Executive Summary
The
True to our expectation in 2006, 2007
indeed is the year we harvest from some innovations and interventions that we
based in the last conduct of the LGPMs. For Calendar Year 2007 performance,
productivity and development indices are summed up as follows:
Table 1. Overall Average Performance Index.
|
Performance
Area |
Performance |
Productivity |
Development Condition |
Overall Performance Area Index |
|
Governance |
5 |
4.5 |
N/A |
4.75 |
|
Administration |
4.3 |
4.31 |
N/A |
4.31 |
|
Social
Services |
4.62 |
4.5 |
3.37 |
4.16 |
|
Economic
Development |
4.8 |
3.5 |
2 |
3.43 |
|
Environmental
Management |
4.2 |
4.5 |
3.33 |
4.01 |
What appear to be the major areas for
attention and action are:
On performance, or further building on overall administrative
capacities, the performance area-focus shall be environmental management with
an average index of 4.2, the lowest among the five performance area measured. The performance area of administration comes
close with an average index of 4.3, with particular emphasis on the service
areas of revenue generation. In terms of
the peace, security and disaster risk management, plan for this particular area
needs further improvement. In the
service area of Waste Management Pollution Control and Urban Land Quality, the
fair performance of the LGU reflects still mediocre approach on this aspect,
due to the lack of financial resources to really implement the essence of
ecological solid waste management act.
Insofar as local productivity is concerned, priority for action shall be the
following performance and service areas: local legislation has an average index of 3,
the lowest among the three service areas of governance. This is due to minimal
availability of codes in support of the social development, economic
development and environmental management.
As expected, with the fair result in terms of input in revenue
generation resulted into a fair and bad output the later in terms of
profitability of public enterprise which still remain a problem to be solved by
the LGU. In terms of revenue allocation and utilization, Orion is almost at the
ceiling for personal services. Productivity
in the following service areas scored almost at the benchmark thus attention much
also be focus on the following, health and nutrition, housing and basic utilities(social services),
agriculture and fishery development (economic development), and waste
management(environmental management).
On the other hand, fair score obtained
in development conditions in social
services, particularly in the service area of education the result is below
benchmark, the one performance indicator really needs attention. In the performance area of economic
development, especially in the service areas of agriculture and fisheries
development and entrepreneurship, business and industry promotion, require full
and immediate attention. It has to be
underscored that investments or interventions have to be made or done not on
condition per se but rather on the factors or circumstances that have helped
engender such a state of development.
The level of effort which brought
about desirable performance or condition in the areas of health and nutrition,
housing and basic utilities and in solid waste management at least for absence
uncollected garbage has to be sustained.
Problematic areas have to be given
full consideration. Otherwise, the pace
of development and change will be hindered by such problems. Starting on the ensuing year, the following
initiatives shall be pursued: in the service area of education in particular on
tertiary education, the technical working group believes that the data provided
by the CBMS survey, being the only available source does not captured the true
picture in the municipality as this is limited to those enrolled in lone
tertiary school in the municipality, while majority of those in the tertiary
level were either in Balanga City or somewhere else outside the
municipality. As CBMS survey is look
upon as the most comprehensive tools to establish the municipal databank, this
particular indicator will be consider for the next round of CBMS survey administration.
In the performance area of economic
development obviously problematic areas are the percentage
of irrigated land vis-à-vis the total agricultural land which is only 20%, with
this the agriculture office must focus on this with the local leadership to tap
linkages with concerned government and funding agencies as cost of this
infrastructure type is almost always beyond the capacity of the LGU belonging
to 3rd and below income class.
Another area that the agriculture office must focus on is the local fish
catch both in municipal and inland waters.
In consonance with the CBMS survey
finding result on unemployment is a confirmation of the finding of the said
survey. Income per capita income should
likewise be improved.
Figure 1. Overall Average Performance Index
The
figure above shows that in terms of input infuse by the LGU in the forms of
organizational structure, policies, manpower complements and infrastructure
hardware needed it is within its desired state except for some that needs to be
re-assess to make it responsive to the need of the LGU. In the area of administration, the low input
can be attributed to revenue generation, the indicator use is the cost
collection ratio where in terms of the cost of input in the form of manpower
salaries, strategies to increase its collection failed to collect the expected
revenue, meaning our expenses is bigger than what we are suppose to collect.
The
performance area of social services, in the indicator peace, security and
disaster risk management, the score of 3 can be
attributed to the low quality of disaster management plan of the municipality.
