Iranun Municipalities LGU Parang -...

Iranun MunicipalitiesLGU Parang

Integrity Mechanisms and Models forBusiness and Investment Promotion

CONTENTS

Iranun List of Abbreviations 4

Introduction 7Overview of the Project I4J 7Enabling Laws And Policies For Integrity 9Strategic Approaches 11

Parang Municipal Profile 17

Findings and Analyses 19Integrity 19Capacity 20Organizational / Institutional 21Systematic 22

Implementation 27Participative Governance 27Capability Enhancement and Values Formation 30Business and Investment Promotion 33Transparency 35

Integirty Mechanisms Action Plan 41Participative Governance 41Capability Enhancement and Values Formation 42Business and Investment Promotion 44Transparency 46

Monitoring and Evaluation 49

4

List of Abbreviations

ABC Association of Barangay CouncilsARTA Anti-Red Tape ActBAC Bids and Awards CommitteeBLGU Barangay Local Government UnitBPLS Business Permit and Licensing SystemCDPI Centrist Democracy Political InstituteCPE Continuing Professional EducationCSC Civil Service CommissionCSF Credit Support FundCSO Civil Society OrganizationDTI Department of Trade and IndustryeBPLS Electronic Business Permit and Licensing SystemECCP European Chamber of Commerce of the PhilippinesFDP Full Disclosure PolicyHRMO Human Resources Management OfficeICCI Iranun Chamber of Commerce and IndustryIEC Information, Education and CommunicationIRR Implementing Rules and RegulationsISAT Integrity Self Assessment ToolKAS Konrad Adenauer StiftungLCE Local Chief ExecutiveLGU Local Government UnitLIIC Local Investment Incentive Code

5

MBO Municipal Budget OfficeMEEDO Municipal Economic Enterprise Development OfficeMIO Municipal Information OfficeMLGOO Municipal Local Government Operations OfficerMPDC Municipal Planning and Development CoordinatorMTO Municipal Treasurer’s OfficePBC Parang Business ClubPhilGEPS Philippine Government Electronic Procurement SystemPIO Public Information OfficeIC Integrity CirclePPA Programs, Projects, ActivitiesRA Republic ActSB Sangguniang BayanSMEs Small and Medium EnterprisesSPMS Strategic Performance Management SystemTWG Technical Working Group

7

Overview of the Project I4JI4J, or more officially “The Partnership for Integrity and Job

Creation”, is a three-year project co-funded by the European Union and the German Ministry for Economic Cooperation and Development, through the Philippine Office of Konrad-Adenauer-Stiftung, a German political foundation.

The project is an engagement of Local Government Units and Civil Society Organizations in their areas that aims to foster partnership and cooperation to promote Integrity and Transparent, Effective Small Business Registration and Promotion Procedures.

Project I4J aims to reduce poverty in the Philippines by developing models for transparent and effective business promotion and registration, the promotion of small businesses and investments, and the development of a lasting business policy environment that will redound to a sustainable creation of jobs.

Project I4J has partners in the Philippines, and they are Konrad-Adenauer-Stiftung (KAS), the European Chamber of Commerce of the Philippines (ECCP), the Centrist Democracy Political Institute (CDPI), and the Leagues of Provinces, Municipalities, and Cities of the Philippines.

Introduction

8 PARTNERSHIPS FOR INTEGRITY AND JOBS (PROJECT I4J)

In coordination with representatives of these Leagues, three cities, three municipalities, and three provinces across Luzon, the Visayas, and Mindanao were chosen as pilot LGU partners of Project I4J, namely:

MUNICIPALITIES: Naujan, Oriental Mindoro (Luzon)Tuburan, Cebu (Visayas)Iranun Cluster, Maguindanao (Mindanao)(Parang, Buldon, Barira & Matanog)

CITIES: Puerto Princesa (Luzon)San Carlos City, Negros Occidental (Visayas)Cagayan de Oro City, Misamis Oriental (Mindanao)

PROVINCES: Oriental Mindoro (Luzon)Cebu (Visayas)South Cotabato (Mindanao)

The project has four phases divided into:1. Project Set-up Phase

a. Selection of pilot placesb. Problem assessment in the pilot areasc. Setting up of Integrity Circles (representatives from

the LGU, Civil Society Organizations, and the Business Sector)

2. Piloting Phasea. Training design, schedules and modules will be

developedb. Training of representatives from the LGU, business

sector, CSOs, and other stakeholders

9INTRODUCTION

c. Development and implementation of integrity mechanisms and models for small business and investment promotion procedures

3. Dissemination Phasea. Documentation of results and experiencesb. Dissemination and promotion of possible

implementation across the Iranun Cluster of Municipalities

c. Advocate the development of a unified, national Integrity Framework for small business and investment registration

4. Conclusion Phasea. Evaluation of the sustainability of project

implementation

The Project 14J started in January 2014 and shall run through the end of December 2016.

Enabling Laws And Policies For IntegrityThere is a plethora of national laws and policies to put

in place good governance and integrity in public service. The Civil Service Commission have guidelines for civil servants for t he ethical and professional dispensation of their functions, and public scrutiny through the full disclosure policy of the Department of the Interior and Local Government provides a framework for the institutionalization of integrity in the country.

