo until

1843, when it was declared again as an independent parish with St. John the Baptist as its titular

patron. Seven years later, Governor General Antonio Blanco, without doubt forgetting the earlier

decree, declared Banate as an independent parish on 15 April 1850, at the same time as that of

Anilao.

(3) Barotac Nuevo

The town was founded in 1811 by the recognized leader of the place during the Spanish Era,

Don Simon Raymundo Protacio Belen. Its name Barotac Nuevo was derived from the acronym

of the Spanish word 'baro' meaning mad and 'tac' the last syllable of the word malutac. Local

folklore, Barotac Nuevo was famous for its well-bred horses. There was once a horse called

Tamasak, a pure white stallion known for its strength.

(4) Dingle

Newson (2009) points out that the establishment of Dingle is attributed to the Augustinian

Friar Fr. Blanco in 1593. Like many areas in Iloilo the name was thought to be a result of a

miscommunication between the people and the Spanish conquistadoresIt used to be a part of

Pototan until 1611. Later it became part of Lag-Lag, now Dueas until 1825. On August 16,
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1850 by order of Governor General Urbitondo, Ba-ong became an independent parish named

Dingle.

(5) Dueas

Dueas was founded in 1590 with the name of Sumandig. Sumandig was an annex of

Sibucao. In this place the people practiced pagan rituals and idol worshipping. A certain god

named diwata Banog, believed to delay or impede travelers, was offered rituals and dances as

peace offerings. During the term of Fr. Francisco de Mesa as Parish Priest of Laglag (1659-1663)

he went to Barrio Malonor, despite the opposition of some town officials, to persuade Tapar and

his followers to go back to the holy faith, only to face his death in the hands of the latter.

Two days later, the Spanish soldiers went to Malonor to recover and bury the body of the

towns first martyr. Interestingly, the name of this municipality comes from a Latin word

meaning dominion.

(6) Dumangas

Dumangas can be reached by cruising through the Monfort Coastal Road. It is home to

the best agricultural and marine products. Topographically, it has four majestic hills embracing it;

Matagasing, Ermita, Binaobao and Elihan. Interestingly, it is in Ermita where one can find the

remnants of the first stone church in Panay.

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Monteclaro et. at. (2000) relates that one tribe settled in the southeastern cost of Panay,

in an area strewn with hills and streams. Settler's called their new home "Araut" after the name of

their old village, which they had left. Araut was discovered by a group of Spanish soldiers led by

Mateo del Sanz. They found and thought the natives were "the noble people in the old

archipelago". In 1569, Fr. Juan de Alva who accompanied Capitan Luis de Hoaya when they first

came to Araut, was appointed the first parish priest of Dumangas. Several legends abound the

manner by which the municipality got its name. One legend says that a Spaniard asked a native

about the name of the mango tree and the native replied Dos Manggas while in another version

it was Duro Mangas.

The most probable version was about the verbal report of Legaspi's French officer who

mentioned "Sitio du Mangas" as a place where they got replenishments.

(7) San Enrique

The data from About San Enrique, the official website of San Enrique, relates that it was

popularly called Barrio Bontok before 1881, it stood as a Pueblo with its own streets and church.

Hearsays are quite uniform in stating that the act of choosing San Enrique to be the town patron

saint was intentionally done. The American years brought autonomy to the municipality.

The elected Presidente in 1902 was Quiterio Paez, whose term was cut short when he died a

year after. The new Municipality of San Enrique, was created by Executive Order No. 259, July

12, 1957 in the Province of Iloilo, by His Excellency Carlos P. Garcia, President of the

Philippines conferred a further degree of autonomy.

(8) Passi City


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Popularly called, the Sweet city in the heart of Panay for its pineapple plantations, Passi is

a rice and sugar rich area.

According to the Congressional Profile of the 4 th district of Iloilo (2008) the Spanish

conquistadores asked a woman what the name of the place was pointing to an the unhusked rice

in her basket, to the old womans surprise she replied "Pasi" which means the unhusked rice on

her basket. From that time on, the Spanish begun to call the place "Pasi" that later evolved to the

present "Passi." The then municipality was officially recognized as a city on January 30, 1998

through Republic Act 8469 signed by then President Fidel V. Ramos. Today, the City is a fast

emerging growth center. Since its creation as component city, its population has increased, and

other amenities such as banks, private institutions, commercial buildings/centers, housing and

other social facilities have continued to proliferate.

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Literature about Governance

The concept of good governance is not new. It is as old as human civilization. Its opposite is

bad governance which being increasingly regarded as one of the root causes of all evil within the

society. To simply put it, governance means the process of decision making and the process by

which decisions are implemented or not. Since it is a process of decision making and the process

by which decisions are implemented, the analysis of governance focuses on the formal and

informal actors in decision-making and implementing decision made and the formal and informal

structures that have been set in place to arrive at and implement the decision. The government is

one of the actors involved while other actors vary depending on the level of government that is

under discussion. Good governance requires that institutions and processes try to serve all

stakeholders within a reasonable time frame.

UNDP reports that good governance has 8 major characteristics. It is participatory, consensus

oriented, accountable, transparent, responsive, effective and efficient, equitable and inclusive and

follows the rule of law. This characteristics assures that corruption is minimized, the view of the

minorities are taken into account and that the voices of the most vulnerable in society are heard

in decision-making and being responsive to the present and future needs of society. Yet, it is clear

that good governance is an ideal which is difficult to achieve in its totality, only few countries

and societies have come close to achieving good governance. However, to ensure sustainable

human development, actions must be taken to work towards this ideal with the aim of making it a

reality.

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Traditionally, public services are described as non-productive and drain on wealth-

producing part of the economy in developing countries. The emphasis is on decentralization,

devolution and modernization of the public service delivery. The performance management

model is a system based approach that cultivates the achievement culture in any economic entity

linking primary objectives to the secondary ones. Current strategic management literature

suggests that the PM model is place when there is a strong linkage between primary objectives

and secondary objectives and between strategic plans and performance measures. The model

pinpoints appropriate performance measures of output from the customer viewpoint.

Performance is referred to as being about doing the work, as well as being about the

results achieved (Otley, 1999). Service quality management may be described as the process of

minimizing the performance gap between actual delivery and customer expectation. However,

identifying performance gap must be done by the top management as they are the frontiers that

provide avenue, framework and empowerment.

It is a multi-dimensional construct, the measurement of which varies, depending on a

variety of factors that comprise it. But others that it should be defined as the outcomes of work as

it provide strongest linkage to the strategic goals of the organization, customer satisfaction, and

economic contributions. Yet, it is important to determine whether the measurements objective is

to assess performance outcomes or behavior.

As defined above, performance is affected by a number of factors which should be taken

into account when managing, measuring, modifying and rewarding performance. These factors

such as the personal, leadership, team, system, and the contextual factors are determine when

trying to modify the behavior of its constituents.


