Batch54_LGU CapDev Agenda Report_Aparicio Espina Monterola

Target Desired State Process Source of
of Timeframe Funding Requirements Owner/ Office Support/
Responsible Technical
CapDev Yr 1 Yr 2 Yr 3 Assistance

3,456,000 3,456,000 3,456,000

160,000 160,000 160,000

50,000 50,000 50,000

50,000 50,000 50,000
150,000 150,000 150,000

148

lack of knowledge on been transferred to the
utilization and archival repository
management of conduct of training on
properties and supplies in utilization and
every division and management of Supply
department and Property in all
departments and divisions
MANAGEMENT especially on property
custodianship and liability
SYSTEMS of accountable officer

difficulties in upgrading Upgraded system annual system upgrade
based on new COA
the current system on based on COA circulars

newly issued COA circular standards Creation of Property
Database
circulars Barcoding System for all
LGU-owned Properties for
Inability to promptly easy physical inventory
taking & essay access to
obtain complete data on database

all LGU-owned properties

during inventory taking

ENABLING POLICIES Issuance of Executive
Order designating
absence of personnel in employees within the
every department to department to manage
handle supply and supplies and properties
property management
IEC on general policies on
KNOWLEDGE AND Procurement Planning as
LEARNING embodied in Section 7 of
Lack of knowledge on the the IRR of RA 9184
proper preparation of
Project Procurement
Management Plan
(PPMP)
LEADERSHIP

150,000 150,000 150,000

500,000 500,000 500,000
350,000 350,000 350,000

100,000 100,000 100,000

149

CITY LEGA

Current State

Current State of Capacity Desired State of Capacity Development Expec
Capacity
Intervention Outp

STRUCTURE presence of legal creation and hiring of

No plantilla position for officer dedicatedfor Legal Officer for
Legal Officer for
Investigation Services investigative services Investigation Services in

the plantilla

COMPETENCIES

MANAGEMENT
SYSTEMS

ENABLING POLICIES

KNOWLEDGE AND
LEARNING

LEADERSHIP

CITY MAYOR

Current State

Current State of Capacity Desired State of Capacity Development Expect
Capacity
Intervention Outpu

STRUCTURE

AL OFFICE

Desired State

Funding Process Owner/ Source of
Office Support/
cted Target of Timeframe Requirements Technical
put CapDev Yr 1 Yr 2 Yr 3 Responsible Assistance

R'S OFFICE

Desired State

ted Target Funding Requirements Process Source of
ut Support/
of Timeframe Owner/ Office Technical
Assistance
CapDev Yr 1 Yr 2 Yr 3 Responsible

150

No Information Officer / presence Tandag Hiring/Designation of staff hire

Information Officer position City Information Information Officer for

is unfilled Officer (CIO) specified

function

Creation of the Local

Information and

Technology Unit

Functionality of Local

Councils and

Committees

Strengthening

collaboration of the

Executive and Legislative

departments

Establishment of CSO

Desk Office and People's

Council

Strengthening City and

Barangays partnership -

Creation of Barangay

Affairs Office

COMPETENCIES 1.Workforce review &
competency assessment
Fragmented leveling off of
the various and different 2. Trainings
skills and capacities; 3.Benchmarking
coordination & 4.Team-building
complementation are not
maximized

MANAGEMENT SYSTEMS

Absence of Banidlyo fully functional crafting the Bandilyo
Operation System bandilyo operations Operations System

ENABLING POLICIES

Absence of CITY presence of an Ordinance creating The

INTERNAL AUDIT established CITY CITY INTERNAL AUDIT

SERVICE OFFICE (CIASO) INTERNAL AUDIT SERVICE OFFICE

SERVICE OFFICE (CIASO)

(CIASO)

Absence of Legislative- presence of an Ordinance creating The

Executive Development established Legislative-Executive

Advisory Council (LEDAC) Legislative-Executive

ed
d
n

300,000 300,00 300,000

151

Absence of Information Development Development Advisory
Technology Unit Advisory Council Council (LEDAC)
(LEDAC)
Absence of CEEDO (City Ordinance creating The
Economic Enterprise presence of an City Information
Development Office) established City Technology Unit under
KNOWLEDGE AND Information the Office of the City
LEARNING Technology Unit Mayor
Absence of Banidlyo under the Office of
Operation System the City Mayor Ordinance for the
creation of CEEDO
presence of an
established CEEDO

fully functional crafting the Bandilyo

bandilyo operations Operations Plan

LEADERSHIP

CITY TREASUR

Current State

Current State of Desired State of Capacity Expected T
Capacity Capacity Development Output
Intervention

