butuan city - Institute for Solidarity in Asia

Transcription

Performance Governance System
LGU-Butuan City
PUBLIC REVALIDA
for
BUTUAN CITY
October 21, 2015
Philippine International Convention Center, Manila
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LGU-Butuan City
Foreword
Butuan City was once known as the “Timber City of the South”. This
nickname was born during the heydays of Agusan’s logging industry in the
1950s-1970s. Looking back further, Butuan was also an important ancient
trading port in Asia. Documents found in China show that trade missions
arrived from Butuan as early as the 1100s. This is supported with the discovery
of Chinese artifacts in various areas within Butuan and the excavation of the
“balangay” or “Butuan Boat” in Barangay Libertad. It is believed that these
boats were used by our forefathers to travel around Asia to trade with
neighboring kingdoms. This bit of history has given pride to Butuanons
knowing that Butuan was once an advanced civilization with mastery in
boatbuilding, seafaring and trading.
Over the years, Butuan has lost its spark and Butuanons settled for a less
than ideal standard of living. The vibrant logging industry has waned, resulting
to environmental damage and loss of livelihood for most Butuanons.
The decision to adopt the Performance Governance System, through
the mentorship of the Institute for Solidarity in Asia, was born from the desire to
improve the people’s standard of living, and, at the same time, to revive
Butuan’s glorious past as a major trading hub known as the “Timber City of
the South”.
Our vision is to become a model for sustainable forest-based economy
in the country with the highest per capita income growth rate in Mindanao
by the year 2020. Our concept of sustainable forest-based economy
encompasses the entire forest ecosystem and biodiversity from ridge to reef.
Our PGS Journey has been quite successful especially with our Silver
Trailblazer Award at the Proficiency Stage. Moreover, our adherence to the
PGS elements has aided us in achieving our breakthrough goal of growing 5
million trees from 2014 to June 2015. We are hopeful that the PGS will pave
the way for more income opportunities for Butuanons especially those who
are residing in the rural areas. The City Government of Butuan is committed
to make this engagement work in order to achieve our end goal of
alleviating poverty in our city through inclusive growth. It is hoped that
through various strategic initiatives, Butuan will be catapulted from being a
poor city to becoming the “Premier Forest City” in the country.
FERDINAND M. AMANTE, JR., M.D.
City Mayor
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LGU-Butuan City
Table of Contents
Page
Title ……………………………………………………………………
Foreword ……………………………………………………………
Table of Contents ……………………………………………………
Introduction
………………………………………………
1
2
3
4
Part I: Vision 2020
Governance Charter
Vision Concept
………….…………………………...
……………………………………………………
Mission and Core Values Concept
Strategy Map
5
6
……………………………
7
……………………………………………………
8
Strategic Initiatives
……………………………………………
9-16
Breakthrough Result
……………………………………………
17-19
Part II: Our transformation Story
Strategy Execution
……………………………………………
20
OSM Narrative
……………………………………………………
21-24
Cascading Story
……………………………………………………
25-30
MSGC Overview
…………………………..……………….………
31-33
Organizational Culture
……………………………………………
34-35
Governance Outreach ……………………………………………
36
Conclusion ……………………………………………………………
37
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LGU-Butuan City
Introduction
Butuan’s journey with the Performance Governance System started at the
PGS Boot Camp in Palawan in July 2013. From there, Butuan City enrolled with
the Institute for Solidarity in Asia with the commitment to complete the four
stages of PGS.
At the initiation stage, the Vision, Mission and Core Values were crafted
through a visioning workshop involving multi-sector representatives. Butuan’s
current realities and inherent advantages were considered in crafting the
vision that is clear, compelling, comprehensive, and realistic. This was
followed by the creation of the Strategy Map which serves as the roadmap
to the achievement of the vision. Again, internal and external stakeholders
were consulted in the series of workshops to ensure that the strategies
employed answer the needs of the community and are aligned to the
different perspectives.
The challenges of Butuan City’s PGS implementation became more
pronounced at the Compliance Stage. The Office of the Strategy
Management was established to serve as the nerve center for all PGS
activities. Cascading to the different offices proved to be difficult because
this did not easily translate into buy-ins from the employees. The OSM
continued with the creation of Vision Aligned Circles despite the low turnout
and guided these VACS to become model VACS for others to emulate.
VAC creation gained momentum at the Proficiency Stage. The
achievements of the pilot VACs, as presented during the 1st VAC Revalida,
inspired the other employees to initiate their own VACs and contribute to
Vision 2020. At this stage, the OSM also completed the OSM Quality
Management System Manual which will help sustain PGS implementation
under future administrations.
As a result of diligent strategy execution, Butuan City was able to surpass
its breakthrough goal of planting 5 million trees as of June 2015.
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LGU-Butuan City
Vision 2020
Governance Charter
Vision: “By 2020, Butuan City will be a model for sustainable forest-based
economy in the country with the highest per capita income growth rate in
Mindanao.”
Mission: “To be an agent of sustainable, resilient, and environmentally sound
economic growth and development, providing the people of Butuan, its
visitors and investors with proactive, participative and empowering
governance under a united leadership.”
Core Values:
Transparency
We endeavor to be open in our interactions and transactions.
Excellence
We shall perform our duties and responsibilities with the highest standards.
Sustainability
We will continue what we have started and the fruits of our efforts can be
built upon by our children.
Accountability
We make our selves accountable to the people by taking full responsibility for
our actions, decisions and the resources entrusted to us.
Integrity
We will decide and act guided by the highest moral and ethical values. Our
people can thus depend on us.
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LGU-Butuan City
Mission and Core Values Concept
The mission highlights the role of the City Government towards the
attainment of the vision, being the lead implementer of various programs,
which makes it a catalyst for development. The mission of the City
Government of Butuan is “to be an agent of sustainable, resilient,
environmentally sound economic growth and development, providing the
people of Butuan, its visitors and investors with proactive, participative and
empowering governance under a united leadership.”
This mission encompasses various initiatives of the City Government in
the areas of sustainable city design, disaster risk reduction, organic farming,
city greening, and livelihood development, among others. These programs
are key factors in attaining the city’s vision of being a sustainable forestbased economy by the year 2020.
The mission statement also emphasizes the brand of governance that
should be assimilated to the local community, as well as visitors and investors
of the city. Proactive, participative and empowering governance means
involving the constituents in all aspects of developmental processes. This
entails a more strengthened engagement with the barangays and civil
society.
The core values of transparency, excellence, sustainability,
accountability, and integrity are reinforced through various programs and
activities. In general, good governance practices that promote the five core
values are evaluated and rewarded through DILG’s annual National Seal of
Good Housekeeping Awards, which Butuan City received for two
consecutive years.
Transparency is also apparent through the different public information
media like the Transparency Corner, LGU website, and press releases, while
excellence is further encouraged through the bi-annual VAC Revalida.
