Policy directions

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  • Paradigm shift - Reactive to Proactive
  • Paradigm shift - Reactive to Proactive
  • Paradigm shift - Reactive to Proactive
  • Paradigm shift - Reactive to Proactive
  • Policy directions

    1. 1. DILG V E R N E R V I R G I L I O C . J A Y M E , M N S A , C E S E P R O V I N C I A L D I R E C T O R PROGRAMS PROJECTS AND ACTIVITIES
    2. 2. PROGRAM OUTCOME STATEMENT 1:
    3. 3. LOCAL GOVERNANCE PERFORMANCE MANAGEMENT SY It is a self-assessment and web-based development management tool for provinces, cities and municipalities capable of providing information on the capacities and limitations of LGUS in the delivery of essential public services. It aims to provide results-oriented information concerning levels of LGU management capacity, service delivery and state of development from which may evolve decisions or actions to optimize investments or resources, establish LGU performance benchmarks and generate strategic data for local and national policy development.
    4. 4. Its major output called the Annual State of Local Governance Report or SLGR, in downloadable electronic format, provides strategic information concerning LGU performance in governance along the areas of Administration, Social Services, Economic Development, Environmental Management and Valuing the Fundamental of Governance.
    5. 5. LGPMS is for: LGUs – to monitor their performance and to assess their state of development for the purpose of influencing local and national decisions or actions essential in the provision of quality basic services to the constituents, and in addressing development gaps in the locality. DILG - to link the information generated from the system to Department plans and programs that impact on local governments as it pursues its mandate of supporting the capacity development of LGU's towards self-governance, and development and its administrative oversight role in advancing in the interest of public accountability . Other Users, i.e., other national government agencies, development institutions, investors, NGOs, academe and the general public - to facilitate research and the pulling of information about local governments as inputs to development studies, policy or project development.
    6. 6. CAPACITY DEVELOPMENT AGENDA PLAN PREPARATION Complex Social Issue: Solid Waste Management (SWM) Group Interest in Issue Influence/ Resources Mobilization Capacity Position in Issue Action needed with this stakeholder group LCE (mayor & PB’s) High Political mileage Policy, human, financial, influence, moral, authority, clan High Support Need strong buy-in Church High Social acceptance, moral, mileage Policy, human, financial, influence, moral, authority High Resist Need strong buy-in NGAs Medium Monitors extent of compliance to existing laws/policies Policy, human, financial, technology, expertise, moral, authority Medium Support Active consultation Business sector High Profit / Investments/ Jobs Policy, human, financial, technology, expertise Medium/low Support/resist Active consultation Household High Welfare Clan Low Neutral Active consultation Private institutions, academe on SWM High Academic interest Policy, human, technology, expertise Medium Neutral Active consultation
    7. 7. GUIDING PRINCIPLES FOR LGU CAPDEV Strategic Performance- focused LGU-driven and LGU- Owned Adaptable Integrated Tracked and assessed Policy- compliant Innovative
    8. 8. THE COMMUNITY BASED MONITORING SYSTEM (CBMS) AS MDG BENCHMARKING AND MONITORING TOOL • A diagnostic tool to assess poverty in the barangay, municipal, city, and provincial level. It provides policymakers and program implementers with a good information base for tracking the impacts of macroeconomic reforms and various policy shocks. • It is an organized way of collecting information at the local level for use of LGUs, national government agencies, NGOs, and civil society for planning, program implementation and monitoring. CBMS is a tool intended for a more improved governance and greater transparency and accountability in resource allocation.
    9. 9. Technical Assistance to LGUs on tracking Millennium Development Goals (MDG) through Community-Based Monitoring System (CBMS) As frontline institutions, the LGUs play significant roles to realize the MDGs. Achievement of the MDG targets largely depends on the delivery of devolved basic social services which are the primary responsibility of LGUs under RA 7160 of the Local Government Code (LGC).
    10. 10. Technical Assistance to LGUs to access financing on MDGF 1919 SALINTUBIG The Department is the lead agency in the implementation of the 2012 Sagana at Ligtas na Tubig sa Lahat (SALINTUBIG) Program. The Program aims to contribute to the attainment of the goal of achieving universal access to potable water supply and the targets defined in the Philippine Development Plan 2O11-2Q16, Millennium Development Goals (MDG), and the Philippine Water Supply Sector Roadmap and the Philippine Sustainable Sanitation Roadmap. The Program specifically intends to: 1) increase access to water and sanitation services in the target areas, and 2) reduce incidence of water borne diseases
    11. 11. Advocacy on the Full Disclosure Policy (FDP) What is Full Disclosure Policy? The Full Disclosure Policy is a government’s policy that requires local officials of provinces, cities, and municipalities to fully disclose particular financial transactions of the LGU to keep their constituents informed of how the LGU budget is managed, disbursed and used.
