Jesse robredo on mainstreaming meaningful stakeholdership in governance


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Jesse robredo on mainstreaming meaningful stakeholdership in governance

  1. 1. Participation Mainstreaming meaningfulstakeholdership in governance JESSE M ROBREDO Mayor, Naga City
  2. 2. Limitations and Challenges■ DEVELOPMENT CONTEXT ■ Not centrally located ■ 377 kms south of Manila (national capital), 380 kms north of Cebu (2nd biggest urban center) ■ The core of Metro Naga ■ A fast-growing area comprised of 14 municipalities and Naga City belonging to Metro Naga Development Council (MNDC) ■ A medium-sized city ■ 137,000 population (2000 census) ■ Daytime population of around 250,000
  3. 3. PARTICIPATIVE VISIONING Evolution of City Vision Built around the concept of creating a niche for Naga Rallying people on need to restore local pride Institutionalized participative visioning process facilitates community ownership “A City for the People” “Uswag Naga 1998” “An Maogmang Lugar” (1988-95) (1995-98) (1998 onwards) Confidence building Emphasis on economic Redefinition of shared phase which laid down growth; period of rapid vision towards becoming groundwork for reforms economic expansion an inclusive city andwithin City Hall and in the model of participative community urban governance
  4. 4. “SELLING THE VISION”Communication Strategy Various approaches utilized by leadership in “Kauswagan kan presenting the corporate Naga—Kun Bako mission/vision to its constituency Ngonian, Nuarin Goal is securing their Pa?” support so that the corporate vision becomes a shared community vision Includes the use of logos and sloganeering
  5. 5. THE NAGA GOVERNANCE MODEL A guiding frameworkGuided by our own experience, wehave evolved our own governancemodel Progressive development perspective. Seeks prosperity- building tempered by an enlightened perception of the poor Functional partnerships. Vehicles that enable the city to tap community resources for priority undertakings Participation. Mechanisms that ensure long-term sustainability of local undertakings The Naga Governance Model
  6. 6. THE IMPERATIVES FORPeople Participation  At the operational and practical level, partnerships work best among organized groups and institutions  Can exclude community at large (particularly marginalized sectors) reducing them to mere spectators  Partnerships must be complemented by mechanisms that mainstream the marginalized, and actively engaged them in governance
  7. 7. SHAPING, INSTITUTIONALIZING FUNCTIONALParticipatory Mechanisms  Continuing NGO accreditation  After the Code was passed, Naga was among the first to implement the provision mandating NGO accreditation.  During its first run in 1993, more than 40 applied with the city council and were duly accredited.  Multi-level consultation mechanisms  Under Naga SPEED component, multiple consultation channels were set up  Specific sectors, groups, or the entire constituency can participate in identifying and affirming developmental priorities
  8. 8. SHAPING, INSTITUTIONALIZING FUNCTIONALParticipatory Mechanisms Referendum on development issues  On August 6, 1993, Naga pioneered the conduct of a citywide referendum when three development issues were submitted to Nagueños for decision  In the process, the city government demonstrated that participation even at this scale works The Empowerment Ordinance and the Naga City People’s Council  Through a landmark legislation, the local government initiated a system of partnership wherein it encouraged the federation of NGOs and POs into the Naga City People’s Council (NCPC)  Institutionalized a system of self-regulation among the rank and file of NGOs and POs in the city
  9. 9. FUNCTIONS OF THENaga City People’s CouncilThe council appoints NGO representatives to local special bodies of the City Government observes, votes and participates in the deliberation, conceptualization, implementation and evaluation of projects, programs and activities of the City Government proposes legislation, participates and votes at the committee level of the Sanggunian, and acts as the peoples representatives in the exercise of their constitutional rights to information
  10. 10. 2ND LEVEL OF PARTICIPATION: ENGAGING WITH INDIVIDUALSThe i-Governance Program A program that identifies and uses various tools to:  encourage participation in government decision- making, especially by individual citizens and households  concretize the governance principles of transparency and accountability Allows the local government to meet the challenge of sustaining innovative approaches by:  Doing more with less  Improving and ensuring equitable service delivery