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LGU-Butuan City
Vision Concept
Reducing poverty and ensuring environmental integrity in order to
develop sustainably are the fundamental intentions for which the vision of
Butuan is designed. The development concept considers forest-based
industry as the engine of growth. This entails massive planting of trees to reenrich the existing production forest, re-establish conservation corridors,
develop agro-forestry systems consisting of cash crops, medium-term
commercial crops with small-scale livestock production, promoting
convergence and community co-management and adopting sustainable
forest management systems and strategies to ensure proper use of natural
resources.
The strategy also includes activities to develop eco-parks and urban
greening to boost tourism and services sectors which are slowly picking up
due to the City’s position as the regional center of Caraga Region, biomass
for energy production, agro-forest based livelihood and other projects.
The forest-based strategy was chosen as this can help achieve the
mutually-reinforcing economic and environmental goals. The City’s soil and
climatic conditions are ideal for tree farming. Its timberland area is vast
constituting 46% of its entire land. Investing in trees can yield very high
economic returns.
Investing in forest-based development benefit the rural communities
and forest-dependent communities including the marginal indigenous
communities living in the fringes of the forest who are forced to engage in
wasteful tree cutting for subsistence because of poverty. Giving them
opportunities will benefit all. Because the City’s poverty incidence is mostly
concentrated in the rural areas where two thirds of the population lives, the
strategy cuts right into the heart of poverty.
The importance of making the forestland productive and of conserving
its protection forest is central both to the City’s economic life as well as to its
physical stability.
After more than 3 decades of economic slump, it has become
imperative to revive and reinvigorate the economy. The main economic
activity has been virtually at a standstill as only 3 out of the 124 plants are
operating for lack of raw material supply sources. Employment and income
figures are still low and poverty is still persistently high at 26%. In addition,
Butuan still gets 60% of its food requirements outside.
Moreover, Butuan has a fragile ecosystem: a floodplain surrounded by
mountain ranges with a fault line running parallel to the mighty Agusan River,
vulnerable to flooding and landslides. It has 16 sub-watersheds with one
watershed providing the only source of water supplying the entire City. It is
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LGU-Butuan City
therefore crucial to conserve and protect its environment to ensure physical
integrity.
The vision addresses the economic goals for productivity and efficiency
in the use of its valuable land resource, for increased food production, for the
generation of income and employment, thereby reducing poverty and ruralurban income inequality.
Considering its economic viability and the lessons from the experience
of the past, Butuan will not only strike green gold with trees but also build an
environmentally resilient economy. The vision, therefore, supports
development that is equitable, inclusive, balanced and sustainable.
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LGU-Butuan City
STRATEGY MAP
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LGU-Butuan City
The Strategy Map of Butuan City adopts the balanced scorecard, as
espoused by Kaplan and Norton of the Harvard Business School. The
balance scorecard is a strategic planning and management system to align
the program, projects and initiatives of the City Government of Butuan
toward Vision 2020. Alignment is essential to improve internal and external
communications, and monitor organizational performance against strategic
goals.
As the City’s roadmap for inclusive socio-economic development, the
Strategy Map considers five (5) perspectives of balance scorecard to identify
the strategic objectives and measures to track the implementation of
strategies.
The five (5) perspectives are: 1) stakeholders, 2) process
excellence, 3) organization, 4) citizens, and 5) finance.
The City Government of Butuan is steadfast that in the cascading
Performance Management System (PGS) to internal and external
stakeholders, participation of all stakeholders in governance is evident as well
as experiential learning of all internal stakeholders of the PGS processes are
observed, thus, the identification of the five (5) perspectives.
Stakeholders Perspective defines the value proposition of the
organization in encouraging the agro-forestry stakeholders to maximize land
use, increase productivity & investments.
Process Excellence Perspective encourages the identification of
measures that answer the questions: "What must we excel at?” and “How
can the organization and employees improve to effectively attain the
organizational goals?”
Organization Perspective encourages the identification of measures to
answer the questions "How can we continue to improve, create value
and innovate?”, “How must our organization learn and improve?”, “Which
processes must we be excellent at?”
Citizens Perspective ensures inclusive growth and participation of the
citizenry. It aims to inspire, educate and call the people to contribute to
Vision 2020. The role of the local government is to optimize human, financial
and land resources to offer equal and wide opportunities to all people to
effect inclusive growth, felt socio-economic development and increased
household income in a sustainable manner.
Finance Perspective indentifies the relevant high-level financial and
resource mobilization strategies to support the different initiatives.
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LGU-Butuan City
STRATEGIC INITIATIVES
Farm: Trees and Trio
This initiative is the main anchor of the Butuan’s Vision 2020 which
introduces the economic factor in tree farming. It is the primary
strategy to maximize production to meet local, national and
international demand. It entails the establishment of nurseries and tree farms
in the 26,085-hectare production forestland area and within the 10,956hectare co-management area of Butuan City in various modalities or
schemes.
This is further supported by the convergence of various agencies, in
consultation with local communities, to promote integration of high value
crops, livestock and fishery, to cater to the immediate needs of the farmers,
thus, ensuring sustainability of tree farming.
Since our adoption of PGS in August 2013, the City was able to engage
2,445 tree farmers to establish integrated tree farms. Geo-tagging of trees
planted revealed a total of 6,327,450 standing trees, covering 5,006.18
hectares.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. of
hectares
utilized for
agro-forestry
2015
5,000
5,006
 Conducted Willingnessto-Join Survey to 1,285
farmers
 Engaged farmers to the
initiative thru provision of
technical and input
assistance
 Validated integrated
tree farms thru geotagging
11
2016
10,000
 Cascading of Vision
2020
 Provision of technical
and input assistance to
tree farmers
 Geo-tagging and
Monitoring and
Evaluation
LGU-Butuan City
Grow a Million Trees
This initiative recognizes the need for environment protection
parallel to tree farming for income opportunities. This initiative
involves planting, nurturing and protection of endemic and
indigenous trees in fragile ecosystems and in the 9,174-hectare protection
forest for climate change adaptation and disaster-risk reduction and to
ensure protection of watershed which is supplies potable water to the
populace.
This also includes tree growing along road avenues, greenbelts,
riverbanks and other government properties in order to improve the
environmental ambience of the City’s central business district.
The planting, nurturing and protecting of trees is done through
empowering all barangay LGUs and other stakeholders to take an active
part in environmental governance.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. of
barangays
meeting their
annual quota of
growing trees
based on the
Barangay Agroforestry Plan
Subject: 46
urban
barangays
2015
17
46
2020 to 46 urban
barangays
 Conducted and
consolidated 46
Barangay Agro-forestry
Plans
 Facilitated the
barangay-led tree
planting activities
12
2016
46
2020
 Provision of technical
and input assistance
to the Barangay LGUs
 Geo-tagging, M&E
LGU-Butuan City
We Build This City for Eco-Tourism
This initiative involves planting of trees and enhancing the physical
appearance
of
greenbelts,
waterways,
historical
and
archaeological sites as part of the ecotourism circuits to enhance
the position of the city as a tourism destination.
This includes the
establishment of “Pockets of Forest” in urban areas to promote appreciation
and understanding of urban dwellers the value to tree growing as part of
Vision 2020.