The following are pertinent laws and policies on integrity in the country, to wit:


• Republic Act No. 6713 - An Act Establishing a Code of Conduct and Ethical Standards for Public Officials and Employees, to Uphold Time-Honored Principle of Public Office Being a Public Trust and Granting Rewards and Incentives Therefor

• Revised Penal Code: Title VII – Crimes Committed by Public Officials (1930)

• 1987 Philippine Constitution: Article XI – Accountability of Public Officials

• * Presidential Decree No. 46 – Making It Punishable for Public Officials and Employees to Receive, and for Private Persons to Give Gifts on Any Occasion, Including Christmas (1972)

• Presidential Decree No. 749 – Granting Immunity from Prosecution to Givers of Bribes and Other Gifts and their Accomplices in Bribery and Other Graft Cases Against Public Officers (1975)

• Republic Act No.1379 – An Act Declaring Forfeiture in Favor of the State Any Property Found to Have Been Unlawfully Acquired by any Public Officer or Employee (1955)

• Republic Act Defining and Penalizing the Crime of Plunder (1991)

• Republic Act No. 9160 – An Act Defining the Crime of Money Laundering & Providing Penalties Therefor and Other Purposes (2001)

• Republic Act No. 9485 – An Act to Improve Efficiency in the Delivery of Government Service to the Public by Reducing Bureaucratic Red Tape, Preventing Graft & Corruption, and Providing Penalties (2007)

• Republic Act No, 10365 – An Act Further Strengthening the Anti-Money Laundering Law, Amending for the Purpose Republic Act no. 9160, as Amended (2013)

11INTRODUCTION

Strategic ApproachesEXTERNAL ASSESSMENT

The external assessment is conducted using two approaches:

a) focus - group discussions (FGDs); andb) in depth interviews

Third party experts conducted FGDs at the pilot places, providing assessment reports with the outcome of the discussions, evaluation of the results and recommendations. In addition, in-depth interviews were conducted by key technical staff of Project I4J with selected, respected representatives from the LGU, local business, and civil society organizations in the pilot places.

During these interviews, first identification of possible members of the Integrity Circles shall take place too. The draft reports based on the results of the FGDs and additional interviews shall be communicated and discussed with the LGU and key members of local business and civil society involved before the final version is produced.

The outcomes and results of the assessment studies will be the basis for designing the models for transparent, efficient and effective small business investment procedures at the pilot LGUs. The models will be designed based on concrete observations and facts in these fields in order to actually measure the improvement during the trial implementation process.


1. THE FOCUS GROUP DISCUSSION (FGD)

The FGD was conducted on September 12, 2014 at the Session Hall of the Sangguniang Bayan, Parang Municipal Hall In coordination with the project partners, the staff of the Municipal Planning and Development Office were given a freehand in the selection of and facilitated the invitation of respected people from the LGU, CSO and business sector. As earlier agreed upon, a pre-set number from each group were invited to the forum.

2. THE IN DEPTH INTERVIEW

In separate forums, selected civil servants, CSOs and business sector representatives underwent in-depth interviews to further assess the city and its elected and appointed officials on October 6, 2014.

THE INTERNAL ASSESSMENTThe same selected individuals from the LGU underwent

a three-day training to take the Integrity Self-Assessment Tool (ISAT) test. The ISAT aims to assist the respondents to examine the scope and effectiveness of integrity policies in the LGU. It provides a framework that examines focus areas known to be susceptible to corruption and puts forward control measures to address these vulnerabilities. It provides the LGU an idea how they fare in terms of integrity practices. If it is found out that there are control measures but are not implemented or practiced, the ISAT provides an opportunity for the LGU to implement integrity practices in the LGU; or conversely, if there are already measures in place, then the ISAT provides guidelines how to improve and strengthen these control measures.

13INTRODUCTION

The ISAT is designed around six (6) focus areas. The first focus of the tool enumerates a series of statements regarding the local chief executive’s policies and practices that promote and institutionalized integrity practices in the LGU. The other five focus areas provide questions related to ways which ensures that integrity is practiced when 1) dealing with employees, 2) the public, 3) business partners fiscal administration and communities, 4) the environment, and 5) other stakeholders.

THE INTEGRITY PLEDGEAt the culmination of the 3-day training for civil servants,

and after self-assessment, they were asked to sign the Integrity Pledge, an expression of their commitment to conduct themselves and perform their functions with integrity and transparency especially along the line of business promotion and registration.

THE TECHNICAL WORKING GROUP & INTEGRITY CIRCLEAfter the training, a Technical Working Group (TWG) was

constituted by virtue of Executive Order No. 6, Series of 2015 establishing the Technical Working Troup to draft the Integrity and Business & Investment Promotion Mechanisms for the Municipality of Parang

After the draft for the integrity framework is finished, it will be presented to the Integrity Circle which will also be constituted. The Integrity Circle will be composed of respected representatives from the CSOs and the business sector, and the LGU. Their comments and further inputs will be considered. The final draft will then be presented to the Local Chief Executive and the Sangguniang Bayan for approval.


The approved action plan or Integrity Framework shall be implemented in the LGU of Parang, and will be replicated across other LGUs and a possible contribution to a national integrity framework.

THE TECHNICAL WORKING GROUP

Hon. Ibrahim P. Ibay, DMD Mayor/ChairmanUsman R. Ibay, III Municipal Administrator/Vice ChairmanHon. Ma. Gigi G. Saavedra SB Member/MemberHon. Abdul Walled Y. Macapeges SB Member/MemberMay N. Quesada Acting MPDC/MemberAnwar A. Macalawan Municipal Assessor/MemberJosephine D. Tan Municipal Budget Officer/MemberHja. Raga G. Mamalimping Municipal Treasurer/MemberDimasiding G. Succor, 1V Secretary to the SB/MemberOrlando M. Lopez MEEDO Officer/MemberMarlyn C. Sanchez MIO/Member

THE INTEGRITY CIRCLE (IC)CSO:

Medardo Llarinas/Pastor ChairmanNora C. Formaran/Parish Program Coordinator Vice Chairman (CSO) Girlie Joy P. Quitor/Youth Alliance SecretaryNorhara K. Silongan/Young Leaders’ Congress Asst. SecretarySahara Madam/Young Leaders’ Congress TreasurerAlexander A. Jovellano/Morokris Fisherfolks PIO

15INTRODUCTION

BUSINESS SECTOR:

Pendaliday B. Beda Iranun Chamber of Commerce & IndustryDaniel Lowell Saguan Parang Business ClubRichel Remigio Parang Tourism Council (Vice Chair)Evangeline B. Dadivas PATSCO Flavie Guiamad Federation of Market VendorsMike Usman PUTRIMODA

LGU:

Karim O. Omar Local Civil Registrar (Vice Chair)Saparon G. Kamsa Community AffairsLolita M. Pescuela Municipal LibrarianJose Emmanuel R. Lee Municipal Engineer’s OfficeMarcosa M. Nunez Municipal Planning & Development OfficeJennifer B. Ponce Office of the SB SecretaryArmi B. Dador Municipal Accounting OfficeBailyn E. Nanding Municipal Treasurer’s Office

The members were chosen based on the following criteria:1. Good reputation2. Professional competence3. Independence4. Strong belief in the necessity of integrity and good

governance in local administration; and5. Willingness to fruitfully cooperate with the local

administration.


It will serve as the monitoring, supervising, and partner of the LGU in its integrity, transparency and good governance efforts. It will seek ways to raise awareness and identify integrity-related issues that affect performance of local government functionaries, promote fair and transparent good practices, as well as participate in the development of tools to help enhance integrity and reduce risks of corruption by strengthening transparency and accountability.

The IC will aim to promote transparency, trust, improvement of performance, a level playing field in business promotions, enhance competitiveness and attractiveness to business investments, and the creation of more jobs leading to inclusive growth and sustainable development.

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Parang Municipal ProfileParang was created a municipality on August 18, 1947

by virtue of Executive Order Number 82. It is an agricultural community of 25 barangays spread over a mainland of rugged hills and steep ridges, and the irregular coastline of the Illana Bay.

It has a total population of 72, 328 as of 2010, and a total land area of 83,000 hectares. Nine (9) of its barangays are considered urban, while the remaining 16 are considered rural.

It is located in the northwestern portion of the Province of Maguindanao, bounded on the north by the municipality of Matanog; in the east by the municipalities of Barira and Buldon; in the south by Sultan Mastura, and on the west by the beautiful, placid Illana Bay.

Parang, with its strategic location, is the trade, cultural, educational and recreational center of the Iranun Cluster of Municipalities (Barira, Buldon, Matanog, and Parang). It is a first class municipality thirty (30) kilometers away from Cotabato City, currently the host city of the Autonomous Region in Muslim Mindanao (ARMM).

It is blest with a natural harbor and is home to the International Port of Polloc that is protected by Bongo Island. It is the seat of the Philippine National Police-ARMM at Camp General S. K. Pendatun, which, because of its location, gives one a view of the whole municipality from its vantage point at the Commissioned Officers’ County.


Its geographical location and strong fiscal administration has made it the center of the ARMM’s economic zone and is ideal as an industrial hub. Agricultural lands are planted to corn, coconuts and other high value crops like rubber, oil palm, and coffee. Its strategic location is also suited to outdoor activities like kayaking, biking, motocross, hiking and para-gliding. Recreational and tourism spots abound like the Padang-Padang Adventure Park featuring the second longest zip line in Mindanao; the 141 steps to the pristine and rustic zone beach; the pastoral scenes of the Molina-Munoz River Pool & Farm Resort; the Golf Course at the Illana Bay Country Club; white sand beaches and turtle’s reserve park at Bongo Island, and the tranquil, turquoise waters of Illana Bay teeming with rich marine life. Seafood and fruits abound year round, and its halo-halo is the best in Maguindanao and can rival that of Razon’s and other fast-foods in taste, texture, and quality.

The municipality has an annual grand festival called the Padang-Padang festival held in August showcasing the rich cultural tradition of its tri-people: the Iranuns, Christian settlers and a small community of Tedurays. It was twice awarded the Seal of Good Housekeeping by the Department of the Interior & Local Government because of its sound and strong fiscal administration and good governance practices, and its current Mayor, Dr. Ibrahim P. Ibay is the enviable recipient of numerous awards and recognitions in the provincial, regional, national and international levels for his outstanding performance as the Local Chief Executive.

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Results of the Internal and External Assessment

IntegrityLGU Business CSO

Definition

• honesty expressed through sincerity when dealing with clients by quickly accommodating their requests/business

• lenders must be good models of honesty

• credibility• transparent

transactions and procurement of supplies, materials, equipment.

• doing the right thing whether somebody is watching or not

• integrity is ingrained in the character

• if officials and employees have integrity, then progress will follow

Local ordinances promoting integrity

• Creation of MEEDO with CSO and Business Sector consultation and participation

• Anti-smoking ordinance

• participated in the creation of MEEDO; created with LGU the Parang Business Club

• know that LGU regularly engages CSO participation through LGU Local Special Bodies

• Local Special Bodies• CSO Summits provide a

venue to know that the LGU is engaging CSO’s to promote integrity and transparency

Findings and Analyses


CapacityLGU Business CSO

Efforts on Information Relating to Transparency and Ethical Practices

• full implementation of ARTA by the HRMO

• each department has its own citizen’s charter displayed in the most conspicuous place in the office

• LGU has general citizen’s charter displayed at the lobby to guide clients

• have not heard of anything

• appreciate the implementation of eBPLS in the LGU

• CSOs are participating in consultations

Permissibility of LGU workers transacting business with government

• if it follows stipulated standards and procedures then it is alright

• should be discouraged• perception of unfair

competition based on insider knowledge

• this is a potential source of corruption

• BAC members must be above suspicion

Gift-giving and receiving

• accept, but do not ask for it;

• friends drop by their gifts in the office

• should not be allowed• the giver will expect

something in return

• if employees accept gifts they will be compromised to give in to unlawful or unethical transactions which will be unfair to both the LGU and its clients.