    12. 12. Advocacy on the Full Disclosure Policy (FDP) What is the importance of FDP? a) It promotes honest, transparent, and orderly management of public funds b) It helps minimize, if not totally prevent corruption and misuse of public funds c) It increase the people’s awareness of the available public funds and the allocated amount for development projects in their localities
    13. 13. What laws require FDP? · Section 352, Republic Act No. 7160, otherwise known as the Local Government Code of 1991: “..posting within 30 days from end of each 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.” · Republic Act No. 9184, also known as the Government Procurement Reform Act: “…posting of the Invitation to Bid, Notice to Proceed at Approved Contract in procuring entity’s premises, in newspapers of general circulation, the Philippine Government Electric Procurement System (PhilGEPS) and the website of the procuring entity.” · Section 84, Republic Act No. 10155 (General Appropriations Act): “..Strict compliance with Sections 288 and 354 of RA No. 7160 and DILG Memorandum Circular No. 2011-134, entitled “Full Disclosure Policy relative to the posting of Local Budget and Finances, Bids and Public Offerings and Status of Programs and Projects”, is hereby mandated: Such required documents shall be posted on billboards in all publicly accessible and conspicuous places in the local government unit, in the LGU website and/or in print media of national or local circulation. · Article III, Section 7 of the 1987 Philippine Constitution: “The right of the people to information on matters of public concern shall be recognized. Access to official records, and to documents and papers pertaining to official acts, transactions, or decisions, as well as to government research data used as basis for policy development, shall be afforded the citizen, subject to such limitations as may be provided by law.”
    14. 14. Advocacy on the Full Disclosure Policy (FDP) Type of Report Frequency of Posting A. Budget Reports 1. Annual Budget Report Annual 2. Statement of Debt Service Annual 3. Statement of Receipts and Expenditures Annual 4. Quarterly Statement of Cash Flow Quarterly B. Procurement Reports 1. Annual Procurement Plan or Procurement List Annual 2. Items to Bid Quarterly 3. Bid Results on Civil Works, Goods and Services, and Consulting Services Quarterly 4. Abstract of Bids as Calculated Quarterly 5.Supplemental Procurement Plan, if any Monthly C. Special Purpose Fund Reports 1. SEF Income and Expenditure Estimates Annual 2. Report of SEF Utilization Quarterly 3. Annual GAD Accomplishment Report Annual 4. Trust Fund (PDAF) Utilization Quarterly 5. 20% Component of the IRA Utilization Quarterly 6. Report of Local Disaster Risk Reduction and Management Fund (LDRRMF) Utilization Quarterly
    15. 15. Advocacy on the Full Disclosure Policy (FDP) What are the penalties for non-complying LGUs? Concerned local officials may be SUSPENDED or REMOVED from office on the ground of gross negligence or dereliction of duty in accordance with Section 60 of the Local Government Code of 1991.
    16. 16. SEAL OF GOOD HOUSEKEEPING This is a project which recognizes LGUs with good performance in internal housekeeping, particularly in the areas of local legislation, development planning, resource generation, resource allocation and utilization, customer service, and human resource management and development, as well as, in valuing the fundamental of good governance.
    17. 17. SEAL OF GOOD HOUSEKEEPING The Seal advances the primacy of performance, accountability, transparency and participation. In the 2011 implementation, assessment focused on sound financial management measured through the absence of an adverse or a disclaimer COA opinion on local; financial transaction and on transparency and accountability measured through the observance of the Full Disclosure Policy. For 2012, the criteria for SGH is scaled-up and with three (3) categories, called gold, silver and bronze.
    18. 18. SEAL OF GOOD HOUSEKEEPING The criteria for the bronze SGH are:  No adverse or disclaimer COA opinion and  Full Compliance to the Full Disclosure Policy.
    19. 19. SEAL OF GOOD HOUSEKEEPING The criteria for the silver SGH are:  Good or Excellent Performance as indicated in the CSC Report Card Survey on the ARTA implementation  Functionality of the Bids and Awards Committee and Full Compliance to the posting requirement of PHILGEPS.