The participatory site development process hopes to attract locators,
private partners and investors to develop the sites and create tourism-related
economic activities.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. Eco-Tourism
investment
plans/designs
implemented
2015
4
4
 Engaged with TIEZA
for the enhancement
of facilities of Bood
Heritage Park
 Partnered with
PhilHealth and CSWD
in establishing the
Butuan Forest Park
 Partnered with United
Architects of the Phils.
(UAP) for the design
and site
development
planning of
greenbelts and
heritage sites
13
2016
8
 Organization of locators
in Bood Heritage Park
 Establishment of sports
and recreation and
commercial facility in
Butuan City Forest Parks
through partnership with
private groups and
individual
 Implementation of Safe
Closure and
Rehabilitation of
Doongan Dumpsite
 Construction of Jogging
Lane at Butuan By-theRiver
LGU-Butuan City
Butuan Forest Festival (BFF)
Butuan Forest Festival (BFF) aims to promote awareness of the
populace, particularly the stakeholders and forest-based sectors,
about the vision and to take on their respective roles to realize their
vital role in the transformation agenda.
This is done through fora, fairs and exhibits, parades and other festive
activities which culminate during the “Adlaw Hong Butuan” (Butuan Charter
Day). The Butuan Forest Festival highlights the successful partnership
engagements and celebrates the gains achieved.
The festival is also one of the most prominent avenues to advance the
LGU’s advocacy for all Butuanons to nurture, preserve and protect the
environment.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. of sectors
involved in Grow a
Million Trees, Ecotourism and Butuan
Forest Festival
2015
5
6
 Engaged with 70
NGOs and private
organizations in
landscaping of
center islands
 Organized the 2nd
Butuan Forest
Festival during the
65th Butuan City
Charter Day
Celebration with
58 participating
organizations
14
2016
6
 Legitimization of
partnership thru MOU of
different sub-projects
 Engagement of more
sectors in implementing
Grow a Million Trees and
We Build this City for
Ecotourism
LGU-Butuan City
Socio-Economic Bundling (SEB) Program
Socio-Economic Bundling (SEB) Program is the consolidation of
basic social-economic services provided by the local government,
such as: 1) livelihood projects, 2) scholarships, 3) housing and
relocation, 4) nutrition, 5) vaccination and health services, 6) psycho-social
services, 7) employment facilitation, 8) civil registration, 9) legal services, and
10) Philhealth services; as well as the national programs, such as: 1) Pantawid
Pamilyang Pilipino Program (4Ps), 2) Grassroots Participatory Budgeting
Program, and 3) National Greening Program; to be provided to the poorest
of the poor whenever appropriate.
This initiative aims to reduce the number of identified poor families and
to elevate them from poor to sufficiency level. The bundling of various socioeconomic interventions and awarding the same to the identified poorest of
the poor can contribute in hastening the achievement of poverty reduction
goal of the City.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. of 4Ps
beneficiaries in
Butuan provided
with services based
on gaps indicated
in the Social
Welfare Indicators
(SWI)
2015
3,000
4,781
 77 families reached
the self sufficient
level in 2014
 Out of the 181
malnourished preschool children, 174
has improved to
normal status
 204 4Ps individuals
acquired birth
certificate thru the
conduct of
barangay civil
registration
15
2016
6,000
 Updating of LGU
database for better
identification of
beneficiaries
 Developing more
income generating
projects to ensure
the livelihood and
source of income of
the beneficiaries
LGU-Butuan City
Leverage and Access Funds (LEAF) for Development
This initiative is focused on accessing and mobilizing funds from the
national government agencies like the Department of Environment
and Natural Resources (e.g. National Greening Project), the
Department of Agriculture and its attached agencies, in order to support the
requirements of the various agro-forestry-related and on-site/off-site
infrastructure projects.
For its part, the LGU intensifies generation of its internal fund and leverages
this to access funds from credit institutions like the local cooperatives, Land
Bank of the Philippines (for Cacao Development Project) and the Bangko
Sentral ng Pilipinas (through the Credit Surety Fund Program) as well as from
the national government’s Bottoms Up Budgeting Program which requires a
20% counterpart from the LGU.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
Amount
generated to
support AgroForestry
development (in
Million Pesos)
2015
130
161
 On-going
implementation of
15M NGP
 On-going
implementation of
76M PAMANA
Project
 On-going
implementation of
70M Grassroots
Participatory
Budgeting
Program
 Submitted
feasibility study of
150M Rubber
Development
Program for
funding under
DA’s Philippine
Rural
Development
Program (PRDP)
 Submitted
feasibility study of
300M farm-tomarket road
project for funding
under DA’s PRDP
16
2016
180
 Provision of
matching fund from
the General Fund of
the LGU to form part
to the total project
cost as LGU counterpart in PRDP
 Updating of revenue
code and economic
code to increase
local revenue
generation
LGU-Butuan City
Public-Private Cooperation
In the business and investment front, the LGU is offering its existing business
operations and prime properties (for possible establishments of processing
plants) for PPP projects. In the developmental front, the LGU actively
pursues the engagements of private sector, business community, sociocivic organizations, NGOs/POs, academe, regional line agencies, barangays and
overseas development agencies in the development of forest parks, greening of the
center island and rotundas and other environmental projects. It is likewise envisioned
that the Multi-Sector Governance Coalition (MSGC) will spearhead many
environmental projects.
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
Number of agroforestry projects
implemented
through publicprivate
cooperation
2015
10
10
 On-going
implementation of
the following PPC
projects:
1. Butuan Philhealth
Forest Park
2. CSU Eco-Park
3. Milkfish Production
thru Garungan
Technology
4. Butuan City
Slaughterhouse thru
PPP
5. Center Island
Beautification
6. Cacao Farm
Development
7. Co-management
falcata farms
8. Metrobank Banza
River Tree Planting
9. Rubber Plantation
Expansion Project
10. Sagip Saging
Project
17
2016
20
 Engage private
sector to locate
businesses in major
eco-tourism sites
such as the Bood
Eco-Park and for
more agro-forestry
projects
 Promote agroforestry
development in
mediums-scale
private land holdings
 Continue
landbanking
activities to identify
potential areas,
especially idle lands,
for agro-forestry
development
LGU-Butuan City
SPMS-PGS Integration
This integration ensures that every employee of the City
Government contributes to the achievement of the city’s vision
through the strategic initiatives. Individual employee performance
is rated through an integrated evaluation system which reflects performance
outcomes of Vision Aligned Circles (VACs) through Performance
Management System (PGS).