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The PM model is systematic in approach and managers can adopt the principles of

systems analysis theory (SAT) to link primary and secondary objectives of an organization

(Burch, 1993). System analysis (SA) is described as the organized step-by-step study of detailed

procedures for the collection, manipulation and evaluation of data about an organization for the

purpose not only of determining what must be done, but also of ascertaining the best way to

improve the functioning of the system (Skidmore, 1994 et. al.). It is a novel concept in

developing countries relative to the developed economies. It is also defined within the context of

private sector organization as a systematic, data-oriented approach to managing people at work.

It is a process by which the organization integrates its performance with its corporate strategies

and objectives (Bititci et al., 1997).

Literature on PM is now starting to address issues of strategic linkages with operational

performance in the local government system (Atkinson et al., 1997). This is consistent with

literature on performance in general (Kaplan and Norton, 1996; Fitzgerald et al/.. 1991;

Ballantine and Modell, 1998). However, literature is still largely grounded in operational

concepts of the PM model. Research provides evidence that organizations concentrate on

measuring what is easily measurable and in local government this approach results in a prejudice

against measuring performance in terms of economy and efficiency, and to a lesser extent on

effectiveness (Palmer, 1993).

`The BS (balance scorecard) is potentially powerful tool by which senior managers can

be encouraged to address the fundamental issue if effectively deploying an organizations

strategic intent (Kaplan and Norton 1992, 1996). The BS literature also indicates that it is as

much the process of establishing a scorecard that yields benefit as the resultant measurement

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schema. Kloot and Martin (1998) argue that in practice, PM systems requires the four

dimensions of the BS, i.e. financial, community/customer, internal business processes, and

growth/innovation and learning. While all the four dimension of the BSA model are important,

the focus in the local government system has been on the results of council work financial

performance and to lesser extent on how the community views in performance.

The Rapid Field Appraisal (RFA) was developed as a monitoring tool which was

conducted to capture and monitor the trends and progress of decentralization. However, after 19

years since the implementation of Local Government Code, the RFA no longer to monitor the

trends, but to describe the progress, initiatives, and innovations of local governments.

Several findings were made on the decentralization process which is monitored by the

RFA. Findings such as the topic under local governance and administration could be viewed as

aspects of local political regime. The local legislation, transparency, accountability, and

participation define local governments culture of doing things with respect to administration.

It is intended by the Local Government Code that these will become principles that govern the

local governments development planning, resource generation, resource allocation and

utilization, local legislation, and other activities.

The performance of local government functions is encapsulated in development planning,

which implies the whole development program planning cycle. This means that any local

government plan is necessarily viewed in the context of an assessment of existing conditions to

identify problems and needs, and the specific programs and projects to be implemented in order

to address those needs and problems. The ultimate results of local legislation, transparency, and

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participation could be seen in the quality and changes in the life of the people resulting from

improved performance of local government functions.

Findings of the RFA show the effectivity of decentralization had prompted a great increase

in such as areas as in local legislation demonstrates an increase in local governments capacity to

legislate, and use legislation as a tool to support local governments initiatives and innovations,

particularly on revenue generation, providing better incentives to local businesses, environment

and social services. Transparency and participation are changing as local governments gradually

opening and providing space for transparency, however there are still limited and inadequate

share to public and opportunities that should be address. Participation is still unmet due to Local

Development Council failing to meet the required number of session and the participations of

people as members of the civil society sector is only limited to their respective sectoral concerns.

Literature about Health

The government has the responsibility to provide for health of every Filipino. The 1987

Constitution explicitly states the government must adopt an integrated and comprehensive

approach to health and development which shall endeavor to make essential goods, health and

other social services available to all people at affordable costs. The health situation of a countrys

people cannot be seen out of context of its socio-economic situation. Widespread poverty in the

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Philippines has resulted in millions of Filipinos suffering from easily preventable health

problems. (IBON Facts and Figures vol. 26, no. 16:2003)

National Government although mandated to enhance health and promote welfare but the

administration of such cannot be carried out by the government alone. Hence it is explicitly

stipulated in the Local Government Code, local government units, are to provide for health

services.

An article published by the Philippine Sociological Review (2007) discussed that health

services delivery during the pre-devolution years was vastly centralized. Atienza (2004) points

out that the Department of Health presided over the national delivery structure that catered to all

local government units, with the exception of a few chartered cities. Under the devolved

principle the Local Government Unit is empowered to create and local health policies and

programs according to the specific community demand. Noted by, Tordecilla (1997) under the

devolved system there are two interdependent health policy processes at the Local Government

level- health policy in the provincial, city or municipal level and health policy in the barangay

level.

Local health systems operate either provincial, district or municipal units. Uchimura &

Jutting (2006) describes that at present, LGUs are supposed to fund health services through their

shares of the Internal Revenue Allotment (IRA). However costs of devolved functions of services

do not match the IRA budget. Local health services also deteriorate because of lack of trained

manpower, clinical equipment or physical structures. Separate administrative control for

24
hospitals and local health systems under devolution has broken the chain of integration between

these health systems. This resulted to the deterioration of integrative approaches to health care

delivery system and quality of local services

A World Health Organization (WHO) study on the impact of decentralization on health

administration and services also revealed that under devolution, the delivery of health services

became politicized. In the study, WHO discovered that the mayor hires more health staff, in more

cases without the prior knowledge of the Municipal Health Officer.

This led to the situation where 60% to 80% of the total municipal health budget went to

personnel, leaving insufficient funds for other services as pointed out by Revala (2000). Falling

health budget allocations also threaten the welfare of government health workers. In areas where

the budget for health is deplorably low, devolved health workers have no hazard pay and their

subsistence and laundry allowances are sometimes cut-off.

Lucas (2000) points out that the cost of the devolved functions of services to the LGUs

does not match their IRA budget provided by the National Government. Provinces obtain only

about 23%, municipalities and cities 34% and 23% respectively and barangays receive 20%.

Some districts have opted for corporatizations however this makes health services inaccessible.

The provision of health services is not a business and it is not something Local Chief Executives

can take lightly.

Yu (2003) states that access to health services it the right that every Filipino should have

and it is the governments responsibility to provide health services for all. An attempt of the

national government to put in the hands of private enterprise a public service duty implies that

25
the government is unwilling to spend for the health of the people. There are resources available

for public health services in the national budget; these resources are being misallocated. Peoples

health needs are simple. When they get sick they want to be assured that they will have access to

health facilities and the services to make them well.

According to the Rapid Field Appraisal on Decentralization 2008 all LGUs claimed

improvement in the delivery of social services with decentralization because of the independence

in decision-making at the local level. Problems can be readily addressed. The various health

programs implemented by the LGUs such as the immunization program and the dengue

prevention program and intensive education and information dissemination campaigns resulted

to decrease in maternal death rates, infant death rate and fatal death rate. Health facilities in

Region 6 have been upgraded, which have contributed to the improvement of services and

enhancement of awareness and health-seeking behavior of the people. However there are still

some areas in the region where hospital bed and clinic to population ratio is still below standard,

and needs to be addressed.

The same report discusses health personnel. Accordingly A nurse in one LGU is serving

the municipality on a voluntary basis, receiving token honorarium depending on the availability

of municipal funds, because of lack of funds accordingly some LGUs do not have a human

resource development plan for its health personnel. Most municipalities comply with the

Municipal Investment Plan for Health (MIPH) approved by the Department of Health (DOH).