    20. 20. SEAL OF GOOD HOUSEKEEPING The criteria for the gold SGH are:  Above benchmark LGPMS performance  Presence of Internal Audit Office  Functionality of LDC, LSB, LHB and POC and Joint ventures or cooperative arrangements with POs and NGOs in the delivery of basic services, capability building, livelihood projects, agri- and other socio-economic development endeavors; and IP representation in local sanggunian and other local policy-making bodies as embodied in DILG MC No. 2010-119. For both the silver and bronze categories, LGPMS is not among the criteria.
    21. 21. PERFORMANCE CHALLENGE FUND This is an incentive fund to LGUs that passed the Seal of Good Housekeeping (SGH) which comes in the form of counterpart funding for local development projects under the LGUs Annual Investment Program (AIP) and funded out of the 20% Local Development Fund, consistent with national goals and priorities. This incentive fund will be utilized by LGUs for projects geared towards the achievement of Millennium Development Goals (MDGs), and maintain core road network to boost tourism and local economic development, among others
    22. 22. The PC Fund aims to: • Encourage convergence of local development projects with the government’s priority programs for the achievement of the Millennium Development Goals (MDGs); tourism and local economic development thru road network maintenance; and compliance to the objectives of the Philippine Disaster Risk Reduction and Management Act of 2010 and the Ecological Solid Waste Management Act of 2000; and • Recognize LGUs exhibiting good performance in internal housekeeping particularly on the areas of transparency and accountability, planning, fiscal management, and valuing performance monitoring. PERFORMANCE CHALLENGE FUND
    23. 23. LOCAL GOVERNMENT SUPPORT FUND The Local Government Support Fund is intended to defray part of the decrease of the local government units’ Internal Revenue Allotment (IRA) this 2012. This would be released only to provinces, cities, and municipalities which have passed the DILG’s Seal of Good Housekeeping (SGH). Recipient LGUs would be granted not more than 50% of their corresponding decrease in IRA after DILG has reviewed and approved their one-page project proposals which should be submitted along with a copy of the LGU’s Annual Investment Plan (AIP), or a resolution from the Sanggunian identifying the project/s to be funded by the LGSF..
    24. 24. INCENTIVE AWARDS… The Gawad is given to a province, city or municipality for exemplary performance in administrative, social, economic and environmental governance. The yearly award seeks to promote accountability, transparency and involvement to local administration and development. GAWAD PAMANA NG LAHI
    25. 25. INCENTIVE AWARDS… GALING POOK AWARD The Galing Pook Awards was launched in 21 October 1993 as a pioneering program that searches and recognizes innovative practices by the local government units. LGU finalists with outstanding initiatives are carefully selected and winners are recognized in a very prestigious awards ceremony. The award is conferred by the President of the Republic of the Philippines.
    26. 26. INCENTIVE AWARDS… GALING POOK AWARDS AWARD CATEGORIES: The Ten Outstanding Local Governance Programs The Galing Pook is conferred to 10 outstanding local governance programs every year. Award for Continuing Excellence The Award for Continuing Excellence or ACE Award is conferred to an LGU which has sustained and demonstrated significant achievements along the various Galing Pook local governance criteria. To qualify, an LGU must have at least three Galing Pookawarded programs. The ACE Award requires that the awarded programs are sustained and improved and that a culture of excellence is manifested in the locality.
    27. 27. INCENTIVE AWARDS… LUPONGTAGAPAMAYAPA INCENTIVE AWARDS The Lupong Tagapamayapa is an administrative body created by law to operationalize the barangay justice system which is better known as the Katarungang Pambarangay. LTIA was established pursuant to Section 406 (b) of the LGC of 1991 which mandates the DILG to grant economic and other incentives to Lupong Tagapamayapa (LT) for their outstanding contributions to attain the objectives of the KP. The performance and accomplishments of the lupons were evaluated by committees organized at the regional, provincial and municipal levels on the basis of a) efficiency of operations; b) effectiveness in securing the katarungang pambarangay objectives and c) creativity and resourcefulness of mediators.
    28. 28. STRENGTHENING OR REORGANIZATION OF LOCAL SPECIAL BODIES Provincial/Municipal Peace and Order Council (P/MPOC) Provincial/Municipal Development Council (P/MDC) Provincial/Municipal School Board Provincial Health Board Provincial Council for the Welfare of Children Provincial/Municipal Anti Drug Abuse Council (P/MADAC) Provincial Nutrition Committee (PNC) Provincial Project Monitoring Committee (PPMC)
    29. 29. PROVINCIAL PEACE AND ORDER COUNCIL Sec. 116 of the LGC of 1991 EO309 EO317 EO320 EO 773 MEETINGS The Provincial Peace and Order Council shall meet once a month or often as may be necessary. SECRETARIAT At the provincial, city and municipal levels, the Secretariat of the PPOC, CCOC and MPOC shall be headed by the most senior DILG officer stationed in the province, city or municipality.