Particulars
Target
Accomplishment
Milestones / Next
Steps
Measure
No. of LGU
officials and
employees
contributing to
the breakthrough
targets of
strategic
initiatives
No. of permanent
LGU employees:
910
2015
70% of permanent
LGU employees
74% of permanent
LGU employees,
including 212 Job
Order and
Contractual
employees
 Submitted SPMS
Model and received
conditional approval
from CSC-Central
Office
 Organized 116 VACs
wherein 71 VACs
were evaluated
through local public
revalida
18
2016
100% of permanent
LGU employees
 Assessment of
Individual
Performance
Commitment and
Review (IPCR)
 Re-organization of
VACs to conform with
the SPMS Model
 Conduct of local
public revalida
LGU-Butuan City
Breakthrough Result
The people of Butuan have a close affinity to the forest and the trees,
having experienced an economic boom in previous decades, and realizing
the destruction of its forest as well as the difficulty caused by the protracted
slump of the wood industry. Planting of millions of trees, both for protection
and production, is considered the major breakthrough initiative. It gives the
most powerful message to get support from the citizenry, stakeholders and
LGU employees.
The Millions of Trees “Grow and Farm” activities grab the attention of
the people and motivate them. Since it is easily observed, it also brings
transformation for the short-term and long-term horizon.
The breakthrough goal of growing five (5) million trees by June 2015
represents how the Vision 2020 shall be attained employing the PGS process.
The breakthrough is indicative towards the attainment of the city’s vision
which aims to become a model for sustainable forest based economy with
the highest per capita income growth rate in Mindanao by year 2020. It is
anchored to the city’s inherent advantages such as the potential land area
suitable for tree growing, availability of fast growing commercial species,
favorable weather condition, strategic location and the readily available
markets for forest products.
The breakthrough does not only provide economic gains but more so
in addressing the adverse environmental effect brought about by
uncontrolled forest degradation. It enhances revival of forest cover, helps
minimize siltation and surface run-off, enhances water absorption capacity of
the soil, carbon sequestration and most of all improve the means of living of
the constituents.
The concept involves growing trees for protection purposes particularly
along main roads and riverbanks, barangay tree parks, greenbelts and
watershed areas. To sustain planting activities, continuing cascading and
matching of identified available areas with interested academe and sociocivic groups were done. Indigenous, endemic and fruit tree species are
basically used for this initiative. Maintenance of the LGU nurseries has been
undertaken also for necessary support of planting materials.
Meanwhile farming millions of trees for commercial purposes is
expected to be achieved through a market-directed and completely
supported Falcata tree production project targeting 5,000 hectares. This shall
be supplemented by other fruit trees where there are possible existing
markets. Trees are inter-cropped with agricultural crops in suitable areas
integrated with livestock farming and aquaculture.
19
LGU-Butuan City
Because the breakthrough adopts the concept of sustainable forest
management “from ridge to reef”, mangrove planting in coastal wetlands
and riverbanks are also included.
To cause massive tree planting, intensive promotion has to be
conducted through tri-media, inter-agency meetings, farmer’s consultative
meetings, investment fora and market information, technology trainings and
possible provision of financing support. Particular attention shall be
undertaken through organized communities in areas where critical
watersheds are located.
Policy measures related to this shall be
promulgated and implemented.
The implementation of the breakthrough was not an easy but a very
tedious task to execute considering that it entails much logistical requirement
and double time effort upon execution. Among the key challenges faced in
delivering the breakthrough includes, the organization and mobilization of
the internal manpower thru VAC activities, at the same time learning the
nuances of the prescribed processes. Second, is the acceptability level of
frontline departments to the PGS process is slow causing delays in the
execution of activities. Third, is the prioritization, adjustment and beefing up of
limited internal funds to support logistical requirements.
To address these concerns, shared governance has to be effectively
carried on in order to address the foregoing challenges.
Perpetual
cascading resulted to the growing consciousness of the general public about
the vision and eventually planting of trees gains momentum. Tree farmers
helped raise their own seedlings through backyard and on-site mini-nurseries
to boost up seedling production with the city government providing free
seeds of falcata.
This resulted to the achievement of the breakthrough goal of 5,182,862
seedlings planted as of March 2015, three (3) months ahead of target, and
increased to 6,327,450 as of August 2015. This accomplishment was
documented, accounted and validated through the process of geotagging.
To sustain the momentum, plans moving forward include the following:
continue the provision of farm inputs and technical assistance to farmers;
assist tree farmers in acquiring forest certification in preparation for the
forthcoming ASEAN integration; and, retool existing wood processing plants
to upgrade recovery and invite more players in the wood based industry.
20
LGU-Butuan City
Transformation Story
Strategy Execution
Butuan City’s transformation journey is not without challenges. Time
and again, the Chief Executive always emphasized that the PGS is more
about behavioral change and the quest to break old habits towards a more
strategy-oriented mindset.
At the onset of the LGU’s PGS implementation, the Agro-Forestry
Executive Council (AFEC) was formed to oversee the various vision-related
activities. At the Compliance Stage, the AFEC gave birth to the Office of the
Strategy Management (OSM) to make sure that specific personnel are
assigned to work full time and manage all PGS-related concerns.
The OSM’s initial task was to cascade the Vision to all workers of the
City Government. Later on, cascading was extended to the external
stakeholders through the Multi-Sectoral Governance Coalition (MSGC) and
Governance Outreach.
The first wave of rapid cascading within the City Hall received a
lukewarm welcome from the government workers. While some were eager to
sign up for the Vision Aligned Circles (VACs), majority remained skeptical. The
OSM went on to form the first batch of VACs and guided them on the various
VAC procedures like PIG formulation, strategy execution planning and
conduct of Weekly Organizational Review Meeting (WORM). 5 pioneer VACs
underwent and successfully passed the Public Revalida on March 18, 2015.
This inspired co-workers and prompted them to get serious about their VAC
assignments. Another round of VAC Revalida was conducted in July 2015 for
which was successfully hurdled by 68 VACs.
Cascading to the external stakeholders through the MSGC was
expectedly more difficult than the internal cascading. Organizing the MSGC
involved different personalities who hold high positions in their own
organizations. Conflicting ideas and clash of personalities surfaced which
prompted the OSM to form a core group for the MSGC. The strategy was to
start with a small circle of open-minded and influential individuals who can
further cascade the Vision to like-minded personalities. To date, the MSGC is
composed of 6 core group members and 15 full council members.
Cascading to external stakeholders is also done through the
Governance Outreach with Barangay Doongan. Just like the City LGU, the
Barangay LGU came up with its own governance charter and strategy map
with the guidance of the OSM. Another barangay, Pagatpatan, is also
interested to undergo the Governance Outreach.
21
LGU-Butuan City
OSM Narrative
In the past, LGU Butuan operated basically, on core functions. Its
strategic function was defined as other efforts out of the core functions.
Subsequently, many kinds of strategic execution operated along many and
diverse directions. Only during its adoption of the PGS did the LGU embrace
a unified strategic direction that cuts across its entire governance system.
While needing a focused team to compel and harmonize inter-office
efforts to facilitate and beat the newly-set targets under the PGS, there is not
one to wear that specific hat. The challenge did not lie so much on the
constitution, but on the selection of members fit for the role of satisfying PGSset targets that require among others:

Massive resource generation given the limitations of the IRA which
cannot be the sole source of funds for Vision 2020;

Orchestration of an expansive participation to realize a vision
formulated by the citizenry;

High level of ingenuity and confidence to perform innovative
practices wrapped around a milieu of traditional management and
financial system;

Ample time to focus and manage the LGU’s assimilation of the PGS
while the LGU adopts an existing practice of the Strategic
Performance Management System (SPMS) and Seal of Good Local
Governance (SGLG);

Passion to make a significant difference in the LGU.
