2.

Performance Area Administrative Governance

Service Area

LGPMS

SCALOG

2.1 Local Legislation 1. 2. Quality of the Legislative Agenda Quality of the Legislative Tracking System 1.2.1 Organization and Staffing 1.2.1.1 The LGU has an active Sanggunian that: 1.2.1.1.1 has full membership (per RA 7160, Sec. 446 for municipalities, Sec 457 for cities; and Sec. 467 for provinces). 1.2.1.1.2 holds regular session at least once a week.

3. Presence of Updated Codes in Support of Administrative Functions, Regulatory Mandates, Corporate Objectives, Social Development, Economic Development and Environmental Management 4. Percentage of ordinances over total enactments

1.2.1.1.3 performs mandated functions (per RA 7160, Sec. 447 for municipalities, Sec. 458, for cities, and Sec 468 for provinces). 1.2.1.1.4 Observe parliamentary procedures/internal rules and procedures in legislation 1.2.1.2 The LGU has a functional and capable office of the Secretary to the Sanggunian that: 1.2.1.2.1 has a fulltime secretary performing functions as mandated by Section 469 (c) (1)-(9) and (d) of RA 7160 1.2.1.2.2 has officers/employees who are they able to: 1.2.1.2.2.1 Conduct legal research to support, clarify and refine proposed legislations 1.2.1.2.2.2 Draft ordinances and resolutions 1.2.1.2.2.3 Aware of the parliamentary procedures/internal rules and procedures in legislation 1.2.3.1 Minutes of meetings and decisions made are posted at a prominent place in the provincial capitol, city/ municipal hall. 1.2.3.2 Minutes of meetings and decisions made are delivered to stakeholders concerned. 1.2.3.3Sanggunian decisions are published in the local paper and/or broadcast over local radio on a regular basis. 1.2.4.1The Sanggunian identifies issues that are not adequately addressed through existing laws, regulations and ordinances 1.2.4.2 Legislative enactments are reviewed at least once every 3 years.

1.2.3 Transparency

1.2.4 Management Systems

1.2.4.2.1 The review determines whether laws, regulations or ordinances provide the sufficient authority to carry out services 1.2.4.2.2 The review determines the impact of existing laws and regulations on the community 1.2.4.2.3 The review assesses the opinions of citizens. 1.2.4.2.4 The review determines what laws and regulations require updating. 1.2.4.2.5 The review assesses compliance with laws and regulations. 1.2.5 Participation 1.2.5.1 The Sanggunian conducts public hearings and other fora to elicit input and feedback of stakeholders affected by a proposed legislation. 1.2.5.2 Citizen participation or input has resulted in changes in the local legislation process. 1.2.5.2.1 If so, cite a case:

1.2.5.3 The LGU has a formalized mechanism for citizen participation in local legislation, such as a peoples council in which accredited NGOs and peoples organizations are members. The peoples council is empowered to propose legislation, participate in debates and vote at the committee level of the Sanggunian. Such mechanism is institutionalized through an ordinance. 1.2.6 Continuous Improvement/ Innovation 2.2 Development Planning
2.1.1 Organization and Staffing 1. Functionality of the Local Development Council 2. Quality of database for development planning 3. Quality of the Comprehensive Development Plan or Provincial Development and Physical Framework Plan 4. Quality of the Comprehensive Land Use Plan 5. Quality of the Annual Investment Program 2.1.1.1 There is a Local Planning and Development Office. 2.1.1.2 There is a full-time Local Planning and Development Coordinator. 2.1.1.3 The officials and staff of the Planning and Development Office are capable of providing technical assistance in the formulation or updating: 2.1.1.3.1 The Land Use Plan 2.1.1.3.2 The Zoning Plan (with its related Maps and Ordinance)

The LGU has introduced improvements or innovations in its legislative process.

6. Presence of the Executive and Legislative Agenda

2.1.1.4 The officials and staff of the Planning and Development Office capable of assisting the Local Development Council to formulate the: 2.1.1.4.1 Comprehensive Development Plan 2.1.1.4.2 Medium-Term Plan 2.1.1.4.3 Annual Public Investment Program 2.1.1.5 The Local Development Council has been convened. 2.1.1.6 The LDC is composed according to the provisions of RA 7160 (see last page) 2.1.1.7 The Planning Office is serving as the Secretariat for the LDC. 2.1.2.1 The LDC and the Legislative Council have agreed on local investment incentives to promote the inflow and directions of private investment capital. 2.1.2.2 The Sanggunian has passed legislation supporting efforts to make development planning more transparent and participative (e.g. expanding the sectoral representation requirements). 2.1.3.1 Records of LDC meetings are made available to the members of the LDC and to the general public. 2.1.3.2 Information on LGU plans and programs are made available to the public. 2.1.3.3 It is easy to retrieve or access information from databases used for Development Planning. 2.1.3.3.1 Please describe the process by which an ordinary citizen can view these data. 2.1.4.1 The LGU practices the local development planning process or cycle. 2.1.4.2 The LGU or the LDC coordinates the implementation of various development projects. 2.1.4.2.1 Describe the way/s in which the LGU/LDC does this coordination. 2.1.4.3 The LGU has procedures and mechanics for plan or program monitoring and evaluation. 2.1.4.4The LGU, through the LDC, implements a process of monitoring or evaluation of programs and projects. 2.1.4.5 The LDC has held meetings at least twice a year. 2.1.4.6 The LGU uses databases supporting local development planning. 2.1.4.7 These databases contain the following types of data: 2.1.4.7.1 Attribute, category, classification or other qualitative information in text 2.1.4.7.2 Quantitative or statistical information 2.1.4.7.3 Geographical or spatial information 2.1.4.8 The level of reliability of the databases used for Development Planning can be described as: 2.1.4.8.1 Complete 2.1.4.8.2 Up-to-date 2.1.4.8.3 Accurate 2.1.4.8.4 Consistent