21FINDINGS AND ANALYSES

Integrity of LGU Staff

• hiring should be based on qualifications and must strictly observe CSC Standards

• criteria in staff hiring based on CSC

• Selection process must be above board

vacancies• if relatives are hired,

they must be qualified; no other applicant is qualified

• qualification must be the primary standard in hiring staff

Awareness of R.A. 6713 (Code of Conduct and Ethical Standards for Public Officials and Employees)

• officials and employees know about this law but just the general provisions

• based on our dealings, officials and employees observe this law

• being a recipient of the seal of Good Housekeeping shows the measures the LGU go in terms of transparency and integrity in business transactions

Organizational / InstitutionalLGU Business CSO

• availability of suggestion box at the Information Desk at the Lobby of the Municipal Hall

• Efficiency in conducting meetings and functions is a priority

• the different committee chairman is approached to log public’s complaint

• no grievance desk or officer that we know of

• leaders in the community are approached by dissatisfied clients and these leaders in turn go directly to the Mayor to facilitate these issues and concerns


LGU Business CSO

• inter-department flow of work is smooth and efficient

• mandated pays and benefits are received on time

• deserving employees are sent to seminar-trainings

• LGU officials and staff are apparently paid on time because we hear no complaints

• no information drive to report progress of infra-projects

• front line services are brought closer to the public (e.g. one stop shop on renewal of business permit, and info-drives)

SystematicLGU Business CSO

Prerequisites to integrity practice

• capacity-enhancement• inter-department

courtesy on PPAs to facilitate smooth and effective public service

• simple guidelines and procedures o follow by newly-hired or promoted employees

• elicit broader citizen’s awareness on PPAs

• CSO as watchdogs of projects progress, (procurement and implementation)

• CSO Summits to be done more to be informed on the PPAs and its progress


Improvement Mechanisms

• Information and education campaign

• strong and full implementation of MEEDO, Staff and procedural guidelines

• implement / institutionalize Integrity Mechanisms;

• Monitor through client-LGU relationship the successful implementation of good governance and integrity practices

• Strive to be an active partner of the LGU by monitoring and evaluating the implementation of the Integrity Framework

Institutionalization of Integrity Practice

• Invite the community and Inform them about the Integrity Pledge of LGU officials and employees through CSO Summits

• Inclusion of the Integrity Mechanism/ agenda in the CDP-ELA

• Strengthen the dynamics of LGU-Parang Business Club, Federation of CSOs

• CSOs must keep their independence and objectivity in evaluating and monitoring the implementation of Integrity practices of the LGU

• issuance of relevant municipal ordinance/s that set guidelines on integrity practices

Collated inputs from/results of, in-depth interviews with selected civil servants, representatives from the business sector, and members of the civil society organizations


BUSINESS PROMOTION1. The Municipal Economic Enterprise Development Office,

is already operational. There is a need for the civil servants to be informed where it is located and who is in-charge so that they can help clients who happen to pass by their office/s.

2. Parang is blessed with many tourist attractions but the LGU is not yet focused on developing this potential for revenue generation and employment opportunities for Parang’s highly educated and skilled labor force.

3. There are new business establishments in Parang in the finance, hotel/restaurant/fast-food, pharmacy, micro-financing, and medical diagnostic laboratory and lying-in clinics.

4. Bongo Island is a tourist’s dream of adventure package.5. Revenue collection has improved, and must be sustained.

TRANSPARENCY• LGU-Parang complies with RA 9184 (The Procurement Law)

and correct bidding procedures are followed.• The LGU employees as a whole are polite and efficient.

Service delivery is prompt.• The Citizen’s Charter is displayed conspicuously at the

lobby where clients and visitors can comfortably read it.• There are currently repairs in the LGU Building where

offices are fitted with glass walls, windows and doors so that transactions are visible to everyone.

• The Mayor is accommodating and complaints can be brought to him directly. Nevertheless, a complaint desk/


officer needs to be established/assigned.• The LGU is compliant on CSC and national laws and policies

on integrity, yet a need for localized guidelines on integrity practices in the LGU must be crafted, with each specific department having policies particular to its function/s.

CAPACITY BUILDING FOR INTEGRITY• The HRMO conducts seminars and workshops on good

governance and integrity practices but these must be conducted on a regular basis, not only during the CSC Month celebration.

• The LCE must be a model of honesty and professionalism, with a commendable work ethic that civil servants will emulate. Still, integrity must be an integral part of an employee’s character therefore it is imperative that a regular refresher course on ARTA and the Anti-Corrupt Practices Act be conducted.

• To serve as incentive and motivation, deserving civil servants must be sent to Continuing Professional Education, and the merit system for awards and rewards be strengthened and implemented such as “The Employee of the Month” citation.

CSO PARTICIPATION• There is currently a strong collaboration and cooperation

among the LGU and the CSOs.• The LGU has a website/community page/newsletter that the

CSOs can use to voice their opinions or post their concerns. A Public Information Office should be established to handle this and update the LCE and department heads on how the public perception about the attitude and performance of their officials and civil servants are playing out. This will help the LGU to constantly be aware of public scrutiny and


perform according to the standards that public service requires.