Conceived to facilitate in-track Vision 2020 implementation, as guided
by the Butuan City Strategy Map and Scorecard Technology, the
membership of the Office of the Strategic Management is a “hand-picked”
selection of the City Mayor seeing the necessity for young, driven, dynamic,
and resilient LGU workers who are open to technological advancement and
will subscribe fully to the LGU’s transformation agenda.
Lifted from the different offices of the City Government, leveling-off has
necessarily driven the team to a constant bout of “unsettle-settle” sessions of
marrying old and new ideas to define what is best for Butuan as it moves
closer, day-by-day, to realizing Vision 2020.
22
LGU-Butuan City
Common to all Business Models, the Butuan City OSM Business
Model also describes the logic of how the OSM creates, delivers, and
captures value in the economic, social, cultural and other contexts or
discipline in tandem with each contributor playing a part in achieving the
vision. Key to this logic is the challenge of being able to identify and highlight
the STAKE possible for a certain individual to own up that will compel the
same person to play a strategic part in achieving the vision.
Everyone
normally asks, “What’s in it for me?”
Understanding the vision that the city has defined tells the OSM that
STAKES must be generated along the poverty alleviation and climate change
adaptation spectrum. While the vision is at present distant to somebody
whose job is watching cars at a nearby mall carpark or to a nursing mother of
six children struck by poverty in the outskirt rural barangay, the OSM is
challenged to create strategies that put in place STAKES in the “participation
link” for them to be compelled to participate and contribute to the vision –
ranging from one getting one’s skill in governance noticed for a possible job
renewal or promotion, to being declared a “good citizen” by the community
for taking part in rejuvenating an ailing environment, or to being perceived as
one of the “notables” to have transformed the family’s economy from poor
to an outpouring of abundance.
The OSM will entice each one using STAKES/GAINS to contribute to the
vision, whether on an individual or converged scale where each one believes
to receive a prize, a claim or a share.
Seeing the critical ingredient of “stake” to mold and bake the
envisioned premier forest city of 2020, OSM Butuan City adopted the “Stakebased Business Model”.
Comprised of four (4) Branches, the OSM is able to:
1. Steer within the vision track the progress of implementation even
when confronted with uncontrollable change through its Strategy
Alignment Branch. This is the unit that jumpstarts movement for the
vision by facilitating the creation of the PGS workforce, the Vision
Aligned Circles (VAC), through task identification, VAC membership
constitution, execution planning/adjustment and Weekly Operations
Review Meeting (WORM) briefing. The unit then forwards its product
to the Strategy Evaluation Branch for performance tracking and the
Strategy Performance Branch for performance rating;
2. Make all efforts under the PGS highly relevant to each government
worker through the practice of Scorecards under its Performance
Management Branch. Monitoring and evaluation of the Vision
Aligned Circles also falls under this branch. The unit facilitates
23
LGU-Butuan City
collection of WORM results which it processes prior to distribution to
the other branches for review.
3. Inspire and elicit support from the internal and external stakeholders
through its Strategic Communication Branch. The unit takes a key
role in cascading the PGS as it is the spark that unfolds the benefits
and challenges in pursuing the vision under the PGS;
4. Keep PGS records and attend to administrative needs of all OSM
branches through its Administrative Branch. The unit immerses out of
the box needs of the PGS into the traditional LGU administrative
systems. Moreover, the information base of the PGS is lodged under
this branch as fed by the Strategic Initiatives and more
pronouncedly, the Information Technology and Knowledge
Management System Strategic Initiative.
While milestones are gained in each step of its journey with the PGS,
there remains the challenge to constantly brew a wide array of formula for
development approaches that can attain big targets with huge decibels in
tow that ensure the use of sustainable processes.
On a general scale, while the OSM is recommendatory to and an
execution arm of the Agro-Forestry Executive Council (AFEC), it is also the
processing point of converging ideas of the LGU and its partners in relation to
defining systems supportive to transforming Butuan into becoming the
Premier Agro-Forest City by year 2020.
24
LGU-Butuan City
Office of the Strategic Management (OSM) Organizational Structure
OSM Composition:
OSM Head
ENGR. LORDEN G. VISMANOS
City Engineer
OSM Technical Adviser
MR. EARL ENRICO L. ALCALA
CMO Executive Assistant V
OSM Deputy Head for Operations
MS. ESTHER A. GUNO
OCEE Assistant Manager
OSM Deputy Head for Technical
ENGR. PIERRE ANTHONY D. JOVEN
Office Manager, CMO
Strategy Alignment Branch
BIMBO LAGARE
Branch Coordinator
Performance Management Branch
MS. MILA G. BUSICO
Branch Coordinator
Strategic Communication Branch
MS. EVANGELINE P. DOMINISE
Branch Coordinator
Administrative Branch
MS. NELSA O. AURON
Branch Coordinator
25
LGU-Butuan City
Cascading Story
Early Beginnings
The city’s adoption of the Performance Governance System (PGS)
initially drew mixed reactions from the LGU workforce. The rapid cascading in
March 2014 was a turning point while most of the employees were still
skeptical about the new system. Defying the odds, the Vision Launching was
done through a simple yet meaningful activity attended mostly by
department heads and a few invited guests. The highlight of the activity was
the presentation of Vision 2020 Strategy Map which charts the various
perspectives and strategic objectives that will guide its implementation. This
was followed by an official directive to inculcate the city’s Vision, Mission and
Core Values among rank and file employees.
Every employee was
encouraged to understand the spirit of the Vision and memorize it by heart.
While some employees were optimistic, some were in the wait-and-see
mode. Many felt that the long years in local government service has
maintained a traditional culture of both routine functions and usual
performance measures. With the perceived mindset, it was apparent that
not everyone was prepared to jump into the PGS bandwagon.
Leading the way, the Vision Aligned Circles
By May 2014, a few selected employees underwent a tedious process
of Vision Aligned Circle (VAC) formation. As a starter, two (2) Strategic
Initiatives were given focus, the Farm: Trees and Trio and Grow a Million Trees
Initiatives. These initiatives are geared towards intercropping of short term
agriculture crops or livestock with long term forestry products and growing
trees and mangroves in protection zones. Seeing the need for technical
expertise on this matter, Core Teams were created for each initiative,
converging the functions of three technical departments namely, the Office
of the City Agriculturist, City Environment and Natural Resource Office and
the City Veterinary Office. While this proved to be a difficult task, the basic
requirement is to clearly align the initiative to the city’s agro-forest vision.
The VACs of these three offices led the way in executing the strategy of
the Vision and it was they who were subjected to the drawing board. The
group remained under the experimental stage where a stipulated process
must be observed, laying out the groundwork for the next batches of VACs.
Their performance would be the benchmark for the subsequent VACs to
perform better and become persuasive messengers of the Vision.