Compliance is closely adhered to in terms of health budget from the IRA. Other sources of funds

are mobilized to supplement the budget. Local Legislative bodies also provide support to

national health policies through ordinances.

26
A synopsis on the 2010th Rapid Field Appraisal on Decentralization downloaded from

the internet indicate that data obtained from different local government units point a decreasing

trend of spending for health over the last five years with provinces showing declining support.

Spending for local government expenditures are no longer for personal services alone but for the

operating cost to implement programs and improve health facilities. A proof of this is the

emergence of local government operated district hospitals.

In Health Services, the trend of local spending for health are now increasing as the local

government expenditures are no longer for personal services alone but also for operating costs to

implement health programs and improve health facilities. Investments in education are

considerably low because it is still not high on the priorities of local governments. However,

developments have taken proactive steps in improving education and sponsor special programs

for youth and children with special capabilities or needs. Other services are also provided by

local government such as housing, water and sanitation, peace and security and disaster

preparedness. These services are forms of local social governan.

Literature about Peace, Security and Disaster Risk Management

Over the past decades, the Philippines have been described and designated as one of the

most disaster-prone countries in the world mainly because of its geographical, geological

location and physical characteristics. It lies along several active fault lines and have active,

inactive and potentially active volcanoes all over the country. We record an average of 20

earthquakes per day and around 100 - 150 earthquakes felt per year.

27
In addition, the country lies within the Western Pacific Basin, which means, it is the

generator of climatic state of being such as monsoons, thunderstorms, inter-tropical convergence

zone or the ITCZ, typhoons (through the aggregation of others) making it a way of a ratio of 20

tropical cyclones annually, nine of which makes a landfall. Climate risks lead with it to exposure

to super typhoons; droughts, rainfall changes and projected temperature increase. Likewise,

flooding is another hazard facing of the country due to heavy rains.

Natural disasters are a threat to the society. The government has created measures to be

abided from the national level down to the local government units. A stratagem to counter said

threat highlights the role of both the government and the people at such time of emergency.

Disaster risk management has three goals: to prevent fatal injuries and deaths in times of

dangerous events, to prevent the delay of school and work and resume immediately and to

develop a community which can fend for itself during natural disasters.

A paradigm shift in the development sector, from income poverty to human poverty that

has been paralleled in the disaster management sector by a shift from seeing disasters as extreme

events created by natural forces, to viewing them as manifestations of unresolved development

problems. This has led to increased emphasis on integration of poverty reduction programs with

other sectorial issues such as environmental management, gender and public health. However,

examples of systematic long-term integration of such programs with the disaster management

sector are few. The fact that, over the past few decades, there was an exponential increase in

human and material losses from disaster events, though there was no clear evidence that the

frequency of extreme hazard events had increased. This indicated that the rise in disasters and

28
their consequences was related to a rise in peoples vulnerability, induced by human-determined

paths of development.

An evolution in approaches that from relief and response to vulnerability analysis to risk

management that has started influencing how disaster management programs are now being

planned and financed.As it is becoming clear that the nature of peoples vulnerability is complex

and varied, linkages between poverty and vulnerability are being explored. Disasters are no

longer seen as extreme events created entirely by natural forces but as manifestations of

unresolved problems of development.

Under RA 10121 or the Philippine Disaster Risk Reduction and Management Act of

2010, the disaster risk and management was established. It has replaced the old disaster

preparedness and response. It is the guideline for mitigation of damage to society, reaction to the

natural disasters that may occur and consistent progress.

Few decades ago, disasters were viewed as one-off events and responded by governments

and relief agencies without taking into account the social and economic implications and causes

of these events. With significant advancement in our understanding of the natural processes that

underlie the hazardous events, a more technocratic paradigm came into existence which believed

that the only way to deal with disasters was by public policy application of geophysical and

engineering knowledge.

These approaches looked at disasters as exceptional events, not related to the ongoing

social and developmental processes. Gradually this attitude changed to an emphasis on

preparedness measures, such as stockpiling of relief goods, preparedness plans and a growing

29
role for relief agencies such as the Red Cross. This contingency planning approach certainly

improved the efficiency of relief agencies but left a lot to be desired in terms of appropriateness

and effectiveness of relief.

Peace and security are fundamental for man and progress. According to UNESCO

government must be taught to thrive and protect other humans to foster a balanced society. Peace

and security are inherent rights of citizens of a state and it cannot be taken from them. One way

to achieve such end is through education.

The Department of National Defense of the Philippines is the Philippine's executive

department under which the protection of the country from threats both inside and outside. Under

it is the national disaster risk reduction and management council that is liable for the people's

security and well-being in times of natural disasters and dangerous events.

(Bondoc LED) Inter-agency Programme aimed for Nurturing Peace, Security and Decent

Work via Local Development in Hazardous Areas of the Philippines was created to improve

people's ability to withstand dangerous events as its main principle. They are susceptible to

threats like natural calamities, militant warfare and inaccessible stable jobs and profit. These

areas deal with the basic problems of the Filipino but with even lesser opportunity to even a

clean water supply.

In dealing with disaster local government units are the most directly involved. The Local

Government Units are mandated to respond to disasters, the preparation for disaster is given a

special fund in the Internal Revenue Allotment of said LGU. In addition, national legislation

such as Republic Act. 10121 states that:

30
Section 3 of Republic Act 10121, disaster prevention and disaster mitigation are defined as:

Disaster Prevention the outright avoidance of adverse impacts of hazards and related

disasters. It expresses the concept and intention to completely avoid potential adverse impacts

through action taken in advance such as construction or dams or embankments that eliminate

flood risks, land-use regulations that do not permit any settlement in high-risk zones and seismic

engineering designs that ensure the survival and function of a critical building in any likely

earthquake

Disaster Mitigation the lessening or limitation of the adverse impacts of hazards and

related disasters. Mitigation measures encompass engineering techniques and hazard-resilient

construction as well as improved environmental policies and public awareness

Disaster Response the giving of emergency support and aid during at the time of

disaster and its aftermath to protect people, mitigate injuries and provide rations and relief. It

aims to provide temporary housing and address other needs

Cross-cutting Concerns focuses on six subcategories: health, man-created calamities,

gender issues, national resources protection, traditional practices and on the basis of rights. They

are factors that are considered in this program and the ends to meet

Monitoring and Evaluation and Learning the key elements of the DRRM program to

effective and timely execution of policies and actions and regards learning from previous events

are essential to the data gathered. By monitoring and evaluating, it can respond as well as adapt

to the situation at hand and create any changes to the plan there

31
Literature about Housing

The most prominent resolution in the first UN conference on Human Settlements in 1976

was recognition of the role of governments. Government policies and programs can solve

problems of housing.

Tracing its origins to the People's Homesite Corporation (PHC), the first government

housing agency established on 14 October 1938 and to the National Housing Commission

(NHC) which was created seven years later, on 17 September 1945. These two agencies, the

32
PHC and the NHC, were eventually merged on 4 October 1947 into the People's Homesite and

Housing Corporation (PHHC). The National Housing Authority (NHA) is the sole national

agency mandated to engage in housing production for low income families.