2.1.2 Legislative Support and Other Enabling Mechanisms

2.1.3 Transparency

2.1.4 Management Systems

2.1.4.9 The LGU or the LDC reviews the development plan at least every 3 years. The review includes: 2.1.4.9.1 an assessment of outcomes and/or consequences. 2.1.4.9.2 a plan to alert stakeholders on unintended consequences. 2.1.4.9.3 stakeholders, including those affected by the plan. 2.1.5.1 The formulation of development policies, plans and programs is participatory. 2.1.5.1.1 In what way are these processes participatory? Continuous accreditation of NGOs, POs, PS 2.1.5.2 Citizens can ventilate their concerns and sentiments on community issues. 2.1.5.2.1 How? Pulong/pulong/Brgy assesmbly 2.1.5.3 The LGU has a formalized mechanism for citizen participation in development planning, such as a peoples council in which accredited NGOs and peoples organizations are members. Such mechanism is institutionalized through an ordinance. 2.1.6 Continuous Improvement/ Innovation 2.1.6.1 The LGU learned to apply Information and Communications Technology, such as Geographic Information Systems, to facilitate Development Planning.

2.1.5 Participation

2.3 Revenue Generation 1. Efficiency of the system on local government-imposed or collected taxes, fees and charges 2. Quality of the Comprehensive Revenue Generation Plan 3. Total Revenue Collection Cost to Total Revenue Collected 4. Real Property Tax Accomplishment Rate 5. Percentage of Locally Sourced Revenues to Total LGU Income 6. Percentage of Regular Revenues to Total LGU Income
2.2.2 Legislative Support and Other Enabling Mechanisms 2.2.1 Organization and Staffing 2.2.1.1 The LGU have a Local Finance Committee that:

2.2.1.1.1 has the membership as stipulated in Sec 316 of RA 7160 (see last page) 2.2.1.1.2 is performing all functions as mandated in Sec 316(a)-(h) of RA 7160 (see last page) 2.2.1.2 Officials and employees in this service area have the necessary knowledge and skills to: 2.2.1.2.1 develop plans and programs for revenue generation 2.2.1.2.2 identify revenue sources other than local taxation and government allotment. 2.2.2.1 There is a standing committee in the Legislative Council focusing on revenue generation. 2.2.2.2 The Sanggunian has enacted ordinances or adopted resolutions that grant franchises and enact ordinances as authorized by Book II. 2.2.2.3 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding revenue generation consistent with other existing laws and ordinances.

2.2.3 Transparency

2.2.3.1 There are public announcements regarding LGU services and requirements related to revenue generation. 2.2.3.2 The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 2.2.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 2.2.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 2.2.4.1 There is a system for real property tax assessment and collection in place. 2.2.4.2 The LGU has a low cost to tax collection ratio (preferably <1.0). 2.2.4.3 The LGU has organized a Board of Assessment Appeals (Sec. 227) 2.2.4.4 The LGU generates revenues from other sources than local taxation and government allocation (e.g., foreign assistance, grants, fund-raising operation, etc.). 2.2.5.1 The LGU involves the active participation of local officials and other key sectors in information dissemination to ensure that people are properly consulted prior to the collection of new revenue generation measures and to ensure that taxpayers are updated with the schedule of market values used for assessment. 2.2.5.2 The local community is involved in the: 2.2.5.2.1 Formulation of plans/programs the community provides substantive inputs to the development/ design of plans/ programs in this service area. 2.2.5.2.2 Implementation of plans/programs the community has an active role in executing plans/ programs in this service area. 2.2.5.2.3 Monitoring of plans/ programs the community plays a key role in monitoring the implementation of plans/ programs in this service area 2.2.5.2.4 Evaluation of programs the community plays a key role in assessing completed plans/ programs in this service area. 2.2.5.3 Citizen participation or inputs have resulted in changes in revenue generation. 2.2.5.3.1 1 If so, cite a case: participation in blood letting, immunization, etc. 2.2.5.4 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance.

2.2.4 Management Systems

2.2.5 Participation

2.2.6 Continuous Improvement/ Innovation

2.2.6.1 The LGU has applied Information and Communication Technology to the real property tax assessment and collection process. 2.2.6.2 The LGU applied Information and Communication Technology to the business tax assessment and collection process. 2.2.6.3 The LGU has introduced other innovations in revenue generation. 2.2.6.3.1 Describe these innovations: 2.2.7.1 The appropriate signage and process flow charts to assist taxpayers are installed. 2.2.7.2 The LGU has streamlined its real property tax assessment and collection process in terms of reduction in: 2.2.7.2.1 Processing/ transaction time 2.2.7.2.2 Number of requirements 2.2.7.2.3 Number of signatories 2.2.7.2.4 Number of steps 2.2.7.3 The offices of the Assessor and Treasurer have their own, or are part of the LGUs, institutionalized program for sustained service improvement: 2.2.7.3.1 It has formulated its service vision, values and strategies 2.2.7.3.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 2.2.7.3.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 2.2.7.3.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 2.2.7.3.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