26
LGU-Butuan City
Executing the Cascading Modules
VAC formation was not a piece of cake. Given the number of
employees and the reluctant attitude of some, the OSM staff worked
together to organize the needed number of VACs in relation to the
formulated strategic initiatives. The process however is not that simple. The
OSM had to learn and instruct the two modules to the VAC participants. The
lessons in following the said Modules A and AA are unique to every LGU. For
Butuan city, the following steps were practiced:
1) Cascading of Module A - Module A was cascaded to the
employees to orient them about the Performance Governance System, and
the LGU’s Vision, Mission, Core Values, and Breakthrough Goals. Rapid
cascading to all LGU employees was conducted for four weeks in July 2014.
2) Orientation of possible VACs - Aligning the Vision to the respective
employees with different PIGs in mind is like connecting people with the same
language, passion and mindset. In the LGU perspective, homogeneity is often
dictated by the department where an employee belongs. In this context, it
was observed that VAC formation was uncomplicated in homogenous
employee groups and if they are grouped according to their technical
expertise. It was emphasized that the VAC system will focus on the strategic
function which is distinct from the usual core functions.
3) Meeting among OSM, team leaders & enlisters - After a group of
employees has signified its intentions to form VACs, a masterlist of organized
VACs was created with their respective VAC coordinators and Initiative Team
Leaders. This coordination is necessary to finalize registration arrangements.
4) Cascading of Module AA – Before the conduct of Cascading
Module AA, it is essential that VACs are already organized or created. The
VAC organization comes with the understanding that each VAC understands
the tasks to perform or roles and responsibilities to play in order to contribute
to the vision. Cascading Module AA is designed for VACs, under the
guidance of the OSM and the Initiative Core Teams, to formulate their
Pinaka-Importanteng Gawain (PIG), prepare an execution plan of the PIG
and familiarize how to conduct the weekly operations review meeting
(WORM).
Topics presented and discussed in Cascading Module AA include:
a)
b)
c)
d)
VAC Pinaka-importanteng Gawain (PIG)
PIG Execution Plan
Weekly Operations Review Meeting (WORM)
Accomplishing WORM templates
27
LGU-Butuan City
5) Memo by the City Mayor for membership assignment - VAC
membership was finalized thru the issuance of a memorandum duly signed
by the Executive Officer. The OSM facilitates the issuance of this document.
6) Investiture by Mayor during flag ceremony - Investiture ceremonies
were undertaken during Monday flag raising ceremonies in the presence of
all the employees. All VACs were called onstage where the Chief Executive
led them in a solemn pledge of commitment in their strategic role as VAC
members.
7) Execution planning by VAC leaders and members - Every VAC has
to write down how they will execute their PIG, hence, an Execution Plan (EP)
was required. The EP was the guide for all of their activities where monthly
milestones or deliverables are carefully identified and pursued within a
specific period. The EP showed two measures, the LEAD measure or the
major deliverable projected on a monthly basis, and the LAG measure or the
projected final output of all the measures undertaken.
After one (1) month of tedious planning sessions, the VACs were
sent out to perform their task assignments.
8) Conduct of WORM - The Weekly Output Review Meeting or WORM
was the scientific way of documenting the activities of the VACs. Initially,
most of the VACs find this element cumbersome since it was a cycle of
reviewing the members’ commitments and outputs, analyzing their success or
failure to pave the way for another set of commitments. WORM meetings are
strictly conducted in 20 minutes to 1 hour. Supporting documents, such as the
Dashboard, Star Journal, and other forms are also to be complied during this
activity.
9) Quality control and mentoring provide task-related training if
needed - Not all of the VAC members have a complete grasp of the proper
process and procedures, hence, personal or group coaching was performed
by the OSM and Initiative Core Teams for those who lag behind. Mentoring
was also undertaken to ensure quality control in the formulation of execution
plans and the filling up of forms.
10)Reporting/M&E, VAC leaders to Initiative Core Teams to OSM to
AFEC - a series of follow-up activities to observe the progress of the VACs was
accomplished through M & E. This was done by tasking the core team
members of each initiative to monitor each VAC to determine if they are
abiding by the prescribed procedures. A defined management structure
was also put in place to delineate the flow of authority and responsibility and
render control in the lowest level as possible and elevate concerns to the
next level if concerns were not resolved.
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LGU-Butuan City
VAC Public Revalida
Butuan City’s first VAC Public Revalida was held on March 18, 2015.
Following the procedures of the Public Governance Forum, the VACs were
made to wear smart casual attire. Internal and external stakeholders were
invited as revalida panelists who rated the VACs based on the
accomplishment of their PIGs, involvement and problem solving capabilities.
The VACs prepared their revalida folders, scoreboards and 20- minute
presentation. After each presentation, the question and answer session
followed. Every query was an opportunity to defend and explain further their
achievements and challenges. The revalida was likewise a moment of
reward for performing VACs. Adopting this new system demonstrated the
level of commitment the VACs are willing to undertake for the attainment of
the Vision. All 5 VACs passed the VAC Revalida.
Pioneer VACs and their most important tasks
VAC Name
Pinaka-Importanteng Gawain
(PIG)
Accomplishment/Target
1. CoManagement
VAC
Mobilize 8 barangays to farm 1,000
hectares falcata and integrate 10%
with assorted fruit trees and crops.
8/8 barangays
1,091/1,000 has. Tree farms
127/100 has. Integrated
farms
2. Geotagging VAC
Conduct documentation by means
of geo-tagging of the 5 million
seedlings planted as of January
2014 either for commercial or for
protection purposes.
5.18M/5M
geo-tagged trees
3. Falcatabased VAC 2
Mobilize 700 farmers in 16 barangays
to develop 1,500 hectares falcata
based agro-forestry plantation
starting from July 2014 to March
2015.
706/700 farmers
16/16 barangays
1,500/1,500 has.
4. Falcatabased VAC 3
Mobilize 300 farmers in 15 barangays
to develop 1,500 hectares falcata
based agro-forestry plantation from
July 2014 to March 2015.
385/300 farmers
15/15 barangays
1,500/1,500 has.
5. Aquaculture Establish bangus garungan
VAC
fingerlings production area from 0 to
10 hectares from July 2014 to
January2015.
29
6/10 has.
LGU-Butuan City
As of June 2015, a total of 765 permanent and 136 non-permanent
employees have been participating in 116 Vision Aligned Circles (VACs). The
VAC membership for permanent employees was equivalent to 78.86% of the
total LGU permanent workers population. The level of awareness of the
Vision and strategy is at 100% after all efforts of cascading were exhausted to
all the offices.
Overcoming setbacks and challenges
The first round of VAC formation was temporarily disrupted when the
Civil Service Commission decided that VAC membership is only applicable to
regular employees. The directive is also backed by the theory that the
involvement rating of the regular employees might be affected by the nonregular workers who have no leave benefits. This was addressed by
reorganizing the VACs based on their employment status. Non-regular
workers who were very willing to work for the PIGs were still maintained and
grouped in their own VACs. It was found out later that non-permanent
workers equally perform with their permanent counterparts. Moreover, the
setback transformed the assigned responsibilities wherein the permanent
employees were tasked with the significant functions while non-permanent
workers were assigned supportive roles.