STRUCTURE To have an Creation of a Local Local LCE
established and Resource Resource LEG
Absence of Local active Local Mobilization Team Mobilization BOD
Resource Resource Team MEM
Mobilization Team Mobilization Team CITY
whose prime TRE
responsibility is to SEL
assist the City DEP
Treasurer to identify, HEA
access, and manage

RER'S OFFICE

Desired State

Funding Requirements Process Source of
Yr 1 Yr 2 Yr 3
Target of Timeframe Owner/ Support/
CapDev
Office Technical

Responsible Assistance

E, 1 Year
GISLATIVE
DY (VM, SP 50,000 CITY MAYOR BLGF
MBERS)
Y
EASURER,
LECTED
PARTMENT
ADS

152

resources in support
to the formulation and
drafting of the Local
Revenue Code, Local
Budget, and Local
Public Investments

Creation of Office
(Local Economic
Enterprise

. Creation of
Positions (full
devolution)

COMPETENCIES

Inadequate technical Members of the Conduct Technical Successful Vari
Stak
skills of city officials Sangguniang Training/Workshop conduct of Offic
Trea
in charge of the Panglungsod are on the Formulation of Training/

formulation and well-capacitated in Local Revenue Code Workshop

approval of the terms of the and its

Revised Local identification and corresponding

Revenue Code determination of Orientation on the

taxes, fees and Roll-out to various

charges for inclusion stakeholders thereof

in the Revenue Code

including the

reasonable amounts

based on technical

toolkits available for

LGUs

MANAGEMENT Formulation and Resolution adopting Approved LCE
SYSTEMS City of LEG
approval of the the Updated Local Tandag's BOD
ENABLING Revised MEM
POLICIES Local CITY
Outdated Local
Revenue Code

Updated/Revised Revenue Code

Local Revenue Code

of Tandag

ious 1 Year
keholders,
ce of the City
asurer

200,000 200,000 200,000 CITY BLGF
TREASURER

E, 1 Year
GISLATIVE
DY (VM, SP 200,000 200,000 200,000 CITY BLGF
MBERS) TREASURER
Y

153

Revenue TRE
Code of 2021 PUB

KNOWLEDGE AND

LEARNING

Inadequate Tax Successful conduct of Conduct of Tax 100% CTO
Conduct of inch
Information Tax Information Information Tax
Information
campaign campaign Campaign per Campaign

Barangay and other

stakeholders

LEADERSHIP

Weak linkage on the Strong and Established Attendance CMO
Offic
partnership between established partnership between of emp

different partnership between the City Government stakeholders

stakeholders of the the City Government and the Business to activities

City Government and the Business Sector on different

specifically the Sector on different programs and

business sector thus programs and activities

creating tension activities implemented by the

between the implemented by the City Government

implementing body City Government

and the taxpayers in

general

CHR

Current State

Current State of Capacity Desired Capacity Development Intervention E
State of O
Capacity

STRUCTURE

COMPETENCIES provide mental health program for
employees in coordination with CHO
indecisive attitude, lack of
sleep, nervous breakdown, Conduct training/workshop to dept
inattentive to work heads and division chiefs to enable
unable to achieve goals in employee to be strategically directive
job performance; low

EASURER,
BLIC

O personnel Annual
harge
Implementation CITY
TREASURER
300,000 300,000 300,000 DILG, CMO

O and CTO Annual
cials and Implementation
ployees

50,000 50,000 50,000 CITY DILG, CMO
TREASURER

RMO

Desired State

Funding Process Owner/ Source of
Office Support/
Expected Target of Timeframe Requirements Technical
Output CapDev Yr 1 Yr 2 Yr 3 Responsible Assistance

154

response to new by adapting a mind-set approach to HR
management challenges management
unable to achieve goals in Conduct Training on Strategic Human
job performance; low Resource Devt Plan
response to new
management challenges In-House Capacity Interventions for the
LGU Employees
MANAGEMENT SYSTEMS
Establishment of PRIME HRM
unable to achieve goals in Formulation of Strategic Human
job performance; low Resource Development Plan
response to new
management challenges
ENABLING POLICIES