2.2.7 Customer Service

2.4 Resource Allocation and Utilization 1. 2. 3. 4. Quality of the Annual Budget Per Capita Expenditure Personal Services Ratio Debt Service Ratio
2.3.2 Legislative Support and Other Enabling Mechanisms 2.3.1 Organization and Staffing 2.3.1.1 There is a Budget Officer for the LGU. 2.3.1.2 There is an appointed Budget Officer for the LGU providing technical assistance in: 2.3.1.2.1 Preparing an Executive Budget 2.3.1.2.2 Executing the Budget 2.3.2.1 There is a standing Committee in the Legislative Council that attends to budget-related concerns.

2.3.2.2 The Sanggunian has enacted ordinances or adopted resolutions that generate and maximize the use of resources and revenues for the development plans, program objectives and priorities of the LGU (Sec 458 (a)(2) for cities; Sec 447 (a) (2) for municipalities; Sec 468 (a) (2) for provinces). 2.3.2.3 Aside from the Annual Budget Ordinance and Resolutions appropriating funds, the Legislative Council has passed other legislation regarding the preparation and execution of the Budget. 2.3.3 Transparency 2.3.3.1 Within 30 days from the end of each fiscal year, the local treasurer, accountant, budget officers and other accountable officers post in at least 3 publicly conspicuous places in the LGU a summary of all revenues collected and funds received in the previous year including the appropriations and disbursements of such funds. (Sec. 352) 2.3.3.2 Records and other public documents related to the budget (e.g., preparation and allocation) are open and easily accessible to the public. 2.3.4 Management Systems 2.3.4.1 The LCE issues a Budget Call to all Departments and Offices. 2.3.4.2 The Budget Officer accounts for all projected revenues in the Annual Budget. 2.3.4.3 The Budget includes all allocations mandated in Sections 308, 309 and 314 of RA 7160 and other statutory obligations, such as the calamity fund. (see last page) 2.3.4.4 The priorities of the Local Development Plan are reflected in the Budget. 2.3.4.5 The LGU has a budget monitoring system. 2.3.4.6 The LGU prepared and submitted an executive budget to the Sanggunian not later than the 16th day of October of the current fiscal year. 2.3.4.7 The LGU has appropriated 20% of the annual Internal Revenue Allotment for development projects and furnished the DILG copies of the local development plan (Sec 287) 2.3.4.8 The debt repayment allocation in the budget less than or equal to twenty percent (20%) of the Annual Budget. 2.3.4.9 The LGU Budget approved on or before December 30. 2.3.4.10 Aside from financial resources, the LGU is mobilizing other resources, such as sweat equity, volunteer work, etc. (see last page) 2.3.5.1 The general public, or sectors of civil society through the LSB, are involved in the preparation of the budget. 2.3.5.2 Their participation or inputs have resulted in changes in the budget. 2.3.5.2.1 If so, cite a case:

2.3.5 Participation

2.3.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance. 2.3.6 Continuous Improvement/ Innovation 2.3.6.1 The LGU has improved or introduced innovations in the budgeting process. 2.3.6.1.1 Describe this improvement/ innovation: Use of E-budgeting.

2.5 Customer Service - Civil Application 1. Quality of Customer Service in the processing of Civil Registry Documents 2. Quality of Customer Service in the processing of Real Property Documents 2.6 Human Resource Management and Development 1. Quality of Human Resource Management 2.4.1 Organization and Staffing and Development
2.4.1.1 The LGU has a duly appointed human resource management and development office or officer. 2.4.1.2 The officials and employees of the HRMD are capable of conducting: 2.4.1.2.1 Workforce assessment 2.4.1.2.2 Recruitment and selection 2.4.1.2.3 Training and Development 2.4.1.2.4 Performance Evaluation 2.4.2 Legislative Support and Other Enabling Mechanisms 2.4.2.1 There is a standing committee in the Legislative Council attending to human resource management and development. 2.4.2.2 There is a Sanggunian resolution defining the composition of the personnel selection board. 2.4.2.3 The Sanggunian has appropriated funds for human resource programs. 2.4.2.4 The Sanggunian has enacted mandated ordinances or resolutions. (see last page) 2.4.2.5 Aside from the mandated Ordinances and Resolutions, the Sanggunian has passed other legislation regarding human resource management and development. 2.4.3 Transparency 2.4.3.1 Notices of vacancies are posted in at least (3) conspicuous public places in the LGU for a period of not less than fifteen (15) days. 2.4.3.2 The Personnel Selection Board is able to assist the local chief executive in ensuring the judicious and objective selection of personnel for employment or promotion.