With the upsurge in the number of VACs, the formulation of PIGs and
Execution Plans became more challenging. The new process left many
employees dependent on the guidance of the OSM. Even the filling up of
the WORM forms and the required documentation bore a heavy weight
among VAC members. This obstacle was removed through follow-up sessions
focusing on WORM activities. The OSM likewise organized and trained a
monitoring and evaluation team to track and coach the VACs in their weekly
activities. Finally, one major hurdle that required a big leap is the formulation
of the city’s Strategic Performance and Management System (SPMS) that
would incorporate the Performance Governance System (PGS) in
compliance to Civil Service Commission policies and office standards. This
new approach is quite unique and very challenging in the local government
level where multi-disciplinary departments are involved. After all the
consultations of the participant stakeholders involved to come up with a
harmonized SPMS, a recent official report revealed that the CSC granted a
conditional approval of the LGUs SPMS. However, full compliance however
was assured once clarifications and improvements on some issues will be
submitted.
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LGU-Butuan City
Contemplating the PGS Lessons
Throughout its short period of implementation, senior managers realized
that PGS is an effective tool in uncovering genuine performers and achievers
in the organization along with the hidden talents of employees that can only
be tapped if given the opportunity. Not less than the Chief Executive
recognized that the achievements made by the VACs are valid and
compelling basis for promotion and recognition. For governance visionaries,
it was reflected that the element of bringing in the community and external
stakeholders during the public revalida was a demonstration of acceptance
of the accountability of the local government to the public and putting into
action the shared responsibility in delivering transparency and good
governance. For rank and file employees, the common learning was that
everyone can directly contribute to the attainment of the Vision regardless of
their inherent skills or background. According to a long time public official,
never has been a vision so clear, compelling and attainable than the
strategies set forth by Vision 2020. These experiences compel us to move on.
The PGS also promoted teamwork among the leg workers. It also
inspired employees’ resourcefulness and ingenuity in overcoming the
challenges of the VACs.
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LGU-Butuan City
Overview of Multi-Sector Governance Coalition (MSGC)
Cognizant of the extent of the task involved, of the resources required
and of the limitation of the Local Chief Executive to pull through Vision 2020,
the City has recognized the indispensable role of the MSGC as partner in the
LGU’s transformation journey.
The City initiated the organization of the Council on October 2014 after
a series of exploratory and pre-organizational meetings. Several other
activities were undertaken to activate the 25-membership Council, including
the passage of a Memorandum Order from the Chief Executive organizing
the Council. However, the number proved too large to handle initially as it
became hard to constitute a quorum during meetings. It was then decided
to organize a core team from selected and new MSGC members with
support from a core technical working group (TWG).The TWG is composed of
representatives from key offices of the Environment, Trade and Industry,
Agriculture and Tourism.
MSGC Core Team Members
MSGC MEMBER
Mr. BRIELGO A. PAGARAN
OMAR ANDAYA
JOHNNY SYCHUA
NICOLE SALAS
Dr. ANTHONY PENASO
Engr. CARLITO ORAIZ
AGENCY
DTI – Region 13
DENR – Region 13
PhilHealth Caraga
SJIT
Caraga State University
ORGON Wood
POSITION
Regional Director
Regional Director/
Manager
Vice President
President
Proprietor
MSGC Full Council Members
MSGC MEMBER
JOSEPH OMAR ANDAYA
PASTOR NOLAN LLOREN
DR. JOSITA B. CARMEN
PSSUPT NERIO T. BERMUDO
DR. ANTHONY PENASO
REV. FR. JOHN CHRISTIAN U.
YOUNG
DIR. MYLAH FAYE AURORA
B. CARIÑO
MR. ELIEZER DUMARAN
MR. ABNER CAGA
MR. JUNDEY BRIER
AVP KHURSHID KALABUD
Fr. RUEL LASCO
AGENCY
POSITION
Butuan City Chamber of
Commerce
Jesus Is Lord Church
DepEd– Butuan City
Division
Butuan City Police Office
Caraga State University
Father Saturnino Urios
University
NEDA
President (2014)
PICPA
PIA-13
SSG – CSU
Land Bank of the
Philippines
Saint Joseph Parish
President
Regional Director
SSG President
Area Head
32
Area Pastor
Division Superintendent
City Director
President
President
Regional Director
Parish Priest
LGU-Butuan City
Hon. RAUL P.
CARAMPATANA
Ms. NOELLEN NESS
ABELLANO
Mr. VICTOR EMMANUEL A.
OZARRAGA
Mr. BRIELGO A. PAGARAN
Mr. JORGE UY
Ms. CHERRIE MAY BUSA
Engr. CARLITO ORAIZ
VP SISINIO NARISMA
Atty. JOSEFE SORRERA-TY
Brgy. San Vicente
Punong Barangay
SSG – SJIT
SSG President
Gawad Kalinga
Regional Coordinator
DTI – Region 13
Butuan Filipino-Chinese
Chamber of Commerce
Bayantel
ORGON Wood
Development Bank of the
Philippines
FSUU
Regional Director
President
Division Manager
Proprietor
Regional Head
Dean, College of Law
The main and on-going concern of the Core Team is to establish a
strong Council by getting committed and actively participative members
through a process of continued membership promotion. Brief orientation
about Vision 2020 is undertaken every meeting and as new agenda and
issues were tackled, sectoral representatives and industry leaders are invited.
The process ensures not only the generation of ideas from experts but also of
soliciting a pool of potential MSGC members.
On-going projects and activities:
a. Caraga Eco-park. Launched on December 17, 2014, this project was
initiated by the Council through a formal agreement of the Caraga
State University with different agencies to develop the school’s demo
and experimental farm with some 2,000 fifteen-year old trees into a
park. Upon the recommendation of the MSGC, plans to make the
whole 200-hectare school premises an eco-park is being pushed with
the school allocating Php6 million from its budget.
b. City Forest Park. Launched in February 2015, the Philhealth Eco-park is
an MSGC assisted project located in an 8-hectare area in Barangay
Bancasi, two kilometers away from the main business district.
It is
planted with various tree species and intended to showcase a welldesigned tree farm with attendant amenities where the public can
enjoy and spend family leisure time. Funding to implement expansion
plans is already earmarked by PhilHealth.
The foregoing projects ties up with LGU’s efforts to improve the City’s
natural landscape and, at the same time, promote tree growing as
they help to create an appreciation and awareness of the beauty
and value of trees among the students and the general populace.
33
LGU-Butuan City
c. Strengthening the wood industry Sector.