The
failure of the Solid Waste Management Board to dispatch its functions as
manifested by the lack of quality Solid Waste Management Plan slashed away some
points in this performance area.
The
extent and quality of essential public services delivered by the LGU for the
year under review is generally good except in the performance area of economic
services at 3.5. The attributing factors
are low membership of fisher folks to cooperative or other collective
organization, and the low percentage of fishing households from agricultural
extension and on-site research services facilities as reported by the Municipal
Agriculture Office.
The
development condition of the LGU is still far from its desired state, with the
fair performance in both social economic services and environmental management,
worst is the performance in economic development. The result of these areas needs immediate
attention if the LGU is serious to really uplift the living condition of its
people.
Part
1. The State of
Preliminary
Statement
The State of
Local
Government Capacity in CY 2007
For the profile year under review, the
obtaining capacity level of the Municipal Government of Orion was:
Table 2. Overall Performance Index – State of
|
Performance
Area |
Performance
Index & Adjectival Equivalent |
|
Governance |
5 |
|
Administration |
4.3 |
|
Social
Services |
4.62 |
|
Economic
Development |
4.8 |
|
Environmental
Management |
4.2 |
|
Overall Performance
Index |
4.58 |
The Municipal Government of Orion, as
indicated in Table 2 has an over-all Performance Index of 4.58 or by adjectival
equivalent it’s very good. In all
performance area the municipality has performed very well, 4.2 for environmental
management being the lowest; the performance area of governance is perfect
score of 5.
Capacity-Ensuring
and Reinforcing Factors
The
meager resources of the municipality the
bulk of which is in the form of internal revenue allotment (IRA) and local
taxes is not enough to sustain needed capacity for local operation, reinforcing
factors is the linkage the this local administration has established to tap
outside resources to finance its priority programs, projects and activities.
The high score in the five
performance area reflects the level of competence among the municipal personnel
both the managerial and rank and file level.
This high performance index likewise represents the high level of understanding
of the functions of each of the personnel must deliver.
The high score likewise
indicates the effectiveness of the various mechanism, systems and procedures
installed in both the executive and the legislative branch.
For over the years, the
mediocrity that exist the bureaucracy is slowly being replaced with
responsiveness and competency.
The POs/NGOs open engagement in the various sectors
of the local government unit ensures participation and transparency which are
some of the very essence of good governance.
Efforts made to formulate basic
development plan is now starting to reap the fruit of its toil.
Some factors that gives
bright direction for Orion is the establishment of municipal database through
the CBMS, which provide for accurate data that pointing to the real and
immediate problem that must be addressed by the present local leadership.
Initiatives on
computerization is now reaping the fruit of its investments, though is has not
attained the target as the eRPTS and eBPLS is still on progress. This early some inspiring result keeps the
LGU in pursuit to really use that software to the advantage of the
municipality.
Capacity-Hindering
Factors
Despite the improvement in
the fiscal management of Orion as proven by its reclassification to a third
class municipality, its meager resources remain to be a challenge to reckon
with to pursue programs, project and activities such as those in response to
solid waste management. It is good that
the municipalities has established linkage however LGU must gradually attain
self-sufficiency by revitalizing sources of local taxes, attracting investment
that will eventually translate into additional revenue for the municipality’s
coffer and creation of more job opportunities for the constituency.
Efforts of the local
government unit to make itself abreast with the call of the present time
despite being bullish of the present administration is meet with some setback
in terms of the effectiveness of the systems adopted and the adamant attitude
of some personnel who don’t even hope to learn basic computer operation.
Comparative Performance
Levels, CYs 2005-2007
The capacity levels of the Municipal
Government of Orion for the years, 2005, 2006 and 2007 are summarized below.
Table 3. Comparative Performance Indices – State of
Performance (CY 2005-2007)
|
Performance
Area |
Performance
Index & Adjectival Equivalent |
||
|
2005 |
2006 |
2007 |
|
|
Governance |
4.33 |
4.44 |
5 |
|
Administration |
4.55 |
4.64 |
4.3 |
|
Social
Services |
4.26 |
3.86 |
4.62 |
|
Economic
Development |
4.67 |
4.58 |
4.8 |
|
Environmental
Management |
3.75 |
3.75 |
4.2 |
|
Overall Performance
Index |
4.31 |
4.25 |
4.58 |
By
comparison using the timeline, the year 2007 performance is excellent compare
to 2005 and 2006. The 2006 performance
in comparison to 2005 is lower, while it bounces back in 2007 at 4.50
Table
3 shows the Comparative Performance Indices – State of Performance from
2005-2007, in the performance area of social services from the 2005 score of
4.26 which is good by its adjectival equivalent, it went down to 3.86 this is
fair by adjectival equivalent, based on the data gathered in 2006,intervention
were re-focused thus tremendous improvement has achieved in 2007.