Customer service indicators are distributed along other service areas

2.4.3.3 The LGU has a transparent process for human resource selection (i.e., position requirements are clearly identified and communicated; vacancies are posted publicly; and assessment techniques, such are interviews or tests, are used to ensure selection decisions are based the requirements of the job). 2.4.3.4 The LGU a transparent process for promotion (i.e., position requirements are identified and communicated; vacancies are posted publicly; and assessment techniques, such are interviews or tests, are used to ensure promotion decisions are based the requirements of the job). 2.4.3.5 Performance standards are displayed publicly to reinforce employee accountability for achieving them. 2.4.4.1 The LGU has a human resource development plan that is up to date and fully implemented. (see last page) 2.4.4.2 There LGU has clear and fully implemented guidelines on human resource selection. 2.4.4.3 There LGU has clear and fully implemented guidelines on promotion. . 2.4.4.4 Performance evaluation is regularly conducted in the LGU. (see last page) 2.4.4.5 Sanctions for continuing poor performance are clear and enforced. 2.4.4.5.1 Please describe these sanctions 2.4.4.6 The LGU has conducted a workforce assessment within the past 3 years. 2.4.4.7 Organizational improvements have been made as a result of the workforce assessment. (see last page) 2.4.4.8 The LGU has developed its own performance evaluation system that is customized according its needs, e.g., multi-rater approach where performance feedback comes from subordinates and/or customers. (see last page) 2.4.4.9 Employees are involved or encouraged to participate in developing performance standards. 2.4.4.10 The LGU has a mechanism/s for clarifying and communicating work responsibilities of individual employees (such as written job descriptions, regularly meetings to clarify roles and responsibilities, or performance planning sessions). 2.4.4.11 The LGU uses different forms of reward and recognition for good performance. (see last page) 2.4.4.11.1 Please describe these reward and recognition. Outstanding employees. 2.4.4.12 The LGU identifies the education, training and development needs of its employees. 2.4.4.13 The LGU provides opportunities for continuous learning and development to its employees. 2.4.4.13.1 Please describe these opportunities: Trainings and seminars; Attendance to training, Scholarship programs.

2.4.4 Management Systems

2.4.5 Participation

2.4.5.1 The LGU involves employees in the: 2.4.5.1.1 Formulation of HR plans/programs they provide substantive inputs to the development/ design of plans/ programs. 2.4.5.1.2.Implementation of HR plans/programs they play an active role in executing plans/ programs. 2.4.5.1.3.Monitoring of HR plans/ programs they play a key role in monitoring the implementation of plans/ programs. 2.4.5.1.4.Evaluation of HR programs they play a key role in assessing completed plans/ programs in this service area. 2.4.5.2 Employee participation or inputs have resulted in changes in human resource policies, plans and programs. 2.4.5.2.1 If so, cite a case: 2.4.5.3 Employees can ventilate their concerns and sentiments on work and/or organizational issues. 2.4.5.3.1 How? Through the grievance committee. Periodic staff meeting with in the department office.

2.4.6 Continuous Improvement/ Innovation

2.4.6.1 The LGU has introduced innovations in human resource management and development. 2.4.6.1.1 Describe these innovations: 2.4.6.2 There is a computer-based Human Resource Information System available. 2.4.7.1 The LGU reviews/evaluates its human resource management and development services to identify areas for improvement. 2.4.7.2 The LGU streamlines its human resource management and development services in terms of reduction in: 2.4.7.2.1 processing/transaction time 2.4.7.2.2 number of requirements 2.4.7.2.3 number of signatories 2.4.7.2.4 number of steps 2.4.7.3 The LGU solicits feedback from its clients regarding its human resource management and development services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 2.4.7.4 The human resource management and development office has its own, or is part of the LGUs, institutionalized program for sustained service improvement: 2.4.7.4.1 It has formulated its service vision, values and strategies 2.4.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers.

2.4.7 Customer Service

2.4.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 2.4.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 2.4.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

3.

Social Governance 3.1 Health Services 1. Functionality of the Local Health Board 2. Quality of Primary Health Care 3. Quality of Maternal Care 4. Quality of Child Care 5. Other Innovative Health Services
1.1.1.2 Legislative Support and Other Enabling Mechanisms 1.1.1.1 Organization and Staffing 1.1.1.1.1 There is an office involved in, or personnel assigned to perform internal control functions. 1.1.1.1.2 The officials and/or personnel in this office can generate: 1.1.1.1.2.1 Exception reports 1.1.1.1.2.2 Audit reports 1.1.1.2.1 Executive order/s or legislative issuance/s (ordinance or resolution) have been issued regarding the LGUs internal control function. 1.1.1.3.1 Audit and exception reports are open and accessible to others in the LGU. 1.1.1.3.2 Audit and exception reports are open and accessible to the public. 1.1.1.4.1 The LGU has an internal audit schedule. 1.1.1.4.2 The LGU has taken action on the findings of audit reports. 1.1.1.6 Continuous Improvement/ Innovation 1.1.1.6.1 The LGU has introduced improvements innovations in its Internal Control Operations. 1.1.1.6.1.1 Describe these innovations.

1.1.1.3Transparency

1.1.1.4 Management Systems

B. Accounting System 1.1.2.1Organization and Staffing 1.1.2.1.1 The Head of the Office of the Accountant a Certified Public Accountant (CPA). 1.1.2.1.2 There are officials or employees in the Office of the Accountant who can formulate or generate: 1.1.2.1.2.1 The Balance Sheet 1.1.2.1.2.2 The Income Statement, and 1.1.2.1.2.3 The Cash Flow 1.1.2.2 Legislative Support and Other Enabling Mechanisms 1.1.2.3 Transparency 1.1.1.2.1 The Sanggunian is provided with copies of the Financial Reports of the Accounting Office. 1.1.2.3.1. The financial reports are accessible to the public. 1.1.2.3.2 The names of officers responsible for financial transactions are known or available to the public, or to the media. 1.1.2.3.3. Their responsibilities are clear to the public.