• The CSO watchdog character must be welcomed to foster openness and sense of ownership of all PPAs of the LGU.

• Participatory governance has been established through the active involvement of CSOs and the private sector representatives in the Local Special Bodies and the Municipal Development Council.

27

ImplementationParticipative GovernanceRATIONALE

The synergy of engaging the participation of all stakeholders in the municipality of Parang almost always centers on generating people’s participation in the 1) identification of problems, issues, and concerns that affect each specific sector; and 2) eliciting from their level recommendations to address these problem, issues and concerns. In formulating plans, programs, and policies, the LGU takes into account the public’s aspiration.

There is collaboration, and citizen participation is sought and appreciated. Good governance, to a great extent however, depends on policy makers in all government agencies. Sometimes, people’s aspirations are dashed because there are no reports on either the progress, or the lack of it, in the desired solution anticipated by the public.

OBJECTIVES• To inform and engage the public about the programs,

projects and activities of the LGU;• To promote transparency; and• To enhance professionalism and efficiency in the delivery

of frontline service.


IMPLEMENTATION• To establish a Public Information Office through a municipal

ordinance and the orientation and enhancement training of the editorial staff of the newsletter (print media) and website administrator (electronic media). The PIO is also primarily tasked to post regularly and on time, through tarpaulins and flyers, the information and education campaign of the LGU.

• To conduct regular and consistent LGU-BLGU executive-legislative meetings/sessions, especially on budget consultation, with CSO participation. This will be done every second Tuesday of the month at 10:00 in the morning, in two barangays every month. The activity will be jointly facilitated and conducted by the Municipal Planning & Development Office, the Municipal Local Government Operations Office, the ABC President’s Office, the Office of the Secretary to the Sangguniang Bayan, and the Offices of the Mayor and the Vice Mayor. A focal person shall be assigned to schedule a group of CSO members to meet with the Mayor and be the participative audience in the meetings.

• Installation of additional bulletin boards at the ground floor of the municipal building reflecting progress reports of infrastructure projects, its financial status and procurement schedule. This will be the responsibility of the MPDA and the MLGOO through the PIO. The language of the reports must be on layman’s term, less technical, and understood by the public.

• The LGU recognizes the environmental implication of all development programs and projects, and will provide preventive measures. Development will not come at the expense of the environment and ecology. The Municipal Comprehensive Environmental Protection Plan will ensure the proper segregation of waste and garbage. An IEC for the purpose will be implemented to the grassroots level

29IMPLEMENTATION

through the barangays that the MLGOO will conduct together with the MPDC, and General Services Unit.

The LGU will continue its localized clean-up drive especially along the coastline of the Illana Bay, engaging the participation of the concerned communities in the activity after giving them an orientation on the benefits of not disposing their solid and liquid waste in the bay, or in the rivers and creeks of the municipality. This can also be occasion to conduct information campaign on the Local Disaster Risk Reduction and Management Contingency Plan to prepare the residents on the possible impacts of climate change and how they can help in mitigating its implications.

Twice a year, during the June 12 Independence Day Celebration and the observance of the Young Leaders’ Congress/Youth Governance Week in November, a broad sector/multi-stakeholder’s Massive Tree Planting Activity is conducted at the watershed area of the municipality. There is a need however, to ensure that the trees planted will grow and flourish, hence a forester or foresters will be hired, on a probationary period till proven worthy, to take care of the three hectare-envisioned forest around the water system. A municipal ordinance shall be crafter for the purpose.


Capability Enhancement and Values Formation RATIONALE

Public Office is a public trust. Each Civil Servant is guided by this precept, and RA 6713 or the Code of Conduct and Ethical Standards for Public Officials and Employees is their reference handbook. However, human nature is weak so there is a need to consistently remind public servant of this sacred principle.

The public, fairly or otherwise, has a negative image of civil servants. They expect to receive a degree of efficiency, courtesy, and professionalism from employees in the delivery of frontline services. This negative perception must be erased, but so much effort must be done to gain that level of trust and appreciation, and the best way to achieve this is to have employees who possess good values, character, and attitude towards their responsibilities and the way they treat the public/clients.

OBJECTIVES• To ingrain in each civil servant that excellent, professional,

and values-oriented public service pays much more than their monthly pay-check in their growth and development that will manifest in the way they conduct themselves towards work and relationships;

• To design a program to inculcate in the minds and hearts of civil servants that public office is a public trust, and erase the perception that a service was rendered because of “grease money” or connection;

• To regain trust in government by developing professional attitudes and characters beyond reproach of civil servants;

31IMPLEMENTATION

• To give civil servants the chance to take Continuing Professional Education (CPEs) for their professional growth that will lead to lead to a shift in mindset towards public service; and

• To give the public the services that they expect and deserve from the government, and that they will develop trust that the services they get are from honest and professional employees.

IMPLEMENTATION• Regular annual team building activities and lectures of

all civil servants and contractual employees on integrity enhancement. These out of town activities, organized by the Human Resources Management Office (HRMO), contribute to the physical and mental well-being of each employee and boost self-esteem and confidence, that will translate into more effective and efficient prompt public service rendered in a professional manner. Learning your place and role in the whole bureaucracy will be an incentive to perform so that delays will be avoided.

• Strengthening SPMS. This award and reward scheme based on merit system is an incentive for employees to their functions with utmost professionalism. It Is proposed that evaluation of candidates include feedback from clients of the department to which the potential awardee belongs, based on the citizen’s charter of that department. Client satisfaction or dissatisfaction will form the bases of the award.

• An “Integrity Month” will be established by an Executive Order based on RA 6713 or the Code of Conduct and Ethical Standards for Government Officials and Employees.