In
the performance area of environmental management, specifically in solid waste
management 2005 and 2006 reflects that there seems to be no intervention made,
in consideration to this in 2007 some measure to address the problem has been
made though much has still to be done to really improved the municipalities
performance in terms if the implementation of the Republic Act 9003 or the
Ecological Solid Waste Management Act.
Priority Areas for
Action
Although the overall performance index
is very high at 4.58, which means all performance areas must be sustained or
maintained. However, ranking the five
performance areas, environmental management and administration rank 1 and 2,
which mean that focus be made on this area. In terms of administration effort
should be exerted on revenue generation.
The Solid Waste Management Board should be made functional, and the
first task must formulate a comprehensive and responsive solid waste management
plan. In term of legislative action, environmental code of the municipality has
still to be passed.
Figure 2.
Figure 2 shows graphical comparison of
the five performance area for a given timeline.
Looking at the graph above in term of input much has been infuse in
almost all performance areas in 2007 except for administration.
Part 2. The State of
Preliminary
Statement
Again, it is to be understood that in
this report, State of
Local Government
Productivity
In Calendar Year 2007
For the year that passed, local
government productivity is summarized, thus:
Table 4. Overall Productivity Index – State of
|
Performance
Area |
Productivity
Index & Adjectival Equivalent |
|
Governance |
4.5 |
|
Administration |
4.31 |
|
Social
Services |
4.5 |
|
Economic
Development |
3.5 |
|
Environmental
Management |
4.5 |
|
Overall Productivity Index |
4.26 |
It appears that the Municipal
Government of Orion has higher productivity levels in almost all performance
areas with a score range between 4 to 5, except for economic development
performing just fairly well at 3.5.
Public enterprise like the market and
the slaughterhouse has still to find the solution to make it self-sufficient or
profitable less contribute to the coffer of the municipality.
Budget allocation on personal services
although it is still within the limit provided by the law has almost reached
the ceiling, this reflects that the municipality has no more room to hire for
much needed manpower, thus the only option remain is to make the existing
manpower complement responsive to the needed skills and competencies by the
bureaucracy by exposing them to training and seminars.
In the area of health and nutrition,
looking at the indicator percentage of women provided with pre-natal care with
the score of 3 or fair is attributable to the reluctance of women to really
avail of the services provided by health centers due to negligence, ignorance
and sometime the lack of time as they are pre-occupied with the needs of their
family.
In housing and utilities, the data
measured which result to a score of 3 does not reflect in ineffectiveness of
the program of the municipality, it scored 3 or fair because during the timed
it was gauged the Gawad Kalinga Shelter
Project which provide shelter for less fortunate has just began thus almost
half of the total shelter targeted has been completed so far.
The low score can be attributed to low
percentage of fisher folk involvement with cooperative or other organized
group, low percentage of farming household in extension and on-site services,
as well as minimal existence of access road connecting farm production areas to
the nearby market.
Figure 3. Overall State
of
Productivity-Ensuring
and Reinforcing Factors
The improvement made in terms of
productivity in the five various performance areas can be attributed to several
factors: In terms of transparency which
is one basic element of good governance, plans, program and activities were
made available through the www.udyong.com
the official website of the municipality.
The recognition of the present
administration on the crucial role of the people’s organization and
non-governmental organization, as they become part and parcel of all the
development initiatives has facilitate an open and easy communication between
the LGU and its constituents.
The initiative for development
planning though the formulation of various plans as mandated by the Local
Government Code is another reinforcing factor that ensures productivity in the
municipality.
Another major productivity-ensuring
and reinforcing factor that initially ensures and will long ensure the progress
of Orion is its initiatives towards information and communication
technology. With the continuous effort
to provides for needed computer
technology such as up-to-date and accurate database, record and connectivity
and linkage to the world, expectation is geared towards a much improved
delivery of basic services to the people especially those target areas that
needs to be prioritized.