1.1.2.3.4 The financial reports are published in leading/ local papers. 1.1.2.3.5. Aside from publishing financial reports in leading newspapers, they are widely circulated among civil societye.g., NGOs, peoples organizations, civic groups and the academe. 1.1.2.3.6.The financial reports are posted on the LGU website. 1.1.2.3.7 Financial reports are posted in 3 conspicious places in the LGU 1.1.2.4. Management Systems 1.1.2.4.1 The LCE, the Administrator, or the Finance Committee review Accounting reports regularly. 1.1.2.4.2 The annual Financial Statement (for the LGU, not for the constituent barangays) is submitted by the Accounting Office within the first twenty (20) days of January of the succeeding year. 1.1.2.4.3 All disbursements are covered by an appropriate budget allocation. 1.1.2.4.4 LCE Management is warned by the Accounting Office about budget items that are not being obligated. 1.1.2.4.5 The LGU has undertaken preparations for the implementation of the New Government Accounting System. 1.1.2.4.6 The LCE, Administrator, or the Finance Committee has taken action or introduced reforms, on the basis of their review of accounting reports. 1.1.2.4.6.1 If so, describe these actions and the circumstances of their intervention:

1.1.2.4.7 Someone in the LGU is monitoring Accounting procedures and systems to detect deviations from policies established in the New Government Accounting System. 1.1.2.4.8 Deviations have been noted and/or reported. 1.1.2.4.8.1 What kind of deviations have been noted? 1.1.2.4.9 Sanctions have been imposed for these deviations. 1.1.2.4.9.1What kind of sanctions? 1.1.2.6 Continuous Improvement/ Innovation 1.1.2.6.1 The LGU has undertaken preparations for the implementation of the New Government Accounting System software. 1.1.2.6.2 The LGU has introduced improvements/ or innovations in its accounting system. 1.1.2.6.2.1 If so, please describe the innovations. 1.1.2.7.1 The Accounting Office has reviewed its services to identify areas for improvement. 1.1.2.7.2 The Accounting Office has streamlined its services in terms of reduction in: 1.1.2.7.2.1 Processing/ transaction time 1.1.2.7.2.2 Number of requirements

1.1.2.7 Customer Service

1.1.2.7.2.3 Number of signatories 1.1.2.7.2.4 Number of steps 1.1.2.7.3 The Accounting Office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 1.1.2.7.3.1 It has formulated its service vision, values and strategies 1.1.2.7.3.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 1.1.2.7.3.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 1.1.2.7.3.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 1.1.2.7.3.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible. C. Procurement System 1.1.3.1 Organization and Staffing 1.1.3.1.1 The Bidding and Awards Committee has been convened. 1.1.3.1.2 It is headed, per RA 9184, by a third ranking permanent official of the procuring entity other than its head. 1.1.3.1.3 The BAC has at least five (5) but not more than seven (7) members. 1.1.3.1.4 The BAC members capable of: 1.1.3.1.4.1 Conducting a General Public Bidding 1.1.3.1.4.2 Determining appropriate alternative modes of procurement 1.1.3.1.4.3 Prequalifying or post-qualifying a bidder 1.1.3.2 Legislative Support and Other Enabling Mechanisms 1.1.3.3 Transparency 1.1.3.2.1 The Sanggunian has passed ordinances or resolutions towards improving the procurement system. 1.1.3.2.2 The Sanggunian is represented in the BAC. 1.1.3.3.1 All BAC meetings held in the provincial capitol, city/ municipal hall. 1.1.3.3.2 Minutes of BAC meetings are made available to the public. 1.1.3.3.3 Minutes of BAC meetings and decisions are delivered to concerned elective officials. 1.1.3.3.4 Notices as well as outcomes of bids, e.g., awarded supplier and price, are not only published in newspapers but also circulated more widely, such as on bulletin boards of parishes, chambers of commerce, civic organizations. 1.1.3.3.5 LGU bidding process and purchases are published in the local paper and/or broadcast over local radio on a regular basis. 1.1.3.4.1 The LGU has an Annual Procurement Program for the current fiscal year (Sec 373).

1.1.3.4 Management Systems

1.1.3.4.2 There is a process for checking whether the delivered items match the specifications in the Purchase Order. 1.1.3.4.3 The BAC conducts bulk bidding (e.g., consolidated procurement for logistical requirements within one quarter) 1.1.3.4.4 Standard unit costs for different types of construction work are established. These standards are publicly disseminated. 1.1.3.5.1 NGOs and peoples organizations are represented in public biddings. 1.1.3.6.1 There is a periodic review of the procurement process to identify areas for improvement. 1.1.3.6.2 The LGU has applied Information and Communication Technology to the process of procurement.

