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System on Competency Assessment for

Local Governments (SCALOG)


A Self-Assessment Tool
Manual Part I Introduction and Framework
Table of Contents
Introduction ....................................................................................................................... 1
Purpose ..............................................................................................................................1
What are Organizational Competencies? ........................................................................1
Why are Organizational Competencies important?............................................................2
How does the System on Competency Assessment for Local Governments or
the SCALOG Tool relate to the LGPMS framework? .................................................2
Organizational Competencies ............................................................................................5
About the SCALOG Tool ....................................................................................................7
Rating Scale .........................................................................................Error! Bookmark
not defined.
Respondents to the Tool ......................................................................8
Process for Accomplishing the Tool .....................................................8
Scoring and Submission.......................................................................9
Analysis Framework ...........................................................................................................9
System on Competency Assessment for Local Governments
(SCALOG)
Introduction
Purpose
The purpose of the System on Competency Assessment for Local Governments (SCALOG), as a
self-assessment tool, is to promote continuous improvement in local government units through
the identification of organizational strengths and areas for development that can be addressed
through capacity building efforts.

What are Organizational Competencies?


Organizational competencies are an integrated set of work processes, structures, systems and
technologies that a LGU must have to render and sustain superior performance. They may also
be referred to as institutional or organizational capacity.

Organizational competencies are different from individual competencies. A helpful distinction is


shown below:

Individual Competency = knowledge + skills + attitude + experience

Organizational Competency = competent workforce + valid structures + efficient


processes + effective leadership and
management style + adequate resources +
appropriate technology, tools, facilities +
appropriate culture + effective
political/participatory processes.

knowledge

experience attitude

skills

Individual Competency

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valid appropriate
structures technology

efficient
processes appropriate culture

adequate ORGAN-
resources IZATION effective
political/
participatory

effective competent
leadership and workforce
management
style

Organizational Competency

As indicated above, individual competencies are one component of organizational competency


and manifested in a competent workforce. Other components provide the context that enable
good performance within the organization.

Why are Organizational Competencies important?


The practice of capacity building for LGUs in the country reveals that individuals are often the
focus of analysis and training is often seen as the answer to performance gaps or organizational
change. We also know from our own experience and research findings that training is neither
enough nor always an appropriate response. The problem may not simply be the lack of
competent warm bodies but the absence of an organizational environment supportive of goal-
focused and results-oriented performance. The latter is the main focus of organizational
competencies. Organizations and individuals do not perform in a vacuum; their ability to carry out
their assigned responsibilities is deeply affected by the broader context within which they operate,
i.e. the structures, processes, systems and culture that govern their behavior. Therefore,
assessing the organizational competencies of LGUs provides for a broader, more holistic
standpoint in determining capacity improvement needs.

How does the System on Competency Assessment for Local Governments or the SCALOG
Tool relate to the LGPMS framework?
The LGPMS measures the inputs and outputs/outcomes of LGU performance. The SCALOG
measures the throughput or the capacity of the LGU to transform inputs into outputs and
outcomes.

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Organizational Competencies Outputs/
Inputs
(Throughput) Outcomes
LGPMS SCALOG LGPMS

In the SCALOG tool, the seven (7) organizational competencies are measured using a 5-point
rating scale of the various performance indicators of the fourteen (14) service areas spread over
the five (5) LGPMS performance areas.

The indicators for each of the 14 service areas are classified into two categories: the compliance
indicators and the best practice indicators. Compliance indicators reflect conformity to the Local
Government Code and other laws and regulations as well as other minimum basic requirements
of LGUs. Best practice indicators on the other hand describe ways in which successful LGUs
exhibit effective performance.

The interrelation among the seven (7) organizational competencies, fourteen (14) service areas
and the five (5) LGPMS performance areas are shown in the following circular diagram with the
organizational competencies at the center and the two concentric rings representing the LGPMS
performance areas broken into the different service areas, with the inner ring for the compliance
level indicators and the outer ring for the best practice indicators:

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Organizational Competencies
A general description of the organizational competencies identified in this study is found below.
They are more specifically defined in the Guide in terms of indicators per service area. The
indicators when taken together, describe best practice.

Organizational Major Indicators


Competencies
1. Organization and Presence of a full-time office or offices, and personnel
Staffing delivering the service. Indicators for this competency include:
Presence of a full-time office attending to this service
area. (The Local Government Code mandates the
creation of some of these offices.)
The office is staffed with experienced and knowledgeable
officials and employees who are able to produce the
major outputs expected of that office.

Where appropriate, the names of specific Code-mandated


organizations are mentioned in the Specific Guide that
accompanies each service area evaluation.

2. Legislative Support Availability or presence of legislative support for a service


and other Enabling area through ordinances and resolutions, and other enabling
Mechanisms mechanisms such as executive orders, offices orders or
memoranda, etc. Indicators for this competency may include:
There is a standing committee in the Sanggunian
focusing on this service area.
There is legislation/executive issuance intended for the
service area.
If not, there is legislation/executive issuance planned or
included in the Legislative or Executive Agenda.