KNOWLEDGE AND
LEARNING

LEADERSHIP

OFFICE OF CITY A

Current State

Current State of Capacity Desired State of Capacity Capacity Developmen
Intervention

STRUCTURE presence of external Hiring/Designation of
Insufficient external
representation administrator to represent the External Administrator

absence of dedicated CLGU
personnel for centralized
inter-office network and presence of personnel to Hiring/Designation of

handle, develop, and maintain dedicated personnel for

the centralized inter-office inter-office network and

communication

ADMINISTRATOR

Desired State

Funding Source of
Support/
t Expected Target Timeframe Requirements Process Technical
Output of Yr 1 Yr 2 Yr 3 Owner/ Office Assistance
Responsible
CapDev

155

communication for the network and communication
CLGU for the CLGU

COMPETENCIES

designated personnel for designated personnel is Roll-out / Orientation on th

inter-office network and technically proficient to usage of the Single Doma

communication lacks or has handle, develop, and maintain Network and Account

insufficient technical inter-office communication

proficiency and Single Domain Network

to be used by ALL Employees

of the City Government of

Tandag

MANAGEMENT SYSTEMS

Absence of Manual inter- presence and utilized Manual installation of Manual inter
office communication and inter-office communication office communication and
Single Domain Network to and Single Domain Network Single Domain Network to
be used by ALL Employees for CLGU be used by ALL Employee
of the City Government of of the City Government of
Tandag Tandag

ENABLING POLICIES

KNOWLEDGE AND
LEARNING

LEADERSHIP

OFFICE OF THE SECRETARY OF TH

Current State

he
ain

r-
o
es

HE SANGGUNIANG PANLUNGSOD

Desired State

156

Current State of Desired State of Capacity Development Expected Tar

Capacity Capacity Intervention Output Ca

STRUCTURE

OSSP staff are OSSP assigned Appointment of codification
personnel at the OSSP.
mostly JOs, with with personnel
Appointment of legislative
only 4 regular (plantilla reseacher at the OSSP
Creation of executive-
personnel manning position) to legislative coordinating body

all programs. perform

codification

functions.

Mostly reactive

enactments

Mostly reactive

enactments

COMPETENCIES

Most of the existing Highly trained Conduct of relevant training All general OSS
Staff
staff have no and on codification ordinances OSS
Staff
technical skill competent Networking with relevant codified in

relating to codification bodies/organizations that 2 years.

codification. personnel. can share codification

experiences.

f. Leniency of the Stricter Attendance to codification All general
Vice Mayor and the enforcement of
SP. codification task. seminar-workshops of the ordinances

VM, SPM and appropriate codified in

personnel. 2 years.

Mostly reactive Training of legislative
enactments
Mostly reactive reseacher'
enactments
Conduct of trainings for

barangay secretaries on

minutes taking and writing of

resolutions

MANAGEMENT Databank on Databank on ordinances in All general
SYSTEMS ordinances
place and used as ordinances
e. No periodic
review of references by the LGU and
ordinances.

Funding Requirements Process Source of
Yr 1 Yr 2 Yr 3
rget of Timeframe Owner/ Support/
apDev
Office Technical

Responsible Assistance

1st quarter 250,000.00 280,000.00 300,000.00 OSSP, VMO, CMO
VMO, CMO
2023-2025 HRMO

1st Quarter P OSSP

2023 25,000.00

SP 1st Quarter 150,000 SP VMO
f & SP 2023 SP VMO
SP
f & SP 2nd
Quarter
2023

1st Quarter OSSP VMO, CMO
2023
50,000.00 OSSP, Brgy. SPO
2nd Councils
Quarter
2023

157

Systematic filing developed and other authorities and the codified in
system still in functional. general public. 2 years.
progress.
Databank on ILIMS databank OSS
2. Systematic ordinances (ordinances,resolutions and
record developed and other legislative documents)
management still functional. systematically filed and used
on-going as references by the LGU
and other authorities and the
general public.