1.1.3.5 Participation 1.1.3.6 Continuous Improvement/ Innovation

3.2 Support to Education Services 1. Functionality of the Local School Board 2. Support to Elementary and Secondary Education from the Special Education Fund 3. Support to education from the General Fund 4. Quality of the Alternative Learning System
3.2.1 Organization and Staffing 3.2.1.1 The LGU has a Local School Board whose membership is in accordance with Sec 98 of RA 7160. (see last page) 3.2.2.1 The Local School Board has submitted an annual education budget to the Sanggunian. 3.2.2.2 The Local School Board has served as an advisory committee to the Sanggunian. 3.2.2.3 There is a Sanggunian standing committee on education. 3.2.2.4 The Sanggunian has approved ordinances to ensure that education is made available to the inhabitants of the LGU (Sec 458 (a)(5) for cities; Sec 447 (a) (5) for municipalities; Sec 468 (a) (5) for provinces). 3.2.2.5 There is legislation supporting the plans and programs of the Local School Board. 3.2.2.6 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding education consistent with other existing laws and ordinances. 3.2.3 Transparency 3.2.3.1 The LGU regularly keeps the public informed about education issues, concerns, projects, and activities. 3.2.3.2The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 3.2.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 3.2.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 3.2.4.1 The LGU has an Annual Education and Sports Plan/ Program. 3.2.4.2 The LGU has a system for monitoring the implementation of education plans/ programs.

3.2.2 Legislative Support and Other Enabling Mechanisms

3.2.4 Management Systems

3.2.4.3 The LGU has a system for assessing completed education plans/ programs. 3.2.4.4 The LSB serves as an advisory committee to the Sanggunian on educational matters. 3.2.4.5 The LSB meets regularly once a month. 3.2.4.6 There basic facilities for education. 3.2.4.6.1 There are school buildings and other facilities for public elementary and secondary schools. 3.2.4.6.2 There is one day care center per barangay. 3.2.4.6.3 There is at least one sports facility per barangay. 3.2.4.6.4 There are athletic fields and/ or playgrounds with a size of at least 0.5 hectare per 1,000 population. 3.2.4.7 The LGU has mutual cooperation agreements with other LGUs to implement programs in education. 3.2.4.7.1 What other forms of linkages or partnerships has the LGU made to support programs in education? 3.2.4.8 There is a responsive school board budget that is: 3.2.48.1 Linked to locally identified needs and priorities 3.2.4.8.2 Prepared in a participative manner 3.2.4.8.3 Communicated to all stakeholders 3.2.4.9 There is complementation/ synergy with other local government programs/ services. (Example: education programs link with information programs of LGU, SPES and local government computerization) 3.2.4.10 The education facilities such as: 3.2.4.10.1 Science and computer laboratories 3.2.4.10.2 Internet connectivity 3.2.4.11 There are books and other learning materials: 3.2.4.11.1 Textbooks on core subject areas (1:1 ratio) 3.2.4.11.2 References 3.2.4.11.3Locally developed workbooks on core subject areas 3.2.4.11.4 Locally developed standardized lesson plans (for teachers) 3.2.4.12 The LGU has program/s for the education of youngsters with physical (e.g., visual- and hearing-impaired) and mental disability 3.2.4.13 The LGU has program/s for average learners, the gifted and the differently-abled. 3.2.5.1 The local community is involved in supporting schools and day care operations. 3.2.5.2 The local community is involved in the: 3.2.5.2.1 Formulation of plans/programs the community provides substantive inputs to the development/ design of plans/ programs in this service area.

3.2.5 Participation

3.2.5.2.2 Implementation of plans/programs the community has an active role in executing plans/ programs in this service area. 3.2.5.2.3 Monitoring of plans/ programs the community plays a key role in monitoring the implementation of plans/ programs in this service area 3.2.5.2.4 Evaluation of programs the community plays a key role in assessing completed plans/ programs in this service area. 3.2.5.3 Citizen/Community participation or inputs has resulted in changes in education policies, plans and programs. 3.2.5.3.1 If so, cite a case: 3.2.5.4 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance. 3.2.6 Continuous Improvement/ Innovation 3.2.6.1The LGU has introduced innovations in the education service area. 3.2.6.1.1 Describe these improvements/ innovations. 3.2.7.1 The LGU reviews/evaluates its education services to identify areas for improvement. 3.2.7.2 The LGU streamlines its education services in terms of reduction in: 3.2.7.2.1 processing/transaction time 3.2.7.2.2 number of requirements 3.2.7.2.3 number of signatories 3.2.7.2.4 number of steps 3.2.7.3 The LGU solicits feedback from its clients regarding its services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly)

3.2.7 Customer Service

3.3 Support to Housing and Basic Utilities 1. Presence of database for the housing sector 2. Types of services provided for the housing sector
3.3.1 Organization and Staffing 3.3.1.1 There is a Local Housing Board. 3.3.1.2 There is an office or officer dedicated to housing or urban poor concerns. 3.3.1.3 There are officials and staff assigned to housing concerns who: 3.3.1.3.1 Are capable of formulating a Shelter Plan. 3.3.1.3.2 Have experience and knowledge in Community Organizing.