3. Transparency Proactively disclosing information (e.g., study findings,


financial reports) that may interest or affect certain sectors or
the general public. Ensuring that LGU activities and decision-
making processes are open and above board. Presence of
information, education and communication programs (IEC).
Indicators for this competency may include:

The public has access to records of government


transactions, contracts and other public documents.
The public has access to information on LGU plans and
programs.
There are public announcements regarding LGU services
and requirements related to this service area.
The LGU is using the appropriate media to communicate
with its intended audience.

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4. Management Systems Installing processes and procedures for planning, developing,
implementing, monitoring and evaluating programs and
projects. They include the ability to form linkages with other
LGUs, NGOs, educational/research institutions and others for
mutual cooperation (e.g., in identifying, planning or
implementing projects, sharing resources, etc). The
indicators of this competency may include:
The LGU has a strategic plan for the service.
There is a clear process for initiating projects.
There is a standard planning process for these
projects.
There is a standard process for monitoring the
implementation of these projects.
There is a standard process for assessing completed
projects.
There is complementation/synergy with other local
government programs/services.
Complementation/synergy means projects
coordinate/build on each other so that duplication of
efforts or conflicting initiatives are avoided.
The LGU has mutual cooperation agreements or
other forms of linkages with other LGUs, NGOs,
educational/research institutions, etc., to implement
programs in this service area.

5. Participation Involving various stakeholders in problem identification,


needs assessment, and in formulation and implementing
goals. Stakeholders are individuals or groups who can
contribute to or benefit from the service. The indicators of
this competency may include:
NGOs/peoples organizations are represented and
are active members of councils, committees or
boards.
There are other forms of LGU-NGO/private sector tie-
up
There is an accreditation process for NGOs, POs,
cooperatives, other development associations.
The LGU uses different forums for stakeholders to
raise and analyze issues, such as: public hearings,
community/ town hall meetings, barangay
assemblies, focus-groups and other forms of citizen
engagement.
The participation of stakeholders has resulted in
changes in the plans/ programs.

6. Continuous Introducing new or modifying existing work processes/


Improvement/ procedures/ approaches to accomplish most with the least
Innovations overall expenditure of time and resources. The indicators of
this competency may include:
The LGU has introduced improvements or innovations in
this service area.
The LGU has applied Information and Communication
Technology to this service area.

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7. Customer Service .
Streamlining frontline services to make them more
customer-friendly and seeking feedback from customers
regarding services
The LGU reviews/evaluates its frontline services to
identify areas for improvement.
The LGU streamlines its frontline services in terms of
reduction in:
processing/transaction time
number of requirements
number of signatories
number of steps
The LGU provides customer service training or
orientation to its frontline staff.

About the SCALOG Tool


The SCALOG Tool is divided into 14 service area instruments (Annex ___). Each instrument has
three parts:
Part 1: Organizational Competency Assessment Items This part consists of 14 sections
representing the service areas of the Local Government Performance Management
System.
Part 2: LGU Strengths and Opportunities for improvement
Part 3: Guide to some items provides details or explanation on some items of the
instrument

Shown below are the five LGPMS performance areas and corresponding service areas in which
specific organizational competencies are identified. The Governance and Administration
performance areas all contribute to towards performance in Social Services, Economic
Development and Environmental Management.

Governance Social Services


Financial Accountability Health and Nutrition
Transparency Education
Participation Housing and Basic Utilities
Equity Peace, Security and Disaster Preparedness
Local Legislation
Economic Development
Administration Agriculture and Fisheries Development
Development Planning Enterprise, Business and Industrial Promotion
Revenue Generation
Resource Allocation and Utilization Environmental Management
Human Resource Management and Natural Resources Management
Development Waste Management and Pollution Control
Customer Service

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Respondents to the Tool
The respondents to the instrument include key stakeholders within and outside the LGU. They
will work as a group to develop a collective response to the questions. Each service area may
require different respondents as shown in the table below:

Service Area Internal Respondents External Respondents


Financial Accountability Accounting Office Auditor
Budget Office representatives of major clients
Treasurers office with financial transactions with
Assessors office the LGU
Local Legislation Local Chief Executive Sectoral representatives
Sanggunian secretary
Sanggunian members
Development Planning Planning and development Sectoral representatives
coordinator/ office
Development Council
Revenue Generation Treasurer Sectoral representatives
Assessor
Planning and development
coordinator/ office
Resource Allocation and Budget Office Sectoral representatives
Utilization Planning and development
coordinator/ office
Human Resource Management Administrator
and Development Human Resource Head
employee representatives
Health and Nutrition Chief health/nutrition officer Health sector representatives/
Local Health Board partners
Education Education Head Education sector
Local Education Board representatives/ partners
Housing and Basic Utilities Housing/ Urban Poor Action Housing and basic utilities sector
Officer representatives/ partners
Local Housing Board
Peace, Security and Disaster Peace, Security and Disaster Peace, security and disaster
Preparedness Preparedness head/s preparedness sector
representatives/ partners
Agriculture and Fisheries Agriculture and Fisheries Head/s Agriculture and fisheries sector
Development representatives/ partners
Enterprise, Business and Enterprise, business and Business sector representatives/
Industrial Promotion industrial promotion head/s partners
Natural Resources Natural resources management Environment sector
Management head/s representatives/ partners
Waste Management and Waste Management and Environment sector
Pollution Control Pollution Control head/s representatives/ partners

Process for Accomplishing the Tool


o Tool will be administered by the Administrator in series of focus group sessions with the
above groups of respondents
o The respondents will each be provided a copy of the tool. It is advisable that they receive
a copy beforehand to enable them to review the items, gather data and determine initial
ratings.
o The Administrator facilitates the discussion among the respondents in answering each
item. Respondents determine collectively whether the competency indicator is present in
the LGU or not.