  11. 11. PROGRAM COMPONENTS Delivery mechanisms1. Analog or paper- 3. Mobile Governance.based tools. Addresses Uses cellphones which have higher penetration rate than dial-need of around 67% of population up internet. Around 67% ofwithout ICT access households own a mobile phone.  Performance Pledges  TxtServe Naga  Citizens Board  Naga City Citizens Charter 4. Network access2. Digital or ICT media improvement. Addresses digital divide through strategic IT(eGovernance) investments  initiative, through  Cyberschools (Click the city’s website Project)  Cyberbarangays
  12. 12. The Naga City Citizens Charter ■ GREATER ACCOUNTABILITY IN SERVICE DELIVERY■ A guidebook on 130 key services being delivered by the City Government to its customers ■ Procedure ■ Response time ■ Personnel responsible for each service ■ Requirements checklist to facilitate service delivery ■ Schedule of fees (if applicable) ■ Location maps sketching office/s handling the service■ A “contract” that can be enforced through feedback ■ Provides for customer feedback form ■ Directory of city hall agencies
  13. 13. City Website ■ A DIGITAL ENGAGEMENT AND EMPOWERMENT TOOL Maximizes web technology  Within reach of local resources and capability in a developing country  Offers access to information on Naga, including city government financial reports • proposed and approved annual operating budget • quarterly financial statement of operation • bid tenders, and • outcomes of every bidding process completed  Platform for communicating requests and complaints in cost- effective and efficient manner  Contains a digital version of the Charter (called NetServe) and the Citizens Board
  14. 14. TxtServe Naga■ A MOBILE GOVERNANCE ENGAGEMENT TOOL Allows citizens to send complaints, other concerns to City Hall through SMS or text messaging  In partnership with Smart Telecommunications, a leading Philippine telco Other SMS applications WHY IS D YOUTH CNTERS currently being POOL W/C S SUPPOSD 2 B PUBLC POOL BEING CLOSED developed COZ PRIVATE SKOLS P.E.  Owned by city government, instead STUDENTS R USING D WHOLE of being Smart network dependent POOL EXCLUSIVELY? why?
  15. 15. Outcomes Information openness engenders …by putting up critical engagement with citizens the numbers for everyone to Widespread availability of information see, the city enables transparency in government is “requiring operations from us more than greetings.  Citizens Charter a performance metrics tool They are asking that enables greater transparency in service us, for the delivery sake of the  Customers have all information required to city, to look exact accountability in service delivery at the numbers, through documented frontline services study them, question them.” Stimulates greater stakeholder - A Nagueño, participation and facilitates the flow of after looking at the city’s information, which further drive down budget and finances at the city website operating cost
  16. 16. Outcomes Made the procurement system work for government through reduced costs  Road construction – 38% lower than national government standards  Asphalt overlays – 47% lower  Public school classroom – 36% cheaper  Medicine – 19-70% lower than other local government units, 62% lower than branded products imported by the national government  Supplies – up to 33% lower than local government standard. City Accountant’s Office estimates at least P10 million a year in savings through transparent procurement As a result, World Bank considers Naga the Philippines’ model city for good practices and innovations in procurement
  17. 17. TxtServe Naga, Reloaded■ i-GOV’S MOST PROMISING FRONTIER■ TXTNAGA Hotline – alocally managed andcontrolled SMS messagingsystem Consists of  a PC  a GSM/GPRS modem ADVANTAGES:  TXTNAGA hotline with ■ Locally managed, and therefore more flexible, instead of being network Globe Telecoms dependent (0917-TXTNAGA or ■ More accessible to ordinary citizens. 0917-8986242), and P1.00 per SMS sent vs. P2.50 under the  SMS applications 2960 service developed by a local ■ More cost-effective in the long-run programmer
  18. 18. The Challenges Ahead Sustaining our gains  Ensuring stream of competent leaders  Continuing corporate strengthening  Continuing community organizing, people empowerment Sharing our gains  Attainment of vision: economic empowerment  “Inclusive” development: everybody benefits in the process