The status, issues and
concerns of the wood industry sector were extensively tackled by the
Council during its meetings with representatives from the wood
industry, the DTI and DENR. The Council’s plan to undertake the
following activities are on-going: a) conduct of study to determine the
needs of the wood processing plants; b) invite expert/consultants to
audit the plants and determine if retooling for expansion or
diversification can be made; d) promotion of tree planting; e)
marketing tie-up between tree growers and wood processing plants.
d. Supporting projects for the development of Bood Eco-Park. In support
to the LGU’s physical development projects for its Bood tourism site
property, the MSGC has recommended and are initiating some 18
community-based activities which are planned to be undertaken by
various groups that include organizations from Creative Arts Cluster, the
Butuan Historical Commission and the City Tourism Council.
MSGC Contribution
The various activities independently undertaken are concrete steps
that the MSGC significantly contributes to the implementation of the LGU
priority projects. The recommendations and solutions they have generated
make them also an advisory body.
Moreover, the inputs they have
generated from invited sectoral representatives have helped in slowly
mobilizing and promoting participation of the stakeholders. In a way, the
MSGC has become co-owners of the development agenda of the City.
The on-going initiative to further strengthen its force is another big
contribution expected from the MSGC as it becomes a pillar with which to
ensure that the agenda still continue beyond the term of the present
administration.
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LGU-Butuan City
Organizational Culture
5S Good Housekeeping Program is chosen as the centerpiece of
Organizational Culture of the City Government among the City Officials and
Employees. This initiative could help the entry of LGU-Butuan to comply with
the Island of Good Governance (IGG) audit in a positive note.
The City’s Vision will elevate the empowerment on the organizational
culture of City Government Officials and Employees on the areas of
Productivity, Quality Systems, Equipment Performance Life and Safety of the
City Officials and Employees directed solely to equal if not surpass the
standard comparable against the corporate culture/environment of the
private sector.
This LGU Program could be a spark plug for 5S Good Housekeeping
Revolution cascading to the family, community, school and barangay
governments.
The essence of 5S Good Housekeeping is as follows:
1.) To track down the 5S Monthly Monitoring Report as to the importance
of waste reduction through systematic work systems;
2.) To analyze personnel performance error through visual control and
other systems;
3.) To determine achievements of each Office in taking into account
the degree of routine cleaning and inspection of equipment to prevent
unscheduled breakdowns;
4.) To attain reduction of hazards through proper
organization of office items in their respective workplace.
storage
and
5s Implementation Overview
Upon assumption of office of the new administration in July 2010, the
City Government Officials learned that most of the offices workplace was not
properly organized as to office layout and disposal of waste supplies,
materials. Records were not properly labeled and signs and colors to identify
were not implemented for easy retrieval of document needed. In short, there
was no system, program or discipline for cleanliness, neatness and
beautification followed/implemented before.
The 5S was initiated as part of the Clean Ground Zero Waste Program
launched in November 11, 2011 (11/11/11). It was conceptualized in
partnership with the Department of Labor and Employment (DOLE-13). Series
of 5S training were conducted to all 31 City Offices on November 35
LGU-Butuan City
December 2011. At first, the city employees were very lukewarm for change
in their respective workplaces due to series of office 5S activities implemented
right after the training such as sorting of unused items, systematizing through
the use of labels, lines, signs and color to identify documents, sweeping and
cleaning, standardizing to make 5S a Habit, and lastly, self-discipline in
sustaining plans and to ensure accountability.
The first 5S Audit was conducted on June 1-30, 2012 to ascertain their
level of maturity in implementing the 5S Program for 31 City Offices. The
scoring system was used as follows: for a Scale/Problems of High 5 or more
the rating/score was 0, for scale of 3-4, the score was 1, for scale of 2, the
score was 2 and 1 for 3, while low or none problems was 4. The top 5 City
Offices and other satisfactory implementing offices were awarded with
Plaques.
The 5S organizational culture was further strengthened under the PGS
and the second round of 5S Audit was conducted on July to August 2014 in
all City Government Offices. The overall findings rated by the DOLE Auditors
were very satisfactory. Cash incentives were given to different City Offices for
their outstanding performance.
The third round of 5S Audit will be administered by the newly created
LGU of Butuan In-House 5S Organizational Structure that will expand to the
Barangay and school level.
Organizational Culture Change:

All City Offices embraced 5s on Good Housekeeping as a way of life.

The adoption resulted to the disposal of 95% of unused office supplies,
materials and equipment.

Citizen’s Charter bulletins and Transparency Corners are well-kept.
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LGU-Butuan City
GOVERNANCE OUTREACH
Barangay Doongan was the first barangay to embrace Butuan Vision
2020 after a cascading session was conducted by the OSM to the Barangay
Council. Barangay Doongan was able to develop the recently closed
Doongan Dumpsite and transform the same into an eco-sport park. The park
is now host to a number of exotic plants and trees.
The crafting of the barangay Strategy Map enabled the council to
have a concrete reference as to their engagement, planning, resource
mobilization and monitoring of identified developmental projects. The
barangay now has ten (10) major programs that will translate and lead them
in helping the community be socially and economically competitive, giving
equal opportunities to all barangay stakeholders.
On the funding aspect, the barangay was able to access funds from
other line agencies that have related programs or even customize their
project to fit the requirements of the funder. Also, the barangay tapped
private partners to provide them with technical support, manpower and
financial assistance for their projects.
The program manager, which is the Punong Barangay, constantly
communicates openly to the people involved in the program. They are
encouraged to have feedbacks at every step to create greater
engagement among participants.
Barangays Pagatpatan and Tiniwisan have also expressed willingness
to adopt the PGS under the Governance Outreach Program of the LGU.
37
LGU-Butuan City
CONCLUSION
The city’s achievement of its breakthrough goal which surpassed the
initial target was highly unexpected. The well–documented record is a source
of inspiration, not only for the LGU workers but more so for the farmers who
stand to gain economically at harvest time.
Sustaining the momentum from this achievement, the LGU is
committed to complete the Institutionalization stage of the Performance
Governance System. This entails strengthening the existing elements
especially the Vision Aligned Circles. The third round of VAC formation will
commence in 2016 and will be evaluated with SPMS integration.
Tree farming efforts will also be sustained to ensure the planting of 5
million trees per year which would contribute Php13 billion annually to the
local economy beginning year 2020. This will be supported with another
round of geo-tagging to document and monitor the planted trees.
The Governance Outreach Program will also be extended to another
barangay and possibly, one GOCC.
MSGC membership is also being strengthened. Sub-projects are
already in the works for the Bood Eco-Park for the holiday season while
implementation of infrastructure projects at the Butuan Philhealth Forest Park
is also in the pipeline.
At the IGG stage, the PGS implementation within the LGU has gained
ground. The PGS is a system which is free from politics. There is high
confidence that this will be sustained even with a change in local leadership.
To ensure sustainability of PGS implementation in the LGU, a city
ordinance will be proposed to support the breakthrough and strengthen
enforceability of the agreements with private farmers to make them binding.
Indeed, the achievement of the breakthrough is a clear proof that the
Performance Governance System is a workable and effective system. The
City Government of Butuan is committed to strictly adhere to the PGS
processes to ensure the achievement of Butuan Vision 2020.
38

butuan city - Institute for Solidarity in Asia

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