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o The Administrator records the responses.
o After the focus group, the Administrator determines the competency rating using the
rating guide in the manual.

Scoring and Submission


o The Administrator is provided a diskette with an excel spreadsheet in which to encode
the responses. The spreadsheet automatically calculates the average score for each
competency.
o Submission via email is highly recommended.
o Deadline: data must be encoded and submitted by the Administrator on or before the
scheduled deadline as reflected in the calendar.

Analysis Framework
Indicator Ratings

Respondents will rate mandatory and best practice indicators under each competency, using
the following scale:

1 2 3 4 5
Never Seldom Sometimes Often Always
Statement does not Statement rarely Statement Statement applies to Statement applies
apply at all to the applies to the LGU occasionally applies the LGU most of the to the LGU every
LGU to the LGU time time

Ratings indicate the extent to which the competency indicators are demonstrated by the LGU.
Ratings on individual items are averaged to obtain Indicator ratings. These ratings are used to
compute the Competency Scores.

Competency Scores and Development Needs

The Administrator uses the rating guide to determine the competency scores. For each
competency within a service area, a Competency Score, say for Management Systems, is
computed by taking the average of the indicator ratings under that competency.

Each competency score indicates development or capability-building action needed by the LGU.
For Compliance competencies, the scores are interpreted as follows:

Competency
1-<2.5 2.5-<3.5 3.5 - <4.5 4.5 - 5
Score
Competency
Low Moderate High Very High
Level
LGU complies LGU largely
Low or no LGU compliance
Description with most complies with
compliance is not consistent
mandatory mandatory

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requirements requirements
Moderate
improvement
Improvement
Major both major and Minor
Needed to Maintenance of
improvement in minor improvement in
Achieve Full current level
most areas improvement some areas
Compliance
needs are
present

At a very high competency level, the LGU can be said to be largely compliant with mandatory
requirements and would only require maintenance of its current level of competency. At a high
competency level, the LGU complies with most mandatory requirements but minor development
may be required in a few areas to achieve full compliance. At a moderate level of competency,
there are both major and minor areas for improvement. At a low level of competency, significant
improvement is required in many areas.

For Best Practice Competencies, the scores are interpreted as follows:

Competency
1-<2.5 2.5-<3.5 3.5 - <4.5 4.5 - 5
Score
Competency
Low Moderate High Very High
Level
LGU
demonstrates a
LGU LGU
Absence or little level of
demonstrates demonstrates
Description manifestation of competency that
beginnings of best practice in
best practices approximates
best practice the competency
best practice
LGUs
Moderate
improvement
Improvement
Major both major and Minor
Needed to Maintenance of
improvement in minor improvement in
Achieve Full current level
most areas improvement some areas
Compliance
needs are
present

At a very high competency level, the LGU consistently demonstrates best practices. At a high
competency level, the LGU almost resembles best practice LGUs but needs minor improvement
in some areas. At a moderate level of competency, the LGU manifests indications of best
practices, and both major and minor improvements are needed to fully achieve best practice
level. At a low level of competency, major interventions in many areas are required to install or
improve competency.

Competency strengths and areas for development in a service area may be summarized as in the
sample table in the Appendix A.

Likewise, strengths and areas for development in a particular competency across the service
areas can be compared as shown in Appendix B.

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Appendix A

Service Area: Education


Competency Scores

Average
Competency 1 2 3 4 5
Rating

Organization and Staffing 3

Legislative Support and Other


3
Enabling Mechanisms

Transparency 3

Management Systems 4

Participation 2

Continuous Improvement 2

Customer Service 3

Areas of Strength

Management Systems

Competencies with Major Development Needs

Participation

Continuous Improvement0

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Appendix B
Competency: Management Systems
Competency Scores by Service Area

Average
Competency 1 2 3 4 5
Rating

Financial Accountability 5

Local Legislation 3

Development Planning 3

Revenue Generation 4

Resource Allocation and


3
Utilization
Human Resource
Development and 3
Management

Health and Nutrition 2

Education 4

Housing and Basic Utilities 2

Peace, Security and Disaster


2
Preparedness

Agriculture and Fisheries


3
Development

Enterprise, Business and


4
Industrial Promotion

Natural Resources
3
Management

Waste Management and


3
Pollution Control

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Service Areas Strong in Management Systems

Financial Accountability

Enterprise, Business and Industrial Promotion



Service Areas Needing Improvement in Management Systems

Health and Nutrition



Housing and Basic Utilities



Peace, Security and Disaster Preparedness



Etc.

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