In the 1950s squatting was viewed only as a legal problem. Until the middle of the

1960s, squatters were punished and relocated to urban fringes. However, relocation did not have

sources of livelihood and basic social services. Thus, the relocated squatters eventually went

back to the cities to rebuild their homes on idle lands.

In the 1970s, the government introduced the low-cost housing such as medium-rise walk-

up tenement buildings like the BLISS. However, these projects only benefitted the middle-

income families.

In the 1950s squatting was viewed only as a legal problem. Until the middle of the

1960s, squatters were punished and relocated to urban fringes. However, relocation did not have

sources of livelihood and basic social services. Thus, the relocated squatters eventually went

back to the cities to rebuild their homes on idle lands.

In the 1970s, the government announced the low-cost housing such as medium-rise walk-up

tenement buildings like the BLISS. However, these projects only benefitted the middle-income

families.

Republic act 7279 or urban development and housing act was passed. The law is a wide-

ranging urban development and housing program to be undertaken by the government in

cooperation with the private sector. In addition, the local government units are directed as the

33
lead implementing agencies. Its primacy is the success of socialized housing for the

underprivileged and the homeless.

EO 90 recognized the key housing agencies to implement the National Shelter Program

and defined their respective mandates. The NHA was mandated to be the sole government

agency to engage in housing construction. Under the said Executive Order, NHA was placed

under the policy and program supervision of the Housing and Urban Development Coordinating

Council (HUDCC), the umbrella agency for shelter charged with the main function of

coordinating the activities of various government housing agencies engaged in production,

finance and regulation.

Executive Order No. 20 on 28 May 2001 reaffirmed mass housing as a centerpiece

program in the poverty alleviation efforts of government. Said EO likewise reaffirmed HUDCC's

administrative supervision over the housing agencies including the NHA. (www.nha.com)

Statistics obtained from the National Statistics Coordinating Board points out that a total

of 19,715,695 occupied housing units and 20,171,899 households in the Philippines in 2010.

These translate to a ratio of 102 households for every 100 occupied housing units, with an

average of 4.7 persons per occupied housing unit. In 2000, there were 103 households per 100

occupied housing units and 5.1 persons per occupied housing unit.

Across the country, the Autonomous Region of Muslim Mindanao (ARMM) recorded the

highest ratio of 108 households for every 100 occupied housing units. This was followed by the

National Capital Region with a ratio of 105 households per 100 occupied housing units.

34
Census of Population and Housing is researched by the National Statistics Office every 10

years. It ranges into national, regional, provincial, city, municipal, barangay, urban-rural scales

Before the end of every census year for population figures from national down to

barangay levels; 18 months after the reference year for other statistics . Based on the DILG

website on LGPMS, the National Average of Social Governance is 4.1873. Iloilo has a score of

3.4800.

Literature about Performance Management Systems

Human resources are the agencys most valuable asset. It defines the efficiency,

effectiveness and over-all quality of service in any industry. The government sector is in no

exception. The need to establish of an effective system that accurately evaluates the performance

of its workers for the purpose of determining tenure, transfers or promotions, and appropriate

incentives is of absolute urgency.

35
While policies and systems for employee performance evaluation have long been in place

in government, there has been an increasing demand to review the existing system, i.e. demand

for public servants to produce tangible results by making a difference instead of just keeping

busy, demand for increased accountability by performing the mandate of the organization, the

need to correct the notion that a permanent appointment guarantees security of tenure.

As defined, Performance Management is a process which measures the implementation

of the organizations strategy. At Local Government level this has become an imperative, with

economic development, transformation, governance, and finance and service delivery being the

critical elements in terms of Local Government Strategy. Performance Management provides the

mechanism to measure whether targets to meet its strategic goals, set by the organization and its

employees, are met. National Government has also found it necessary to institutionalize and

provide legislation on the Performance Management Process for Local Government.

Use by the Civil Service Commission (CSC) as the central personnel agency of the

government, to revisit and, as necessary, re-invent the performance management system of

thebureaucracy.The development of the Performance Management System (PMS) was initiatedin

2003 by a re-assessment of the existing Performance Evaluation System (PES) and the

development of a new tool/instrument that will establish a culture of performance and

accountability in the bureaucracy. The PMS meaningfully and objectively links employee

performance vis--vis its Organizational Vision, Mission, and Strategic Goals.

36
The PMS system is based on the belief that effective management and a positive work

environment result from continuous communication and feedback between supervisors and

employees. It also ensures that employees at all levels have a clear understanding of their job

responsibilities and expectations, receive ongoing feedback regarding their performance, and are

provided with opportunities for additional training and education as needed. This system will

also be used as the basis for awarding any available performance increases in a fair and equitable

manner to eligible employees. The PMS employs the concept of performance contracting. In the

private sector, performance contracting, also known as pay-for-performance, is the practice of

linking pay to performance indicators mutually agreed upon by the contractor and the contractee.

In a similar manner, CSC contemplates the institutionalization of performance-based

security of tenure in government. It endeavors to purposely link performance with ones security

of tenure in the service as a means of professionalizing the Civil Service and in so doing, redeem

the perverted notion of security of tenure as the shield and protector of incompetence in the

bureaucracy.

At the time that the PMS was undergoing development, the CSC was also developing the

Office Performance Evaluation System (OPES), which uses the concept of a points system to

measure the collective performance of people under an office. In the 2005 Directorates

Conference of the CSC, the Chairperson presented the OPES to all Central Office and Regional

Office Directors for validation. By the second semester of 2005, the common standards for

common outputs across divisions, offices and regions were incorporated in the OPES Output

Table.

37
The CSCs PMS is a system which would meaningfully and objectively link employees

performance vis--vis the agencys Organizational Vision, Mission and Strategic Goals. It is a

technology composed of strategies, methods, and tools for ensuring fulfillment of the functions

of the offices and its personnel as well as for assessing the quality, quantity and timeliness of the

accomplishments. The system is also seen as a significant link in the entire process of attaining

the Commissions goals because it aims to produce information useful in planning, management

and decision-making processes and to help address crucial management issues and constraints.

The PMS hopes to successfully implement a contribution-based and accountability-based

security of tenure and meet the ever increasing clients' demands and expectations for excellent

service from the highly initiated corps of public servants. Currently, the Commission uses the

term PMS to denote the integrated evaluation system which composes a set of different sub-

systems that measure the performance of the offices (collective performance of the individuals),

the Directors, the Division Chiefs, and other office staff.

. As the organization is usually plague by conflict which, in fact, is a natural condition of

the organization. The PMS is a helping mechanism that would ensure that transparency and

accountability will prevail with the staff management crew. Also, PMS is a tool that would

manage the performance of every employee the four key areas, namely, Strategy or a link

between individual work and strategic goals, evaluation or an assessment of goal achievement,

development or the needs and aspirations of the individuals and finally diagnosis or sourcing

problems with organizational and individual performance. This areas of concern are address by

38
the PMS to make sure that individuals are doing there designated task and use their performance

for the development of the organization.

Chapter 3

Methodology

This chapter discusses the research approach employed in the conduct of the study. It

includes the following: the research design, and the procedure of the study.