3.3.1.3.3 Can explain the different socialized housing programs available to the urban poor, such as the Community Mortgage Program. 3.3.1.3.4 Are well-versed on the provisions of RA 7279 (the Urban Development and Housing Act). (see last page) 3.3.2 Legislative Support and Other Enabling Mechanisms 3.3.2.1 There is a Sanggunian standing committee on housing/shelter. 3.3.2.2 The Sanggunian has appropriated funds for the LGUs housing program. 3.3.2.3 The Sanggunian has approved ordinances to ensure the efficient and effective water supply services and facilities (Sec 458 (a)(5) for cities; Sec 447 (a) (5) for municipalities; Sec 468 (a) (5) for provinces). (see last page) 3.3.2.4 The Local Housing Board coordinates with the Legislative Council. 3.3.2.4.1 Describe the means of coordination: 3.3.2.5 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding housing/shelter consistent with other laws and ordinances. 3.3.3 Transparency 3.3.3.1 Local Housing Board plans and activities are communicated to the community. 3.3.3.2The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 3.3.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 3.3.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 3.3.4.1 The Local Housing Board : 3.3.4.1.1 conducts a registration of applicants for socialized housing. 3.3.4.1.2 identifies socialized housing sites. 3.3.4.1.3 has formulated a Local Shelter Plan. 3.3.4.1.4 supervises the preparation of development plans for housing sites or relocation sites. 3.3.4.1.5 monitors the development of housing sites or relocation sites. 3.3.4.1.6 evaluates or assesses completed housing sites or relocation sites. 3.3.4.1.7coordinates the delivery of services needed to support housing sites or relocation sites, such as provision of potable water, electrification, etc. 3.3.4.2The LGU provides seawalls, dikes, drainage and sewerage, and flood control facilities (Sec. 17) 3.3.4.3 The LGU has mutual cooperation agreements with other LGUs to implement programs in housing. 3.3.4.4 The LGU taps educational/ research institutions for technical assistance and/or capacity building in housing.

3.3.4 Management Systems

3.3.5 Participation

3.3.5.1 The Local Housing Board conducts sessions with urban poor communities to assist in the formation of urban poor associations. 3.3.5.2 The Local Housing Board includes civil society in the: 3.3.5.2.1 Formulation of plans/programs where they provide substantive inputs to the development/ design of plans/ programs in this service area. 3..5.2.2 Implementation of plans/programs where they have an active role in executing plans/ programs in this service area. 3.3.5.2.3 Monitoring of plans/ programs where they play a key role in monitoring the implementation of plans/ programs in this service area 3.3.5.2.4 Evaluation of programs where they play a key role in assessing completed plans/ programs in this service area. 3.3.5.3 Citizen participation or inputs has resulted in changes in shelter plans/ programs. 3.3.5.3.1 If so, cite a case: 3.3.5.4 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance.

3.3.6 Continuous Improvement/ Innovation

3.3.6.1 The LGU has introduced improvements/innovations in shelter provision. 3.3.6.1.1 Describe these improvements/innovations: 3.3.7.1 The LGU reviews/evaluates its housing services to identify areas for improvement. 3.3.7.2 The LGU streamlines its housing services in terms of reduction in: 3.3.7.2.1 processing/transaction time 3.3.7.2.2 number of requirements 3.3.7.2.3 number of signatories 3.3.7.2.4 number of steps 3.3.7.3 The LGU solicits feedback from its clients regarding its services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 3.3.7.4 The Housing Office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 3.3.7.4.1 It has formulated its service vision, values and strategies 3.3.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers.

3.3.7 Customer Service

3.3.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 3.3.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 3.3.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

3.4 Peace, Security and Disaster Risk Management 1. Functionality of the Peace and Order Council 2. Quality of the Integrated Area Community Public Safety Plan 3. 4. Quality of Accomplishments Provision of sites for protective services
3.4.2 Legislative Support and Other Enabling Mechanisms 3.4.1 Organization and Staffing 3.4.1.1 There is a Local Disaster Coordinating Council whose composition is in accordance with the provisions of PD 1566 and DILG MC 86-16. (see last page) 3.4.1.2 There is a Local Peace and Order Council whose composition is in accordance with the provisions of section 116 of RA 7160 and EO 309 as amended, series of 1988. (see last page) 3.4.1.3 There is a Womens and Childrens desk that is staffed by trained personnel. 3.4.2.1 There is a standing committee in the Sanggunian that focuses on Peace, Security and Disaster-Preparedness.

5. Functionality of the Local Council for the Protection of Children 6. Adequacy of financial support to Lupong Tagapamayapa

3.4.2.2 The Sanggunian has approved ordinances necessary for the maintenance of peace and order and public safety (Sec 458 (a)(4) for cities; Sec 447 (a) (4) for municipalities; Sec 468 (a) (4) for provinces). (see last page) 3.4.2.3 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding Peace, Security and Disaster-Preparedness consistent with other laws and ordinances. 3.4.3 Transparency 3.4.3.1 There are IEC campaigns regarding LGU services related to Peace, Security and Disaster-Preparedness. 3.4.3.2The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 3.4.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 3.4.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 3.4.4.1 The Local Disaster Coordinating Council has:

7. Percentage of interpersonal disputes resolved through Lupong Tagapamayapa

8. Percentage of amicable settlements sustained under Lupong Tagapamayapa 9. Functionality of the Local Disaster Coordinating Council 10. 11. 12. LGU disaster-preparedness Adequacy of services for disaster victims Rehabilitation Effort