Productivity-Hindering Factors
The areas which can be considered a
waterloo for the municipality for the year under review are revenue generation,
resource allocation and utilization in the performance area of administration,
and agriculture and fisheries development in the performance area of economic
development.
In revenue generation, some factor are
the internal administrative system, market lessee oftentimes does not cooperate
with the innovation introduce by the local government.
As mentioned, the presence of still mediocre
human resource becomes as setback in achieving the goals of the municipality in
terms of increasing or improving fiscal efficiency.
Some farmers or farm household are not
open to some technological transfer does even if the agriculture office is keen
to linkages that will provide this technology, finding target beneficiaries
becomes the bottleneck of the concerned local offices.
Comparative Productivity
Levels,
CYs 2005-2007
The productivity levels of the
Municipal Government of Orion for the years, 2005, 2006 and 2007, are
illustrated as follows:
Table 5. Comparative Productivity Indices – State of
|
Performance
Area |
Productivity Index & Adjectival Equivalent |
||
|
2005 |
2006 |
2007 |
|
|
Governance |
3.83 |
4 |
4.5 |
|
Administration |
3.72 |
3.82 |
4.31 |
|
Social
Services |
3.42 |
2.79 |
4.5 |
|
Economic
Development |
4 |
3.50 |
3.5 |
|
Environmental
Management |
3.25 |
4.50 |
4.5 |
|
Overall Performance
Index |
3.64 |
3.72 |
4.26 |
Priority
Areas for Attention
The identification and prioritization
of problem areas in 2005 and 2006 result to some inspiring improvement in 2007
as manifested by a much improved score of 4.26 in 2007 compare to 3.64 and 3.72
in 2005 and 2006 respectively. As in the
past years we shall continue to identify priority areas and focus on it while
maintaining what we already have achieved, to wit:
1.
Continuous
improvement on public enterprise in particular, the public market and
slaughterhouse to attain self sufficiency and eventually turn this enterprise
as one of the bankable source of revenue for the municipality.
2.
It has been the plan of the local chief
executive to transform the present manpower of the municipality to one that is
more responsive to the needs of its constituency, however, with the present number
almost reaching the ceiling all it can do is to expose employees tom training
and adopt a merit system that will re-orient employees to update their
knowledge and keep abreast with the call of the present time. Plan of re-organization too is being considered
as human resource is the most important and crucial part of the
bureaucracy.
|
Preliminary
Statement
As captured in this report, State of
For the year that passed, development
conditions in the Municipal Government of Orion can be briefly described as
follows:
Table 6. Overall
Development Index – Sate of Development
|
Performance
Area |
Development
Index and Adjectival Equivalent |
|
Social
Development |
3.37 |
|
Economic
Development |
2 |
|
Environmental
Management |
3.33 |
|
Overall Development
Index |
2.90 |
Form
the table above, it appears that the Municipal Government of Orion was not able
to achieved the desired goal it wants to achieved based on the result of the
three performance area, it average score is 2.90 with the economic development
with the lowest score of 2 or very much below the benchmark.
The
low completion rate in tertiary education is not primarily a result of the
absence of tertiary institution in the municipality, as per assessment on the
data gathering conducted, those college student enrolled outside the
municipality which account for the bulk of the college student was not capture,
thus this particular result is not indicative of the real situation on the
particular indicator in service area of education.
The
worst performance in the performance area of economic development can be
attributed to low percentage of irrigated land over total agricultural land,
what’s ironic though is that the municipality has very high crop yield. Another
area that needs to be looked up to is the low local fish catch in municipal and
inland waters.
State
of
Relative to social development,
indices in four service areas are shown below:
Table 7. Social Development Index
|
Service
Area |
Development
Index and
Adjectival Equivalent |
|
Health
and Nutrition |
4 |
|
Education |
3.5 |
|
Housing
and Basic Utilities |
4.5 |
|
Peace,
Security and Disaster Risk Management |
3 |
|
Social Development
Index |
3.75 |
Table
7 shows the Social Development Index of the Municipal Government of Orion with
the score of 3.75 or by adjectival rating is fair. Of the four service areas
two perform well or above the benchmark with rating ranges from 4 to 4.5 and the
remaining to two performing just within the benchmark at score range of 3 to
3.5.
The
two service areas that perform above the benchmark are health and nutrition and
Housing and basic utilities. Performing
within the benchmark is Education and Peace, Security and Disaster Risk
Management. In Health and Nutrition, morbidity rate and mortality rate
indicators account for fair performance.