The Research Design

39
In terms of research method, the researchers will do a descriptive analysis of already

existing data. Generally, the research will be a descriptive research. According to David 2002,

descriptive type of study is suitable to a research that seeks to find an answer to the questions

what, when, where and how. This method describes situations in terms of specified factors.

Procedure

The researchers will obtain, from www.blgs.gov.ph, an electronic copy of the LGPMS of

the Municipalities in the 4th District of Iloilo from the year 2009-2012. Also, we shall gather from

said website the profiles of the Municipalities in the 4 th District of Iloilo from the year 2009-

2012. After obtaining the copy, the researchers will conduct a profiling, comparative analysis

study and identification of good practice.

The data from the municipalities shall be individually profiled through a graph showing

their results on Social Governance from 2009-2012

40
The results will be graphed according to:

a) The aggregate LGPMS score of the Municipalities from the year 2009-2012

on a specific component of Social governance.


b) At the end of the compiled data, the researchers will cite the municipality

which ranks first in each dimension. This will be done by solving for the

aggregate score using the formula with N representing the year.

N1+ N2+ N3+ N4 /4=N

After such ranking the researchers will provide a good practice using a simple good practice

identification template that will look into the LGU profile, problem, program, objective and

benefits. The identification of this practice will depend on the score (aggregate and mean),

awards garnered or accessibility to the researchers.

Social Governance looks into four areas: Health Services, Support to Education Services,

Support to Housing and Basic Utilities, and Peace, Security and Disaster Risk Management

accordingly the score of five (5) ranks excellent whereas one (1) shall be the lowest score given.

41
Criteria for Good Practice identification

The researchers will choose the municipalities to focus on good practice identification

based on the following criteria:

1. It has an aggregate score of 19.00 to 20.00 in any field of social governance or has

an individual score of not lower than 4.5

2. It has received an award from an independent body.

3. It is accessible to the researchers resources.

Chapter 4

Presentation, Analysis and Interpretation of Data

This Chapter aims present the LGPMS data obtained from the BLGS website and from

the researchers documentation of good practices. The aim of the study was to make further

sense of the raw data from the BLGS website by answering specific questions such as:

1. What are the results of the LGPMS data of a municipality when individually profiled?

2. What are the highest and lowest scores of the municipalities on the dimensions of Social

Governance when taken together from 2009-2012 and compared individually?

3. What municipalities have the highest and lowest scores on Social Governance when

compared LGU on LGU on an average?


4. What municipalities have the highest score and lowest scores on Health Services when

compared year on year and LGU on LGU on an average?


42
5. What municipalities have the highest score and lowest scores on Support to Education

Services when compared year on year and LGU on LGU on an average?


6. What municipalities have the highest score and lowest scores on, Support to Housing and

Basic Utilities when compared year on year and LGU on LGU on an average?
7. What municipalities have the highest score and lowest scores on and Peace, Security and

Disaster Risk Management when compared year on year and LGU on LGU on an

average?
8. What are the good practices that a particular municipality that made it rate itself a rating

of 4.5to 5.0 in any of the areas?

A Performance Scale is used to identify areas with excellent performance and areas for

improvement. A perfect scale of 5 denotes excellent performance while performance scales of 1-

4 indicate areas for improvement.

Gathered data is described though tabular comparison (Data A to Data B) and descriptive

presentation of good practices (Data C)

Grouping of Data

Data A. looks into the scores of the municipalities and city of the 4 th District of Iloilo on

particular area of social governance when taken together from 2009-2012. Data B. shows the

dimensions of social governance when compared by score, years and by municipality and city.

Data C. is devoted to the good practice identification of some municipalities in a specific aspect

of social governance.

Data A. The following graphs the profile of the LGPMS scores of the seven municipalities

and one city on the four areas of social governance from 2009-2012. The following graphs

will show the results of the LGPMS data of a municipality when individually profiled and the

43
highest and lowest scores of the municipalities on the dimensions of Social Governance

when taken together from 2009-2012.

In the area of health services, Anilao has a mean score of 4.99. The Municipality has a

high score of 5.00 in 2010 and 2012 while the low score is 4.97 in 2009 and 2011. With regard

to support to housing services, Anilaos highest score is 5.00 in 2009 and the lowest score is 4.40

in 2012, the mean score of 4.70. In the dimension of support to education services, Anilao has a

consistent self-assessment rating of 5.00 from 2009-2012, and the mean score of 5.00 and in the

dimension of peace, security and disaster risk management the highest score of Anilao was

obtained in 2012 with 5.00 and the lowest score was obtained in 2010 with 4.66. The mean score

was 4.84.

44
Banate, in the dimension of health services obtained its highest score in 2009 with 4.90

and its lowest scores with 4.60 from 2010-2011. In this area of social governance Banates mean

score is 4.69. With regard to support to housing services, Banate received its highest self-

assessment score of 4.80 in 2012 and its lowest score in 2011 with 4.30. The municipalitys mean

score is 4.58. In the area of support to education Banates lowest score is 1.00 in 2010 while in

the years 2009, 2011 and 2012 it received a score of 5.00 the mean score of Banate for this

dimension of social governance is 4.00. On the fourth dimension, peace, security and disaster

risk management Banates highest self assessment score was in 2009 with 4.45 and the lowest

score was received in 2010 with 3.39. The municipalitys mean score is 3.94.

45
In the area of health services, Barotac Nuevo obtained its highest score in 2009 with 4.97

and its lowest score in 2010 with 4.34. The mean score of the municipality in this area is 4.70. In

the dimension of support to housing services, Barotac Nuevos lowest score is 3.65 in 2010 and

its highest score is 5.00 in 2011. It obtained a mean score of 4.41 in that specific dimension.

With regard to support to education services, Barotac Nuevo received its lowest score in 2009-

2010 with 2.60 and its highest score in 2011-2012with 5.00, it has a mean score of 3.80 in that

area of social governance. In peace, security and disaster risk management, Barotac Nuevo

obtained its lowest score in 2010 with 3.44; its highest score was obtained in 2013 with 4.3 and

has a mean score of 3.94.

46
Dingles highest score in health services is 5.00 obtained in the years 2009, 2011 and

2012 while the lowest score in this area was obtained in 2010 with 4.97. The mean score of the

municipality is 4.99. In the dimension of support to housing services Dingle has a self-

assessment score of 5.00 from 2009 to 2012 and a mean score of 5.00 as well. With regard to

support to education services Dingle also has perfect self- assessment score from 2009-2012 and

the mean score of 5.00. On the area of peace, security and disaster risk management the highest

score obtained by Dingle was in 2012 with a 5.00 and the lowest score was in 2009 with 4.58,

the municipalitys mean score in this area is 4.75

47
Dueas received its highest LGPMS score in the area of health services in 2009 with

5.00, the lowest score was obtained in 4.47 in 2010. Dueas has a mean score of 4.45 in health

services. In the dimension of support to housing services it obtained a 5.00 from 2009-2010 and

the lowest score of the municipality in this area is 4.70 in 2011. The mean score is 4.1. As

regards to the dimension of support to education services Dueas lowest scores was in 2010-

2011 with 3.40 and the highest score was obtained in 2009 and 2012 with 5.00; a mean score of

4.2 was obtained in this area. The municipality received its lowest score in the dimension of

peace, security and disaster risk management in 2011 with 1.60 and the highest score was

obtained in 2010 with 4.67. The mean score of Dueas is 3.78.