    30. 30. Provincial Development Council LEGAL BASIS LGCof 1991, Gen. Provisions, Book I, Title Six, Section 106 (a) MEETINGS The Provincial Local Development Council shall meet at least once every six (6) months or often as may be necessary SECRETARIAT Shall be headed by the Provincial Planning and Development Coordinator. Shall be responsible for providing technical support, documentation of proceedings, preparation of reports and such other assistance as may be required in the discharge of its functions
    31. 31. PROVINCIAL SCHOOL BOARD LGC of 1991, Gen. Provision, Title Four,Sec. 98(a). Executive Order 10-12 s. 2007 MEETINGS The Provincial School Board shall meet at least once a month or as often as may be necessary. SECRETARIAT Shall be headed by the Provincial Planning Development Coordinator
    32. 32. PROVINCIAL COUNCIL FOR THE WELFARE OF CHILDREN PD 603 EO233 EO349 EO 630 EO No. 1228 s. 2003 PO No. 011-2002 DILG MC 2002-121 RA 8980 ECCD Act RA 9344
    33. 33. PROVINCIAL HEALTH BOARD LEGAL BASIS Sec. 102 of the LGC of 1991 MEETINGS The Board shall meet at least once a month or as often as may be necessary. SECRETARIAT Shall be headed by the Provincial Planning and Development Coordinator. Shall be responsible for providing technical support, documentation of proceedings, preparation of reports and such other assistance as may be required in the discharge of its functions
    34. 34. PROVINCIAL ANTI DRUG ABUSE COUNCIL DILG Memorandum Circular 98-227 Executive Order No. 773 Provincial Ordinance No. 06- 2005 SECRETARIAT There shall be at least three (3) personnel from the Department of Interior and Local Government who will be the secretariat of the Council.
    35. 35. PROVINCIAL NUTRITION COMMITTEE LEGAL BASIS Executive Order 9-10 s.2004 An Order Reconstituting the Provincial Nutrition Committee MEETINGS The Provincial Nutrition Committee shall hold 4 quarterly meetings every year.
    36. 36. PROVINCIAL PROJECT MONITORING COMMITTEE LEGAL BASIS M.O. 175 E.O.93, E.O.376 RPMES Manual of Operations MEETINGS The Provincial Project Monitoring Committee shall hold 4 quarterly meetings every year.
    37. 37. Registry of Barangay Inhabitants (RBI) MAINTENANCE AND UPDATING OF RECORDS OF ALL INHABITANTS OF BARANGAY Sec. 394 (d) LGC of 1991 Provides that the Barangay Secretary is mandated to maintain, update and keep records of inhabitants in a barangay.
    38. 38. Purposes of maintenance and updating of the list: • For easy identification of inhabitants; • As a tool for planning; and • As updated reference in the number of inhabitants in a specific barangay.
    39. 39. LOCAL LEAGUE / FEDERATION ASSISTANCE  Liga ng mga Barangay SK Federation
    40. 40. BARANGAY GOVERNANCE PERFORMANCE MANAGEMENT SYSTEM (BGPMS) The BGPMS is an assessment tool for barangay’s that measures the effective delivery of services and accomplishments in the performance of their functions as mandated in RA 7160 and other related issuances.  Raise awareness of the barangay government and barangay officials on their state or level of performance  Benchmark information/data generated necessary for the preparation of plans and budgets as well as crucial in the assessment of their skills and training needs; and  Identified presence or absence of services and facilities which serve as guide in enhancing the delivery of services to their constituents  Promote transparency and accountability in barangay governance through compliance to laws and other issuances. OBJECTIV ES
    41. 41. LEGAL BASIS OF BGPMS The 1987 Philippine Constitution in Article X, Section 3, mandates that “Congress shall enact a Local Government Code which shall provide a more responsive and accountable local government structure instituted through a system of decentralization…allocate among the different LGUs their powers, responsibilities and resources, and provide…powers…functions and duties of local officials xxx.”