Accordingly, it was due to the lack of cooperation of the target sector,
the pregnant women that pull down the performance in this service area. In addition the high mortality rates another
factor why Orion did not perform that well in this area. It is not because of the high number incident per se but more so because the total population used
as basis for computation given by the provincial is quite high, thus corrective
measures as to this data will be acted accordingly based on the NSO Census of
Population conducted August 2007 due to dissemination in 2008.
State
of Economic Development
In economic development, indices in
two service areas are indicated below:
Table 8. Economic
Development Index
|
Service
Area |
Development
Index and Adjectival Equivalent |
|
Agriculture
and Fisheries Development |
2.5 |
|
Entrepreneurship,
Business and Industry Promotion |
1 |
|
Economic Development
Index |
1.75 |
Table 8 indicates a worst state of
economic development for the Municipal Government of Orion. Although in terms of crop yield Orion
performs pretty well despite a very low percentage in irrigated land over the
total agricultural land, once this service area has been addressed one can just
imagine its implication over the economic development of our farmer less the
whole constituency.
The low result of 1 in service area of
entrepreneurship, business and industry is a confirmation of the results of
CBMS survey conducted in mid of 2006, where unemployment rate in Orion is very
high. Business or investment locator is
minimal, however with San Miguel coming in as it invest in model broiler farm
in agro-industrial site of General Lim, it is expected that more investment
would follow over the years.
State
of the Environment
Insofar as the environment is
concerned, service area indices are as follows:
Table 9. Environmental Index
|
Service
Area |
Development
Index and Adjectival Equivalent |
|
Natural
Resources Management |
3 |
|
Waste
Management, Pollution Control and Urban Land Quality |
4 |
|
Environmental Index |
3.5 |
The Environmental index of 3.5
signifies not more robust action has still to be exerted in this sector, while
action on solid waste management is being undertaken as a result of its bad
performance for the past years, natural resources should not be left
behind. Effort on tree planting along
the stretch of
Priority
Areas for Attention
As
mentioned, areas that need priority attention is the greening of forest and
coastal areas, with emphasis on sustaining what have been undertaken. Mangrove planted in the past often did not
grow to reach its maturity stage.
While
initial action has been taken to comply with the mandate of R.A. 9003, the
municipal government must ensure its implementation in accordance with the Safe
Closure and Rehabilitation Plan approved by the Environmental Management
Bureau.
|
As stated in previous State of the
Local Governance Report (SLGR 2006), priority in the form of program, project
and activities varies in timeline, meaning there are PPAs which extend beyond
one year, but should not be more than one political term to ensure continuity.
Hereunder are the priority strategies already in the pipeline for
implementation.
§
Continuous
implementation of the substance and essence of the Information System Strategic
Plan (ISSP) in pursuit to fully computerize local government operation. With the eRPTS database build up nearing
completion, effort to fully operationalize this must be undertaken. Already in the pipeline for implementation
are eBPLS, CHITS, FITS, and eTOMS
§
With
the approval of the Safe Closure and Rehabilitation Plan by the Environmental
Management Bureau, enchancement will be undertaken to comply with financing
agency to implement closure of existing dumpsite and provide for one cell
sanitary landfill that would accommodate municipality’s solid waste within the
10-years time. In addition establishment of a Material Recovery Facilities and
Composting Area and Waste reduction
Scheme as to be included in the 10 year Solid Waste Management Plan.
§
Development
of Project Proposal in response to the problem areas or findings based on the
Community Based-Monitoring System (CBMS), priority of which concerns with
unemployment, education, health and nutrition, natural resources management and
solid waste management.. This will
extend to barangay to ensure that problems areas are properly addressed to.
§
Updating
of Investment Incentive Code to make it more attractive to prospective
investor. To further boost investment to
achieve the desire state of making Orion and agro-industrial and development
gateway, provide for needed infrastructure facilities.
§
Implementation
of Personnel Development program in response to the demand of continuing
improvement of delivery of basic services for capacity development.
§
Formulation
of Child and Youth Code, Local Development Plan for Children and Investment
Plan to qualify the municipality in the next years most child –friendly
municipality contest.
§
Continuous
implementation of the Health for all Program
§
Implementation
of education fro all program to increase participation rate in both elementary,
high school and tertiary level, the later to include plan for the establishment
of extension campus of the BPSU in Orion.
§
Implementation
of PPAs based on the CBMS of every barangay in response to the call of the of
the UN for the localization of the Millennium Development Goals.