48
In the dimension of health services, Dumangas received its highest LGPMS score in 2009

with 5.00 and its lowest score in 2012 with 4.58, the mean score of the municipality in this area

is 4.67. The Municipality received its 5.00 in support to housing services as its highest score

from 2009-2010 and 4.70 in 2011 as its lowest score in that area. The mean score of Dumangas is

4.88. With regard to support to education services, the highest score of Dumangas was obtained

in 2009 and 2012 with 5.00 and the lowest score was obtained in 2010-2011 with 3.40; in this

dimension the mean score of the municipality is 4.20. In the dimension of peace, security and

disaster risk management, the highest score of Dumangas was received in 2010 with 4.67 while

the lowest score in the same dimension in 3.92.60 obtained in 2012. The mean score of the

municipality is 4.44.

49
The city of Passi received its highest score in health serviced in 2012 with 4.89 and the

lowest score in 2010-2011 with 4.67; the mean score of Passi City is 4.78. In the dimension of

support to housing services, Passi obtained its highest score from 2009-2011 with 5.00 and its

lowest score was obtained in 2012 with 4.35. As regards to support to housing services the mean

score of Passi is 4.84. Passi obtained its highest score in the area of support to education services

in the years 2009, 2010 and 2012 with 5.00 while the lowest score is 4.60; the mean score of

Passi is 4.90. Passi highest score in the dimension of peace, security and disaster risk

management is 4.88 in 2009 and the lowest scocre is 4.67 in 2012. Passi has a mean score of

4.79 in this area.

50
San Enriques scores are incomplete as they have no data for 2009, but with the available

date from 2010-2012 we can still identify their highest and lowest scores. In the area of health

services, the highest score of San Enrique is 4.97 and the lowest is 4.25. The mean score of San

Enrique is 4.63. For support to housing services, San Enrique obtained its highest score in 2010

with 4.80 and the lowest score being 3.85 in 2011; the mean score of the municipality is 4.42.

On the dimension of support to education services, San Enriques lowest score was 1.00 in 2010

and the highest score was 5.00 from 2011-2012; the mean score being 3.67. With regard to

peace, security and disaster risk management, the municipality obtained the lowest score in 2010

with 4.17 and he highest score with 4.52 from 2011-2012. San Enriques mean score in the

aspect of social governance is 4.40.

51
Data B. Charts showing the dimensions of social governance compared by scores, years and

Municipalities and City, the charts will answer the question on what municipalities have the

highest and lowest scores on a specific area of social governance when taken on year and on all

seven municipalities and one city.

Based on the chart above the municipality with the highest self-assessment score as

regards to support to health services are Anilao, with the mean score of 4.99 and Dingle with the

same mean score. According to the data obtained from the LGPMS, both Anilao and Dingle has a

highly functioning health system characterized by quality primary health care, quality maternal

care and quality child care. CSO-participated medical missions and health insurance for indigent

families are innovations that add more luster to, and dynamism in, the health system. The

municipality that has a lowest mean score of 4.45 was Dueanas with regard to support to health

services with the score of 4.23 in 2012. According to the LGPMS data, the area of improvement

is the overall quality of the local health system which deserves a second look. This is so because

performance falls short in certain aspects. The principal support system on this matter is the
52
Local Health Board. It might have to do more. In addition, the LGPMS suggested to mobilize the

Local Health Board, improve the quality of primary health care or basic curative services, to

innovate, mobilize medical missions. Provide health insurance to indigent families. If the latter is

expensive, try providing food supplements like vitamins.

The chart above describes that the municipality with the highest self-assessment score as

regards to support to education when compared year on year and LGU on LGU is Dingle with a

mean score of 5.00. According to the LGPMS, Dingle has a truly effective support to basic

education. The Local School Board is functional. Principally, the Special Education Fund is used

where it should be utilized in the first place - school facilities, educational research, additional

classrooms and teachers, scholarship program. Supplementary allocation from the General Fund

is an added value in favor of the education sector. While the Municipality of Dumagas and

Dueas has the lowest mean score with 4. 20.

53
As explained in the LGPMS, Dumangas in 2011-2012s as with Dueas the area of improvement

states that 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 of quality education. For Dueas actions to take includes

investingin the Special Education Fund in actions that improve the quality of the human capital

such as (a) construction, repair or maintenance of school buildings and facilities, (b) extension

classes and extension teachers, and (c) educational research. Be reminded that sports

competition, whether at the district level or local government-wide, is the mandate of another

agency, and definitely not of the Department of Education or of the LGU, 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.

54
In the area of Support to Housing Services, the Municipality that has the highest self-

assessment score is Anilao with a mean score of 5.00 the LGPMS data describes that in Anilao

an administrative mechanism dedicated to addressing the multiple requirements of housing

services is in place. Mass housing project and donation of lots for socialized housing are twin-

response to the housing backlog.

While the Municipality that has the lowest mean score is Barotac Nuevo with 3.80. The

LGPMS describe that support to housing services is weak. Assistance should be extended and

sustained. Some actions suggested by the LGPMS was to conduct as 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.

55
In the chart above, the Municipality with the highest mean in the area of peace, security

and disaster risk management is is Anilao with 4.84 and the municipality with the lowest mean

is Dueas with 3.78. The LGPMS pointed out that Anilao exerts efforts 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. For Dueas, the LGPMS describes the

area for improvement where here is low organizational capacity to ensure Peace and Security,

and to manage the risks of attendant in a disaster. Factors of performance such as the following

should be addressed such as strengthening the Peace and Order Council and the Local Council

for the Protection of Children. There a lot of creative ways to achieve such status. For a start, the

LGPMS points out, ensure the provision of annual financial support to peace and order, and

public safety initiatives, ensure an annual financial allocation to the KatarungangPambarangay.

strengthen the Local Disaster Coordinating Council and enhance local government readiness to

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

56
Table. 1 This table shows the Municipalities or City which rank 1st in the different areas of social

governance.

57
Good Practices of Selected Municipalities
58
A roof over everyJuans head
The PKF- Dingle Light Village

( Brgy. Licu-an Dingle, Iloilo City)

LGU Profile

On the central plain of Iloilo lies the serene, Municipality of Dingle, Province of Iloilo,

Region VI, Western Visayas, Philippines. It jurisdiction is bounded on the North-east by the town

of Anilao; on the North-west by the ton of San Enrique; on the South-east by the town of Pototan

and Barotac Nuevo and on the South-west by the town of Dueas. The name Dingle traces its

origin in legends. One version is that Dingle came from the word Dalipe the soil found along

the banks of the Jalaur River. It was said that a group of young women was once upon a time

bathing in the shallow waters of the Jalaur River when Spanish soldiers reconnoitering the

different places in Iloilo came. The soldiers wanted to know the name of the town they were

passing through, but the women could not understand Spanish and thought the soldiers were

pointing the bank where the soil was black and hard clay. They answered Dalipe and the

soldiers nodded, but because of the strangeness of the word to their tongue, the soldiers forgot

the word Dalipe but instead gave the name Dingle which originated from the sedimentary rock

commonly called in Visayan Tampi.