• Conduct of Skills Enhancement Trainings. These activities will promote cooperation and collaboration and foster inter-department trust and engagement. This will further develop their skills and attitude towards work and responsibilities. Civil servants are in the forefront of the bureaucracy and their attitude and performance are the reflection of the LGU.

• Periodic refresher course on RA 6713 and RA9485, the Rules on Administrative Cases in the Civil Service, and the Citizen’s Charter. There shall be a monthly reminder using flyers during flag ceremony, and these shall be done in a playful manner of such a serious subject. The celebration of the Civil Service Month every September can be an occasion for orientation for new employees to inculcate the values, ideals, and principles required by the public from their civil servants.

33IMPLEMENTATION

Business and Investment PromotionRATIONALE

A sound and strong fiscal administration and streamline business permit registration and renewal are attractive incentives for businessmen and investors to transact with the LGU. A transparent procurement and expenditures procedures and policies earns the trust of those who wish to join the bidding and awards processes of the LGU for its projects and supplies.

OBJECTIVES• To strengthen local fiscal policies, generate revenue,

mobilization , and management;• To attract investment through transparent one-stop-shop

business registration and renewal; and• To conduct IEC on eBPLS of the LGU and its local fiscal

policies.

IMPLEMENTATION• Prompt and on time uploading of the reports in the Full

Disclosure Policy Portal of the Department of the Interior and Local Government. The technical and writing skills of the website administrator, and enhancement training on basic news writing skills of the newsletter editorial staff is deemed imperative. The public, through the regular LGU-BLGU-CSO meetings/sessions in every barangay will be encouraged to access the website for updates and monitoring of project implementation. The synergy among the offices of the MPDO, MLGOO, The Mayor, Vice Mayor, the ABC President and the Secretary to the SB, with the PIO


must constantly be energized to do this.• Enhance the capacity of the Municipal Economic Team

(MEEDO, MTO, MBO, Municipal Assessor) and strengthen their collaboration with the Mayor for an efficient revenue generation and management. Codification of both the financial reports and financial releases is needed to be implemented by the Q1 of 2016 . A software for these purpose must be created and made accessible to the public through IEC. These must be included in the Annual Budget of the LGU for the next fiscal year.

• CSO participation in the budget hearings will be engaged. The LGU has a good relationship with a democratized CSO, Iranun Chamber of Commerce and Industry (ICCII), and the Parang Business Club (PBC). Their inclusion in the crafting of the budget will foster trust and ensure propriety at the very first step of the process.

• It is important to strengthen partnership and coordination with the ICCII and PBC on small business missions, trade and travel expos, and join trade fairs nationwide. A joint seminar on business profiling and matching and promotion will equip the economic team and these organizations with the necessary network, and linkages, and the skills to attract investments and provide the necessary efficient delivery of economic support services to local businessmen.

• Fast track the crafting of the Implementing Rules and Regulations(IRR) of the Local Investment Incentive Code (LIIC) by the SB to promote an sustainable environment for investment in the municipality, that will redound to increased income and revenue, and heightened job creation and employment opportunities for our skilled labor force.

• One-Stop Shop Business Assistance Center that will organize the Businessmen of Parang for the purpose of increasing tax collection, while creating access to financing for SMEs, by studying the and implement the Cebu-based

35IMPLEMENTATION

TransparencyRATIONALE

The people are now aware that they have the power to transform government into a more responsive and transparent bureaucracy. Greater participation by stakeholders in seeking ways to make it more accountable, efficient, and effective is showing a marked increase.

OBJECTIVETo institutionalize CSO participation in the pursuit of good

governance and transparent financial expenditures;

Credit Support Fund (CSF). This will be a complementary support office of the MEEDO, which will be created and funded through a municipal ordinance or an executive order in the Q1 of 2016.

• Removing opportunities for corruption by streamlining the Business Permitting and Licensing System which the LGU is now implementing electronically since 2011, in compliance with DILG-DTI Joint Memorandum Circular No.1 Series of 2010 which establishes the following BPLS Standards:1. Unified form2. Standard steps3. Standard Processing time4. Signatories


IMPLEMENTATION• Compliance to, and strengthening of, the Full Disclosure

Policy. Section 352 of the Local Government Code states that ”…posting within thirty (30) days from end of fiscal year, in at least three publicly accessible and conspicuous places in the local government unit, a summary of all revenues collected, and funds received including the appropriations and disbursements of such funds during the preceding fiscal year.”

Full Disclosure Policy or FDP, is the government’s policy requiring local officials of the provinces, cities, and municipalities to fully disclose funds received, where the funds emanated, and how and where the LGU spent them. The FDP also requires that their constituents be informed how the budget is managed and disbursed.

• Compliance to RA 9184, or the Government Procurement Reform Act states that “…posting of the Invitation to Bid, Notice to Proceed, and Approved Contract in procuring entity’s premises, in newspapers of general circulation, the Philippine Government Electronic Purchasing System (PhilGEPS) and the website of the procuring entity…”

LGU Parang complies with both laws but there is an urgent need for the public to be informed about these so that they will be able to safeguard the interest of the people. The use of the LGU website and the mass circulation of the newsletter will provide widespread information dissemination. The bulletin boards must also be designed to attract attention of passers by

• An executive order creating the CSO Desk based in the LGU, whose primary task is to be the anti-corruption watchdog and whose officer is a person of known probity will be established. The Desk Officer will conduct dissemination

37IMPLEMENTATION

of information on BAC procedures and the compliance to FDP.