Codification of General
Ordinances

ENABLING Resolution Creating the
POLICIES TWG for Codification of
Ordinances
"Existing
ordinances:
1) not
systematically &
chronologically
arranged acdg to
subject;
2)
repealed/obsolete "

Codification of
general ordinances
not yet
implemented

KNOWLEDGE operational Conduct of strategic All general OSS
AND LEARNING strategy on planning and regular ordinances Staff
codification is in meetings on codification codified in
Enforceable place 2 years.
ordinaces are not
organized (not Codification Strategic Plan of OSSP All general OSS
easy to use and Program ordinances Staff
reference). institutionalized codified in
at OSSP 2 years.
c. Absence of
aggressive
codification

SP 2023-2025
50,000.00 60,000.00 70,000.00 Sec to the SP VMO & SPO

350,000 350,000 350,000

SP 1st quarter

f 2023-2025 OSSP, VMO,
250,000 HRMO
280,000.00 300,000.00 CMO

SP 1st Quarter OSSP VMO
f 2023 P

50,000.00

158

program Approved Attendance of CTO Certificate CTO
implementation Ordinance on Offic
Inavailability of the Revised Personnel to multiple SP of and
Local Ordinance Local Revenue emp
Code of Tandag Sessions and Public Hearing attendance
Examination of SP
Books of Accounts in relation to the approval of
are not yet OSS
implemented the code SP
Mostly reactive
enactments Implementation of

Mostly reactive Examination of Books of
enactments
4. Lack of CSO accounts
participation
Regular meetings of
executive-legisltive
coordinating body
Conduct of legislative
researches
a) CSO
Conference/Consultation

b) CSO attendance to
committee and public
hearings

LEADERSHIP Formulation of 3-year
Legislative Agenda
Mostly reactive
enactments

OFFICE OF THE

Current State

O 1 Year CITY Legislative
cials
TREASURER Body
ployees

50,000 50,000 50,000
Quarterly
OSSP VMO, CMO

Monthly OSSP, SPO SPO

SP & 2023-2025 Sec to the SP VMO & SPO

2023-2025 P 60,000.00 70,000.00
50,000.00

Sec to the SP VMO & SPO

1st Quarter 100,000.00 OSSP, VMO, CMO
2023 SPO

E VICE MAYOR

Desired State

159

Current State of Desired State of Capacity Capacity Development Exp
Capacity Intervention O

STRUCTURE Presence of designated or Creation of appropriate
hired personnel to handle position to handle
Administrative functions administrative concerns in administrative concerns in
are deferred in the absence of VM absence of VM
absence of VM
No legislative staff /
administrator of office
COMPETENCIES

MANAGEMENT
SYSTEMS

ENABLING POLICIES

KNOWLEDGE AND
LEARNING

LEADERSHIP

SANGGUNIANG

Current State
Current State of Capacity

Funding Source of
Support/
pected Target of Requirements Process Owner/ Technical
Output CapDev Office Assistance
Timeframe
Responsible
Yr 1 Yr 2 Yr 3

G PANLUNGSOD

Desired State
Timeframe Funding Requirements

160

Desired Capacity Expected T
State of Development Output C
Capacity Intervention

STRUCTURE

COMPETENCIES Training on
Development
SPO staff have diff levels of skills Legislation
and competencies, and areas of
complementation are not identified.

ENABLING POLICIES .Benchmarking
Team-Bldg
KNOWLEDGE AND LEARNING Monitoring &
Evaluation
SPMs are not able to see if addl govt
action is required, esp if long-term "1. Feedbacking
ramifications of the ordinance are Consultations
difficult to foresee. 2. Semi- Annual
"No feedback mechanism on: 3. Annual
Evaluations"
1) status of enforcement
2) effectiveness"

LEADERSHIP

Target of Yr 1 Yr 2 Process Owner/ Source of
CapDev Yr 3 Office Support/
Technical
Responsible Assistance

120,000 130,000 150,000

50,000 70,000 100,000

161

CAPACITY 2023-2025
DEVELOPMENT Tandag City
AGENDA CapDev Agenda

2023-2025

www.tandag.gov.ph
[email protected]
(086) 211-3033

E. MONITORING AND EVALUATION OF THE CAPDEV INTERVENTIONS AND
ITS LEGITIMATION

Step 8: MONITORING AND EVALUATING THE CAPACITY DEVELOPMENT
AGENDA PERFORMANCE

Using the Monitoring and Evaluation template, the participants were engaged
to formulate a monitoring and evaluation plan to ensure that the capacity interventions
will faithfully translate to their goals and objectives and to ensure that these same
interventions will leave a deeper impact on the community.