Dingle is basically an agricultural community. Major agricultural activities includes 3,997

hectares of rice land, 100 hectares of sugarcane , 130 hectares of corn and 300 hectares of minor

crops. The mainly agricultural set up has lead to low income labor sector way below the poverty

line. Out of the population of 43,290 Dingleanons, 7000 falls into this class.

Problem, Program and Objective

59
Having a decent home is not only a dream but a right of a human being, to be able to live

decently and with dignity though poor. There are different grave implications of not having a

decent home these include sanitation issues among others. We saw these huts stand on land not

owned by the people in the house. Most of these houses are made of very light materials such as

bamboo and nipa or coconut leaves shingles serving as roofs. From a far, these huts will serve at

most as a cool shade during the summer but causes much more damage than protection during

typhoon seasons.

Aside from this one problem that was identified was water and sanitation. Many families

fetched water from a nearby creek and the safety level is not certain. These creeks are often

contaminated by wastes of farm animals like carabaos, cattle manure and even human wastes.

This results to stomach illnesses like diarrhea and cholera. Another problem is the exposure of

these families to mosquitoes, the young ones and old ones are at risk of dengue. Of the 2000

identified families living below poverty line, more than 400 families live in houses made of light

materials. These nipa huts are very simple and frugal structures with one room serving as living

room, kitchen and dining room by day and sleeping quarters by night.

A family of four or five cannot live decently in a structure as unsound as this; neither can

they move well in 20 to 35 square meters of compacted soil. Most if not all of these families

have rudimentary toilets. Basically, these toilets are dug earth with a tube that connects to a seat

and the excreta simply drop inside. The unsanitary way of disposing human waste is a source of

microbes that can be a cause of infection and sickness of the family and of the immediate

surroundings.

. The staggering effects of this issue, was felt by Mayor Palabrica. At his influence and

capacity as chief executive, the municipality of Dingle thought deep and hard to remedy the

60
matter. Thus, the PFK- Dingle Light Village was borne, a socialized housing program located at

Brgy. Licu-an Dingle, this three (3) hectare lot was a product of a donation from the heirs of Ma.

Estrella Roces Dayot (2 heactares) and the remaining hectare was brought by the LGU of Dingle.

Such area would be developed into a community complete with facilities and playground. With

PFK Family Foundation of Orland Park, Illinois U.S.A. and with the help of Gawad Kalinga the

project came into realization.

Benefits and Gains

Initially, the number of families who will be provided with homes in the village is one

hundred families. As of the now there are only thirty-three family beneficiaries listed. In terms

of house design, it is a single detached concrete and GI roofing house. Other amenities and

features of the house include paved roads, community playground and underground drainage

system, a livelihood area of at least 4000 square meters that will feature high value fruit crops,

small live stock and poultry raising, a common processing facility that will accommodate a small

bakery and processing center to make jellies, jams, candies, snack food and other processed

products to provide income and employment. An administrative mechanism dedicated to

addressing the multiple requirements of housing services is in place. Mass housing project and

donation of lots for socialized housing are twin-response to the housing backlog, the socialized

housing project of Dingle aims to produce net benefits such as providing Dingleanons with

dignified houses, employment opportunities and a chance of owning a house they can call their

home.

Warriors of the Land and Sea


Anilaos Bantay Dagat, Bantay Bayan
and Tanod Professionalization Program
61
(Municipality of Anilao, Iloilo)

LGU Profile

Anilao, is a convergence of the land and sea. Although having only 38. 73 square miles

Anilao is an over achiever in its own right, Anilao is a 4 th Class municipality with 1st Class

dreams. Known as the Innovation Central of Iloilo. The municipality stands out in the area of

Peace Security and Disaster Risk Management, though not having a garnered a perfect score,

because its LGU injects the spirit of innovation and tradition in its programs. Founded by a

group of fishermen during the pre-Spanish period, the former site was located near the mouth of

the western bank of the Anilao River from where the town derived its name. Being covered with

thick mangrove forest in the swamp gives this municipality an ecological niche for fishes and a

natural barrier for storms. Based on the 2010 census, Anilao has a population of 27, 486 people,

it is bounded by the Municipalities of San Enrique in the north, Banate in the east, Dingle in the

west, Barotac Nuevo in the southwest and Guimaras strait in the south.

Problem, Program and Objective

This small Municipality has a lot of disputes with its neighboring coastal municipalities.

Bodies of Water that have abundant marine resources became a source of squabble, a

Government aide reveals that some fisher folks from neighboring municipalities practice illegal

acts of fishing. Understanding the vital importance of bodies of waters like rivers, marine

estuaries and mangroves to the Municipality, the LGU implemented a Coastal and Marine

Resources Management/ Protection Program. One of the main objectives of this program was to

clean and to rehabilitate bodies of waters in the municipality. In addition, this program also

emphasizes an intense rehabilitation of mangroves.

62
Aside from this, the Municipality also launched a Bantay-Dagat program. This program

deputized people, usually fisher folks, to act as sea guardians with the duty of safeguarding coral

reefs and sanctuaries against illegal fishing. To achieve this end, a modest patrol boat was

purchased. As of date there are 13 volunteers.

The Municipality has a few police officers, according to it official website it has about 16

police officers. Thus ensuring the peace and security of the Municipality was entrusted not only

to the police force but to force multipliers. To augment the police force and create a holistic

rapport between the people of Anilao and the police force, the LGU created the Bantay- Bayan

Program where a group of civilian volunteers have the task of helping the tanods in the

maintenance of peace and order within their locality.

There is a clear delineation of their duties, on ordinary days, they are given a specific area

to help out in the implementation of safety plans but when there are activities they are stationed

in the particular area of the activity. Manned by the Chief of Police of Anilao, these civilian

volunteers contributed greatly in keeping the peace and security of the Municipality.

We had the opportunity to interview the Chief of Police of Anilao. He does not deny that

Anilao is not a drug-free municipality but is hopeful that with the Bantay-Bayan program, and

the Tanod Professionalization hand in hand with the Baranggay Drug Abuse Council, in the

future Anilao will be free from drugs.

The Tanod Professionalization was created to educate the newly appointed tanods of the

baranggays of their duties and function. It its the Chief of Police that conducts these seminars

and orientations. He pointed out in our interview that these tanods play a great role in campaign

against criminality especially during man hunt operations because they know the area like the

back of their hands.

63
Benefits and Gains

The interplay of economic interest and sheer political will on the part of the LGU led

them to create these programs with the ultimate goal of maintaining the calmness of Anilao. By

creating these programs the LGU developed camaraderie and trust between the government and

the people and strengthening the bond of the community. Tapping people from the grass roots

produce results in small communities because everybody knows everybody. In addition, these

programs inculcate to the people as well the importance of valuing the environment and the

integral role they play in their daily lives, through these programs the people have a sense of

ownership of their means of livelihood and of the peace and order of their community.