A biennial CSO Summit, in March and September, of each year will be conducted to strengthen collaboration and cooperation in the pursuit of sound fiscal administration of the LGU. The CSO Summit will tackle how the funds and budget of the LGU is spent and by whom, and for what purpose.

There is a need to train selected CSO representatives on their roles as partners for development by eliminating occasions to commit corruption and unprofessional attitudes of civil servants. They will be equipped with mechanisms to monitor, evaluate, and assess the progress and the attitudes of LGU officials and employees towards their work and the way they deal with clients and the public in general.

• Feedback mechanisms play an important role. It will help the LGU improve its services and open opportunities for officials and department heads concerned to formulate policies that pertains to frontline services.. This can lead to greated accountability and transparency.

Section 8 (g) of Republic Act No. 9485, or an Act to Improve Efficiency of Government Service to the Public by Reducing Bureaucratic Red Tape, Preventing Corruption, and Providing Penalties Therefor provides for the establishment of public assistance and information desk in all government offices and agencies. Likewise, the Civil Service Commission issued Memorandum Circular No. 16, Series of 2008, requiring all agencies to establish in all their offices a public assistance and complaints desk and provide the public hotline number/s which should be purposely sat up to effectively receive and monitor complaints.


LGU Parang is compliant to both directives, and there is a drop box at the Information and Complaint Desk at the lobby of the mezzanine floor, but it has yet to be institutionalized by an executive order or municipal ordinance, spelling out the procedures and guidelines how to file complaints, who m to address it to, how long to get a response to the complaint, among others. A desk officer will be named, who is expectedly knowledgeable about laws and policies regarding integrity and professionalism.

In establishing a feedback mechanism, improvement of the LGU’s credibility will be realized and its civil servants can stand up to scrutiny.

39IMPLEMENTATION

How the Feedback Mechanism Works1. The LGU shall formulate policies and to institutionalize

the feedback mechanism. There should be an office to take charge of its functions. An officer of the day shall be familiarized on his responsibilities, if possible, a regular personnel whom accountability is identified.

2. A local ordinance is to be passed for the public to be aware of. The public should be informed of the steps of the feedback process, which should be made as transparent as possible. Flyers/IEC must be distributed for this purpose.

3. Regular monitoring of the complaints received/filed and the LGU’s action on such.

Adoption of NO GIFT POLICYCivil servants are aware that receiving gifts is a violation of

Section7 (d) of RA 6713. This section provides for the prohibited acts of government officials and employees, specifically the solicitation and acceptance of gifts. However, a “No Gift Policy” must be adopted through an Executive Order or Municipal Ordinance. This will eliminate occasion to commit corruption and remove doubt that a service is rendered because of the acceptance of gift.

Implementation of ARTAThe LGU is compliant to this law, however, there is no

scheme nor team instituted to monitor how effectively the civil servants are adhering to its guidelines. Hence, the LGU will strictly monitor frontline services of each department to address the possible gaps and challenges in the Implementation of ARTA, through an Executive Order or Municipal Ordinance.

41

Integirty Mechanisms Action Plan

Participative GovernancePPAs Strategy Responsible

PersonTime-line

BudgetaryRequirement

• Establish public information office

• Municipal Ordinance

• Orientation/ Skills enhancement training of website administrator and editorial Staff of LGU newsletter

• Set up office/ funds/ personnel

SB, MPDC Q1 2016 Php 50,000.00/year

• LGU – BLGU – executive – legislative sessions/ meetings with CSO participation every 2nd Tuesday of the month

• Conduct at 2 barangay each month

• Assign focal person, a regular employee, to facilitate the activity and schedule a group of CSO members as participative audience and talk with the mayor afterwards

MPDC, MLGOO, SB/ office of the Vice Mayor and office of the Mayor

Q1 2016 Php 50,000.00/year


PPAs Strategy ResponsiblePerson

Time-line


• Installation of additional bulletin boards at the ground floor of the municipal hall

• Post financial status of programs, programs, projects, and procurement schedule

MLGOO, MPDC, PIO and Municipal Engineering Office

Q1 2016 Php 20,000.00

• Implementation of Municipal Comprehensive Environmental Protection Plan/ Municipal Disaster Risk Reduction management Plan

• IEC, briefing of barangay officials

MLGOO, MPDC Q1 2016 Php 20,000.00

Capability Enhancement and Values FormationPPAs Strategy Responsible

PersonTime-line


• Conduct Team Building Activities and Skills Enhancement Training of civil servants

• All employees go out of town at least once a year

• Foster cooperation and strengthen trust among themselves

• Develop more confidence

HRMO/ MPDC Q1 2016 Php 100,000.00

43INTEGRITY MECHANISMS ACTION PLAN


Time-line


• Strengthen SPMS • Employees who show exemplary dedication in their work and exhibit courtesy and professionalism towards visitors and clients are awarded / rewarded quarterly

HRMO/ MPDC Q1 2016 Php 20,000.00(plague of recognition plus cash)

• Establish “Integrity Month”

• Executive order• Review of ARTA

and RA 6713• Printing of

flyers to serve as reminders to employees

HRMO/ SB 2016 Php 5,000.00

• Continuing Prosessional Education (CPEs)

• Worthy employees will avail of this

HRMO/ MPDC 2016 Php 20,000.00

• Celebration of Civil Service Month

• Plan a program of activities that will energize civil servants for renewed commitment to public service

HRMO/ MPDC 2016 Php 50,000.00


Business and Investment PromotionPPAs Strategy Responsible

PersonTime-line


• Compliance to Full Disclosure Policy of the DILG

• Enhancement training of website administrator and LGU newsletter editorial staff for prompt uploading of FDP at DILG Portal