    42. 42. LEGAL BASIS OF BGPMS Section 3 (h) “there shall be a continuing mechanism to enhance local autonomy not only by legislative acts but also by administrative and organizational reforms;” Section 3 (m) “the national government shall ensure that decentralization contributes to the continuing improvement of the performance of local government units and the quality of community life.” Sections 16 & 17 (roles and responsibilities of local authorities) require the development of management tools and approaches to assess the efficiency of the processes and the quality of public service that LGUs render.
    43. 43. PROGRAM OUTCOME STATEMENT 2:
    44. 44. MAINSTREAMING DRRM/CCA IN LOCAL GOVERNANCE
    45. 45. ENHANCING LGU CAPACITY ON DISASTER RISKS REDUCTION AND CLIMATE CHANGE ADAPTATION In line with the Hyogo Framework for Action 2005-2015:  Building the Resilience of Nations and Communities to Disaster Preparedness which emphasizes importance of strong local–level setup that will implement disaster reduction measures In response to DILG mandates:  RA 6975- DILG Act -“formulate plans, policies and programs which will meet local emergencies arising from natural and man-made disasters”;  RA 9729- Climate Change Act - “facilitate the development and provision of training program for LGUs on climate change”  RA 10121-Disaster Risk Reduction Management Act of 2010 –”DILG as Vice- Chairperson for Disaster Preparedness, is mandated to build capacities of LGUs to effectively address and mitigate the impacts of disasters and calamities”
    46. 46. Mitigation/ Prevention Preparedness Response Recover/ Rehabilitation MainstreamingDRR/M in Local Governanceadapting NDCC's DRM FRAMEWORK • Mainstreaming in Local Planning System • Enforcement of Zoning Ordinances, Environmental Laws, and Building Codes • Risk Transfer and Finance • Disaster Risk Management Office/ Operation Center • Contingency Plan • Information and Education Campaign • Equipage • Early Warning Systems • Search and Rescue • Relief • Temporary Shelter
    47. 47. OBJECTIVES Strengthen the capacities of LGUs to: 1. Reduce risks of disaster and mitigate adverse impacts of disasters 2. Increase resiliency of communities to reduce risk 3. Manage the consequences of disasters and the phenomenon associate with climate change
    48. 48. STRATEGIES 1. Strengthening of Institutional Capacity for Disaster Preparedness 2. Integration of Disaster Risk Management in Local Government Systems and Processes 3. Enhancing Compliance and Enforcement Systems to Policies impacting on Disaster Risk Management 4. Facilitating Access to Financing 5. Institutionalize Information, Education and Communication Systems
    49. 49. GUIDING FRAMEWORK Institutional Technical Operational Financial Mitigation/ Prevention Preparedness Response Recovery/ Rehabilitation Mainstreaming in Local Planning and Budgeting Enforcement of Zoning, Environmental, and Building Regulations Disaster Risk Management Office/Operations Center Contingency Plans Early warning system Equipage EIC Search and rescue Relief Temporary Shelter and Available Financing for reconstruction/rahabilitaionc Increased resiliency of local government units and communities Reduced risk on human settlements, livelihood & infrastructures Managed consequences of calamities No/Less casualties/Minimum damages LGU Capacity DRM Actions DRM Outputs DRM Outcomes
    50. 50. 1. Capacitate LGUs on Risks and Vulnerability Analysis  Make available to LGUs findings/studies, risk maps and appropriate tools  Capacitate LGUs to process data regarding hazards, vulnerabilities and risks and identify appropriate risk reduction measures (eg READY, REDAS, GIS, Participatory Rural Appraisal available with OCD and MGB, DENR, PAGASA, PHILVOCS and NAMRIA) INTEGRATION OF DISASTER RISK MANAGEMENT IN LOCAL PLANNING AND BUDGETING
    51. 51. 2. Strengthen LGU Infrastructure Resiliency to Disaster and Climate Change  Enhance capacities In the conduct Infrastructure Audit  Mainstream DRRM and CCA in LGU project development and management and investment planning  Preparation of proposals on infrastructure projects for possible funding assistance by financial institutions INTEGRATION OF DISASTER RISK MANAGEMENT IN LOCAL PLANNING AND BUDGETING
    52. 52. 3. Mainstream DRRM and CCA strategies/measures in the Land Use Plans, Comprehensive Development Plans, and AIPs  Ecological Profiling  Updating/Enhancement of Multi-hazard Maps (1:20,000 to 1:50,000 scale)  Support in the Installation of Early Warning System  Formulation of DRRMM/CCA complaint CLUP and CDP INTEGRATION OF DISASTER RISK MANAGEMENT IN LOCAL PLANNING AND BUDGETING