Giving quality health services

(Municipal Health Unit, of Dingle Iloilo)


64
LGU profile

The Municipality of Dingle is a land of sprawling hills and narrow plains, from the

Poblacion, flat lands extend along the Jalaur River and roll upward from the Poblacion to the

northwest. Based on the 2010 census, the population of Dingle is 43, 290 people. Its population

growing further each year. Now with 9,306 households, access to health services is important. As

an agricultural community and belonging to the lower percentile income, one of the bane is to

get sick. A bustling municipality headed by Dr. Palabrica III as Mayor, a physician by profession

and a public servant by vocation, the Local Chief Executive recognizes the importance of health

services to the people.

Problem, Programs and Objectives

A major concern in Dingle was the health of expectant mothers and their babies. Though

we are in the 21st century, a lot of people especially in the rural areas still believe in traditional

medicine, including hilot. Hilot and home delivery however possess serious threats to the

health of mothers. Thus, the Municipality through Ordinance No. 2011-004 is the accompanying

law entitled, An Ordinance requiring expectant mothers to deliver in health facilities under the

care of skilled health attendants, and prohibiting all medical health practitioners and traditional

birth attendants to perform home deliveries and for other purposes.

The aim of the ordinance is to prevent mothers from risking their lives and that of the

baby during delivery. Although there are some opposition to the penalties, imposed by the

ordinance, the Municipal Planning and Devopment Officer Mr. Romeo L. Librando clarifies

there is no need to fear penalties because if the staff at the birthing center cannot handle the

65
number of births, they refer is to the hospital. Librando adds that the Municipal Health Center is

also PhilHealth accredited such that the Municipality receives part of the claim of patients.

Through the efforts of the Sangguniang Bayan and Mayor Palabrica III, the Dingle

Municipal Health Center was upgraded with equipments. The center not only offers the services

of safe child birth but offers amenities comparable to a first class private hospital. It offers

diagnostic services such as X-RAY, E.C.G. Ultrasound and Laboratory examination. These

services, usually costing thousands in hospitals, can be availed of at modest prices, a

comprehensive list of fees was made through Ordinance No. 2009-006. The income then goes

back to the municipality which can be used for other purposes.

In terms of physical setting the Dingle Municipal Health Center has an admitting area, an

Ob ward, a labor room with three birthing beds and three incubation cribs, a scrub room, an X-

ray room, a laboratory that offers hematology, serology, and clinical chemistry, and an ECG/

Ultrasound room. The municipal health officer also submits a comprehensive report annually to

the LCE.

Benefits and Gains

Access to health services that are up to date can prevent death, in the area of infant

mortality, based on the 2012 Annual Municipal Health Report data only one child died. There

was no maternal mortality recorded. Data like these prove that, the LGU has dedication to make

health services available and accessible to the Dingleanons. In addition, by charging modest fees,

the Municipality also engages in local fiscal management.

66
Chapter 5

SUMMARY, CONCLUSION, AND RECOMMENDATION

This chapter contains the summary, conclusion of findings and recommendations of the

study. The summary and conclusion of findings recapitulate the data that answers the statement
67
of the problem. For the purpose of clarity and brevity the results are laid out by municipality or

city. The recommendations contain the researchers suggestions based on the summary and

conclusion of finings.

Summary and Conclusion of Findings

1. The Municipality of Anilao, when profiled according to LGPMS scores from 2009-2012

shows that in the area of social governance, Support to Education, has the highest mean score

of 5.00 and the area of Support to Housing Services has the lowest mean score of 4.70.
2. The Municipality of Banate, when profiled according to LGPMS scores from 2009-2012

shows that in the area of social governance, Health Services, has the highest mean score of

4.69 and the area of Peace, Security and Disaster Risk Management has the lowest mean

score of 3.94.
3. The Municipality of Barotac Nuevo, when profiled according to LGPMS scores from 2009-

2012 shows that in the area of social governance, Health Services, has the highest mean score

of 4.70 and the area of Support to Education Services has the lowest mean score with 3.80.
4. The Municipality of Dingle, when profiled according to LGPMS scores from 2009-2012

shows that in the area of social governance, Support to Housing Services and Support to

Education Services, has the highest mean score with 5.00 and the area of Peace, Security and

Disaster Risk Management has the lowest mean score with 4.75.
5. The Municipality of Dueas, when profiled according to LGPMS scores from 2009-2012

shows that in the area of social governance, Health Services, has the highest mean score of

4.45 and the area of Peace, Security and Disaster Risk management has the lowest mean

score of 3.78.
6. The Municipality of Dumangas, when profiled according to LGPMS scores from 2009-2012

shows that in the area of social governance, Support to Housing Services, has the highest

mean score of 4.88 and the area of Support to Education Services has the lowest mean score

of 4.20.

68
7. The City of Passi, when profiled according to LGPMS scores from 2009-2012 shows that in

the area of social governance, Support to Education Services, has the highest mean score of

4.90 and the area of Support to Housing Services has the lowest mean score of 4.84.
8. The Municipality of San Enrique, when profiled according to LGPMS scores from 2009-

2012 shows that in the area of social governance, Health Services, has the highest mean score

of 4.63 and the area of Support to Education Services has the lowest mean score of 3.67.
9. When ranked according to average, in a specific component in Social Governance results

show that Dingle and Anilao, appear as top two with an aggregate score of 19.00 to 20.00 and

the lower ranking municipalities are Barotac Nuevo, Banate, Dumangas and San Enrique,

with aggregate scores from 13.00 to 17.00.

Recommendation
Under Republic Act 6975 or the Department of Interior and Local Government prescribes

powers and functions of the DILG which includes to establish and prescribe rules, regulations

and other issuances implementing laws on public order and safety, the general supervision over

local governments and the promotion of local autonomy and community empowerment and

monitor compliance thereof; to provide assistance towards legislation regarding local

governments, law enforcement and public safety; to establish a system of coordination and

cooperation among the citizenry, local executives and the Department, to ensure effective and

efficient delivery of basic services to the public. These powers and functions allow for the

following recommendations:
1. The LGPMS as an assessment tool allows municipalities to see areas where they excel and areas

where they need improvement. But there are dimensions of governance that require broader and

more comprehensive data. In addition the LGPMS should include a list of specific of areas

69
where improvement can be done in a way that can help the DILG to track the performance of the

municipality.
2. The LGPMS should include as well a summary of data that will allow the municipality to see

how it fares when compared to other municipalities within its district. In this way an incentive to

improve performance is produced. Aside from this, by including a summary of the other

municipalities intergovernmental relationship in solving common problems can be encouraged.


3. Dimensions of Social Governance such as health services, support to housing services, support

to education and peace and disaster risk management, are those directly affecting the people, thus

it would be further beneficial if the LGPMS scores were accompanied by a list of the programs

and policies that were implemented in that year or are being consistently implemented so that the

people would be more informed at the same time, those who wish to obtain the scores and

conduct further studies on LGPMS can easily pin point policies and programs that they wish to

focus on or use as a good practice.


4. For further improvement, indicators and sub-indicators of the areas of should be included in the

e-report; this will allow greater transparency and accessibility to the people.

70
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