Professional Documents
Culture Documents
Introduction
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
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 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
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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
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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
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
3. What municipalities have the highest and lowest scores on Social Governance when
4. What municipalities have the highest score and lowest scores on Health Services when
5. What municipalities have the highest score and lowest scores on Support to Education
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
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:
established by law and endowed with powers delegated to it by law; they are specifically
Municipality
general purpose government for the coordination and delivery of basic, regular and direct
services and effective governance of the inhabitants within its territorial jurisdiction.
District
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a) Conceptual: A term often used to designate a geographical area having distinct character
Governance, (3) Economic Governance, (4) Environmental Governance and (5) Valuing
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
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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.
development tool that enable local governments provinces, cities and municipalities to
determine their capabilities and limitations in the delivery of essential public services.
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
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
Sangguniang Bayan The product of this research can be used as a basis of identifying areas
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
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
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
This chapter contains a review of related literature that will provide readers and
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
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,
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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
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
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
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
Chapter Three, Article I, Title II, Book III of the Local Government Code (Rodriguez
a. Exercise supervision and control over all programs projects and services
projects, services and activities of the municipality and exercise the corporate
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
resources utilization and conservation projects; and enforcement of fishery laws and
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
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secondary and tertiary health services; purchase of medicines; medicinal supplies and
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
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
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
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
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
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.
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
(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
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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
The most probable version was about the verbal report of Legaspi's French officer who
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
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
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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
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-
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
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
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
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
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
It is a process by which the organization integrates its performance with its corporate strategies
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
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
`The BS (balance scorecard) is potentially powerful tool by which senior managers can
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
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
which implies the whole development program planning cycle. This means that any local
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
Findings of the RFA show the effectivity of decentralization had prompted a great increase
legislate, and use legislation as a tool to support local governments initiatives and innovations,
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.
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
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
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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
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
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
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
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
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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
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,
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
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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
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
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.
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In addition, the country lies within the Western Pacific Basin, which means, it is the
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,
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
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
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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
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
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
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
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
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
(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
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
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
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
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
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
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
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-
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
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
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.
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
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.
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
Use by the Civil Service Commission (CSC) as the central personnel agency of the
2003 by a re-assessment of the existing Performance Evaluation System (PES) and the
accountability in the bureaucracy. The PMS meaningfully and objectively links employee
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
linking pay to performance indicators mutually agreed upon by the contractor and the contractee.
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.
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 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
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.
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
The data from the municipalities shall be individually profiled through a graph showing
40
The results will be graphed according to:
a) The aggregate LGPMS score of the Municipalities from the year 2009-2012
which ranks first in each dimension. This will be done by solving for the
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),
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
1. It has an aggregate score of 19.00 to 20.00 in any field of social governance or has
Chapter 4
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
3. What municipalities have the highest and lowest scores on Social Governance when
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
A Performance Scale is used to identify areas with excellent performance and areas for
Gathered data is described though tabular comparison (Data A to Data B) and descriptive
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
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
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,
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
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
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
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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
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
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
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
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
services is in place. Mass housing project and donation of lots for socialized housing are twin-
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
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
strengthen the Local Disaster Coordinating Council and enhance local government readiness to
manage the risks of disasters, including relief, other associated services and rehabilitation.
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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
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
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.
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
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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
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
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.
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.
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
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
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
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
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
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.
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
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
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
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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
comprehensive list of fees was made through Ordinance No. 2009-006. The income then goes
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.
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,
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Chapter 5
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
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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.
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.
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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,
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
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
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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
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
e-report; this will allow greater transparency and accessibility to the people.
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References
Book references:
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11. About San Enrique, Iloilo | Mucipality of San EnriqueMucipality of San Enrique.
(n.d.). Home | Mucipality of San EnriqueMucipality of San Enrique. Retrieved
September 22, 2013, from http://www.sanenriqueiloilo.com/about-san-enrique
12. Bautista, V. A. (2002). National and local government roles in public health
under devolution. Quezon City: University of the Philippines Press.
13. Malixi, C. (2008). Review and assessment of decentralization in the Philippines:
focusing on local resource mobilization (1991-2001). Saarbrucken: VDM Verlag
Dr. Muller.
14. Monteclaro, P. A., & Gonzaga, E. J. (1981). Maragtas, or, History of the island of
Panay from its earliest inhabitants up to the coming of the Borneans who are the
ancestors of the Visayans, and the coming of the Spaniards. Canberra [ACT:
National Library of Australia.
15. Newson, L. A. (2009). Conquest and pestilence in the early Spanish Philippines.
Honolulu: University of Hawai'i Press.
16. Rapid Field Appraisal (RFA) of Decentralization In the Philippines (2010)
17. Cook, J. (2003). Performance management. Rochester, MN: IBM International
Technical Support Organization.
18. Rising to the call: good practices in disaster risk reduction and climate change
adaptation in the Philippines.. (2011). Quezon City, Philippines: Oxfam.
21.
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