    53. 53. ENHANCING COMPLIANCE AND ENFORCEMENT OF POLICIES IMPACTING ON DISASTER RISK REDUCTION 1. Periodic policy compliance audit and monitoring of compliance 1. Safe Building Regulations – enforcement of National Building Code 2. Zoning Ordinances and Locational Clearances for Developments – enforcement of LGU Zoning Ordinance 3. Environmental Management – compliance to the requirements of RA 0993-Solid Waste Management Act of 2000 BAYBREEZE SUBD. TAGUIG LAGUNA LAKE LAKESHORE DIKE
    54. 54. FACILITATE ACCESS TO FINANCING 1. Pursue Policies for Possible Sources of Disaster Financing  20% Development Fund to include mitigation and preparedness activities  Mechanics for Calamity Fund Build-up and Pooling of Local Calamity Funds
    55. 55. FACILITATE ACCESS TO FINANCING 2. Facilitate Access to Financing for DR/CC resilient Infrastructure including Rainwater Collection Systems  Provide access to credit financing for the following:  Construction of DR/CC-resilient infrastructure projects  Structural retrofitting for increased resiliency of identified critical infrastructure  Provision of support equipment for disaster preparedness/response
    56. 56. INSTITUTIONALIZE INFORMATION, EDUCATION AND COMMUNICATION SYSTEMS 1. General Orientation on LGU Mandates per DRRM and CCA laws  Inclusion of DDRM/CCA IEC materials in LGRCs  Collaborate with other institutions (LGO-TRI, WB-KDC, Phil-NET, CSOs, etc) 2. Documentation and Replication of good practices on DRRM and CCA ( e.g. Albay Public Safety and Emergency Management Office ( APSEMO) and 911 Davao) 3. Awareness-raising campaigns among general public
    57. 57. EXPECTED OUTPUTS AND OUTCOMES  Increased resiliency of local government units and communities  Managed consequences of calamities  0 or less casualties and minimum damages Reduced risk on human settlements, livelihood & infrastructures
    58. 58. PROGRAM OUTCOME STATEMENT 3:
    59. 59. The project aims to Streamline the business permits and licensing system (BPLS in the Philippines in as many LGUs as possible in an Effort to attract investors that will lead to increased local revenues. It involves the development of policies and guidelines that standardize the streamlining of BPLS in cities and Municipalities in accordance with the service standards which the national government has set consistent with Republic Act NO. 9485, otherwise known as the Anti-red Tape Act of 2007. BUSINESS PERMIT AND LICENSING SYSTEM
    60. 60. Standards on BPLS streamlining:  Adoption of the BPLS Unified Form  Reduction in the number of signatories (maximum of 5)  Limit in the number of steps in applying/Processing business permits and licenses (maximum of 5)  Reduction in processing time (new applications:maximum of 10 days; renewal:maximum of 5 days)
    61. 61. Follow these steps Duration Accountable person Step 1. Go to brgy. Hall, ask the desk officer for a request slip and fill up the same. 2 minutes Desk Officer Juan dela Cruz Step 2. Submit the request slip together with the requirements. 2 minutes Brgy. Sec. Maria Santos Step 3. Pay certification fee P 50.00 & ask for receipt (Brgy. Ord. No. 1,s. 2008) 3 minutes Brgy. Tres. Pedro Penduko Step 4. Get your certification 5 minutes Brgy. Sec. Maria Santos/PB Sam Milby Total Response Time 12 minutes CITIZEN’S CHARTER R.A. 9485 Anti-Red Tape Act 0f 2007 -Aims to prevent graft and corruption in the government and at the same time improve efficiency in government service delivery.
    62. 62. Accountable, Transparent, Participative and Effective Local Governance Environment-Protective CC Adaptive and Disaster Resilient LGUs Socially-Protective and Safe LGUs Business-Friendly and Competitive LGUs Sustainable Development-Oriented Local Government Inclusive Growth and Poverty ReductionSocietal Outcome Sectoral Outcome Organizational Outcome Sub-Sectoral Outcomes Self- Reliance, Law and Order and Public Safety Draft: 6th FINAL DRAFT Date: Nov. 20 Source: PS LG Capacity Development LG Performance Oversight & Incentives and LG Administrative Guidance Strengthened Internal Organizational Capacity Internal Governance Outcome Major Final Outputs Reinforcing Agency Commitments Multi-sectoral Partnership Multi-sectoral Partnership

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