MPDC 2016 Php 50,000.00

• IEC on FDP • Regular LGU - BLGU – CSO meetings in the barangay / 2 barangays each month

MLGOO, MPDC, PIO, Office of the Mayor/ Vice Mayor

2016 Php 200,000.00

• Capacity Enhancement of Economic Team (MEEDO, MTO, MBO, Municipal Assessor)

• Codification of financial reports/ funds receives and expenditures

• Create software for data banking of reports and make it accessible to the public for transparency

MPDC, MEEDO Q1 2016 Php 50,000.00

• CSO participation in budget hearings/ planning

• Institutionalized the participation of the CSOs, Parang Business Club and Iranun Chamber of

MPDC, MLGOO

Q1 2016 Php 20,000.00



Time-line


Commerce and Industry in the crafting of Municipal Development Plan/ Annual Budget Plan

• Fast track the crafting of Implementing Rules and Regulations of Local Investment and Incentive Code

SB, MPDC Q1 2016

• Create a one-stop-shop Business Assistance center at the MEEDO

• Organize businessmen to increase tax collection

• Access financing for SMEs from the Bangko Sentral ng Pilipinas ‘Credit Support Fund (CSF) Program

• Crafting of Municipal Ordinance

SB, MPDC Q1 2016 Php 20,000.00

• Strengthen implantation of eBPLS

• IEC on BPLS Standard

Municipal Treasurer’s

2016 Php 20,000.00


TransparencyPPAs Strategy Responsible

PersonTime-line


• Compliance to Full Disclosure Policy and RA 9184 (Bids and Awards)

• Prompt uploading of FDP at DILG Portal

• Publication of Names of Bidders and awarding of contracts in the website and LGU newsletter: posting of the same at Bulletin Boards

MLGOO, MPDC, PIO

2016 Php 2,000.00

• Creation of LGU – based CSO Desk

• Municipal Ordinance creating CSO Desk

• Capacity development / enhancement/ orientation biennial CSO Summit

SB, MLGOO, MPDC

2016 Php 50,000.00

• Craft Feedback Mechanism/ Provide the same at the information and complaint Desk and the website so the public can access it electronically

reate procedures and guidelines how to file complaints, whom to address it to, how long to get response

MPDC, HRMO 2016 Php 5,000.00



Time-line


• Name a desk officer who is knowledgeable about laws and policies and can gauge whether the complaint is valid or capricious

• Adoption of “No Gift” Policy

• Municipal Ordinance

• IEC

SB, MPDC, PID 2016 Php 5,000.00

49

Monitoring and EvaluationThe Municipality of Parang is ready for the new political

entity, that is, the Bangsamoro. Its sound fiscal administration, good government practices, engagement with CSOs, and other stakeholders ensures a level playing field for investments, big and small.

The creation of the Municipal Economic Enterprise Development Office (MEEDO) and the passage of the Local Investment Incentive Code with its Implementing Rules and Regulations will promote a conducive environment for business that will generate employment and sustain job creation.

To ensure good governance and integrity in business transactions and project implementation, the Municipality of Parang constituted the Integrity Circle (IC) to monitor and evaluate the performance of the LGU as spelled out in the Integrity Mechanism. For findings to be accurate, fair and objective, six individuals each from the CSO and Business Sector, and eight from the LGU, people of known probity, were chosen to be the vanguards of transparency in Parang.

The Integrity Circle will focus on evaluating the performance and attitude of LGU employees towards their functions and how they interact with clients and visitors. Their bases will be the Integrity Mechanisms, the Citizen’s Charter of the LGU, RA 6713 or the Code of Conduct and Ethical Standards for Officials and Employees, and RA 9485 or An Act to Improve Efficiency in the Delivery of Government Service to the Public by Reducing


Bureaucratic Red Tape, Preventing Graft and Corruption, and Providing Penalties Therefor (2007).

The IC is also tasked to monitor the biddings for projects, procurement schedule, expenditures on other programs and activities of the LGU, and find out where the funds emanated, where and how they were appropriated and spent, who is responsible for the expenditures, and whether all complies with the guidelines of policies and directives of the government.

A Municipal Ordinance shall be crafted to create the Integrity Circle and to provide guidelines for the responsibilities of the IC in the foregoing, name its members, and to appropriate funds for its meeting. Members will meet once a month, every second Tuesday of every month specifically, to evaluate the LGU’s progress in good governance and transparency practices. The term of office of the officers and other members shall also be stipulated.

The IC is also responsible for generating feedback and formulate a feedback mechanism (based on ARTA and RA 6713) and members will discuss these feedbacks during the meetings, recommend to the local chief executive ways to improve, and commend the LGU for whatever positive feedback is received, even have it posted in the LGU website and publish it in the LGU newsletter.

The IC members, as guardians of good governance and transparency, are partners and collaborators of the LGU for the implementation of sound fiscal administration that will engender trust from investors. Investments will ensure added revenue that the LGU will use for its projects and social services, and will create jobs that will sustain economic development for the Municipality of Parang.

51MONITORING AND EVALUATION

To be effective, it is essential that Integrity Circle officers and members undergo an orientation of the program, and learn the tools that will help them implement and appreciate their roles. Exposure to LGUs with a track record on integrity promotion and good government practices is aspired and a team-building-cum-capacity development seminar training is also deemed necessary by the IC.


For comments, questions and suggestions, contact:

“Partnerships for Integrity and Jobs” (Project I4J)Coordination OfficeKonrad-Adenauer-Stiftung5/F Cambridge Center,108 Tordesillas cor. Gallardo Sts.,Salcedo Village, Makati City1227 Philippines

Phone: (632) 819 7530Fax: (632) 893 6198

Website: www.euprojecti4j.com

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