Sample Workshop Outputs Using M&E Template

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Step 9: LEGITIMIZING THE CAPACITY DEVELOPMENT AGENDA
Legitimizing the CapDev Agenda means making the plan legal for it to become

operational. It entails the participation of significant offices for its review, validation,
approval, and integration. In the case of Tandag, after finishing the draft CapDev
Agenda by the technical working group headed by the City Administrator, DILG,
CPDC, and the Office of Human Resource Management, it was submitted for approval
to the City Mayor’s Office. Upon her approval, the City Mayor submitted the document,
certified as urgent, to the Sangguniang Panlungsod requesting the body to review and
adopt the same through a resolution.

As of October 25, 2022, the submitted CapDev Agenda was on committee
review in the Sangguniang Panlungsod. As agreed during the action planning, the
adopted CapDev Agenda will then be presented to the City Development Council
(CDC). The CDC shall integrate the CapDev Agenda into the Local Development
Investment Program and the Annual Investment Program, particularly on budget
requirements, matching the listed capacity development interventions with a
corresponding budget allocation.

They hoped to finish the process before the local Sanggunian passed the
annual appropriation ordinance with the integrated culled-out CapDev Agenda for
2023.

Page | 274

VI. RECOMMENDATIONS/NEXT STEPS

Through the leadership of the local officials in coordination with the office of the
City MLGOO, the CDA Formulation Workshop of Tandag City was successfully
conducted. The process of categorizing their state of capacity and performance,
defining their goals and objectives, and identifying and prioritizing capacity-building
interventions was done through a careful assessment and evaluation of the LGU's
current and desired state, making use of the capacity pillars of the CapDev
Framework.

The facilitators commended the current leadership's effort and initiative to revisit
and formulate the City's CapDev Agenda for 2023-2025. At the height of the
implementation of full devolution and the challenges brought about by the COVID-19
post-pandemic era, it is fitting and indispensable for every local government unit to
revisit the internal capacities of its officials and employees. Their capacity and
performance to carry out their mandates are crucial in the midst of the emerging
challenges of times that the City faces in furthering its legacy of practicing good
governance. The recently conducted CDA formulation workshop was a timely and
informed response of LGU Tandag to prepare themselves for becoming champions of
proactive and effective governance.

Hence, to sustain the momentum and the enthusiasm of the LGU that was
established during the workshops relative to their willingness and readiness to take on
innovative capacity-building initiatives to further the LGUs' development, the
facilitators recommended the following moving forward:

 The CDA TWG shall pursue and consistently follow up on the status of the
review of the CapDev Agenda by the Sangguniang Panlungsod for their final
adoption through a resolution.

 Once adopted by the Sanggunian, the CDA TWG shall proceed with the
consultation meeting with the local development council per agreement during
the action planning. This ensures that the identified capacity interventions will

Page | 275

be integrated into the LDIP and AIP, particularly the ones implementable by
2023.

 With the upcoming formulation of the LGU's Comprehensive Development Plan
this December 2022, the CDA TWG shall ensure the integration of the CapDev
Agenda in the CDP.

 Improving the capacities and performance of the officials and employees would
be a continuous and growing effort if the local government units wanted to
become relevant and effective in the field of governance. With this, the
facilitators highly recommended that the LGU regularly revisit and reassess the
actual implementation of the CapDev Agenda for the LGU's faithful compliance,
possible updating, and to derive inputs for future planning.

 In connection with the above recommendation, it is also highly suggested that
the LGU will put a premium on monitoring and evaluation of its capacity
development agenda performance. The accountability of the LGU to faithfully
comply with the CapDev Agenda will be measured through effective monitoring
and evaluation, which is an essential component of the Capacity Development
Agenda implementation process.

Overall, the DILG, being at the forefront in providing capacity-building efforts
and initiatives to the local government units, shall strengthen its oversight functions to
ensure LGU's compliance with established plans, policies, and laws. This will also
strengthen the technical, administrative, and fiscal capabilities of the LGUs officials
and personnel.

Finally, the DILG shall initiate coordination with other national government
agencies, LRIs, Academe, CSOs, and other stakeholders to establish collaborative
efforts towards a unified, harmonized, and easily accessible market of capacity
interventions that they could provide to the local government units as active partners
in the pursuit of good governance.

Page | 276

Annexes

Page | 277