3.4.4 Management Systems

3.4.4.1.1 Coordinated disaster operation activities within the LGUs territorial jurisdiction. 3.4.4.1.2 Implemented the guidelines set by the higher level LDCC. 3.4.4.1.3 Advised the Barangay Disaster Coordinating council regarding disaster preparedness. 3.4.4.1.4 Submitted recommendations to the higher level LDCC. 3.4.4.1.5 (for provincial level only) Formulated an Integrated Calamity and Disaster Preparedness Plan that is for the current year and fully implemented. 3.4.4.1.6 A system to monitor plans and programs. 3.4.4.2 The Local Peace and Order Council has: 3.4.4.2.1 Formulated and recommended measures to improve peace and order and public safety in the locality. 3.4.4.2.2 Monitored the localitys peace and order programs and projects, counter-insurgency programs and activities of the Civilian Volunteer Self-defense Organizations. 3.4.4.2.3 Conducted periodic assessment of the prevailing peace and order situation in the locality and submitted a report thereon with recommendations to the chair of the NPOC. 3.4.4.2.4 Received complaints against government personnel, civilian or military; endorsed the same to the agency concerned; and demanded/ compelled such agency to submit reports of action taken. 3.4.4.3The Womens and Childrens desk has a quick response system. 3.4.4.4 The LGU has appropriated 5% of the estimated revenue form regular sources as annual appropriation for calamities (sec. 324) 3.4.4.5 The LGU is a member of a network of LGUs (e.g., a formal alliance, or a metropolitan type of governance body) that serves as avenue for area-wide planning and coordination, improving the quality of service of member-LGUs through resource sharing, and advocating for the needs of memberLGUs with the national government and other funding agencies. Such an arrangement is formalized, e.g., through a MOA. 3.4.4.6 This service area has benefited from the LGUs membership in a network (examples of benefits may include better planning and coordination with other LGUs, improved service, more funding, etc.). 3.4.5 Participation 3.4.5.1 The community is involved in the: 3.4.5.1.1 Formulation of plans/programs the community provides substantive inputs to the development/ design of plans/ programs in this service area. 3.4.5.1.2 Implementation of plans/programs the community has an active role in executing plans/ programs in this service area.

3.4.5.1.3 Monitoring of plans/ programs the community has a key role in monitoring the implementation of plans/ programs in this service area 3.4.5.1.4 Evaluation of programs the community has a key role in assessing completed plans/ programs in this service area. 3.4.5.2 Citizen/Community participation or inputs has resulted in changes in peace, security and disaster preparedness policies, plans and programs. 3.4.5.2.1 If so, cite a case:

3.4.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance. 3.4.6 Continuous Improvement/ Innovation 3.4.6.1 The LGU has introduced innovations in Peace, Security and Disaster-Preparedness 3.4.6.1.1 Describe these innovations. (e.g., emergency response system) 3.4.7.1 The LGU reviews/evaluates its peace, security and disaster preparedness services to identify areas for improvement. 3.4.7.2 The LGU streamlines its peace, security and disaster preparedness services in terms of reduction in: 3.4.7.2.1 processing/transaction time 3.4.7.2.2 number of requirements 3.4.7.2.3 number of signatories 3.4.7.2.4 number of steps 3.4.7.3 The LGU solicits feedback from its clients regarding its services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly)

3.4.7 Customer Service

4. Economic Governance 4.1 Support to Agriculture Services 1. Extent of support to agriculture

4.1.1 Organization and Staffing

2. Percentage of farming households benefitting from agricultural extension or on-site reasearch services and facilities 3. Presence of other alternative or innovative assistance to farmers

4..1.1.1 There is a dedicated Officer or Office for the development of agriculture and fisheries. 4.1.1.2 The officials and/or employees assigned are capable of formulating an Agricultural Development Plan, or a Fisheries Development Plan. 4.1.2.1 There is a standing Committee in the Legislative Council that attends to agricultural or fishery matters. 4.1.2.2 The Sanggunian has approved ordinance and passed resolutions to encourage and accelerate agriculture and fisheries development. (see last page)

4.1.2 Legislative Support and Other Enabling Mechanisms

4.1.2.3 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding agriculture and fisheries consistent with other laws and ordinances. 4.1.3 Transparency 4.1.3.1 There are public announcements regarding agricultural and fisheries development. 4.1.3.2 The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 4.1.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 4.1.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 4.1.4.1 The LGU operates all mandated services/ facilities for farmers/fisherfolk (sec. 17) (see last page) 4.1.4.2 The LGU has a strategic or long-range plan for agricultural development. 4.1.4.3 The LGU has a strategic or long-range plan for fisheries development. 4.1.4.4 The LGU has a standard process for identifying and planning projects for agricultural and fisheries development. 4.1.4.5 The LGU monitors the implementation and progress of agricultural and fisheries development projects. 4.1.4.6 The LGU assess completed agricultural and fisheries development projects. 4.1.4.7 The LGU is a member of a network of LGUs (e.g., a formal alliance, or a metropolitan type of governance body) that serves as avenue for area-wide planning and coordination, improving the quality of service of member-LGUs through resource sharing, and advocating for the needs of memberLGUs with the national government and other funding agencies. Such an arrangement is formalized, e.g., through a MOA. 4.1.4.8 This service area has benefited from the LGUs membership in a network (examples of benefits may include better planning and coordination with other LGUs, improved service, more funding, etc.). 4.1.5 Participation 4.1.5.1 The community is involved in the: 4.1.5.1.1 Formulation of plans/programs the community provides substantive inputs to the development/ design of plans/ programs in this service area. 4.1.5.1.2 Implementation of plans/programs the community has an active role in executing plans/ programs in this service area. 4.1.5.1.3 Monitoring of plans/ programs the community has a key role in monitoring the implementation of plans/ programs in this service area

4.1.4 Management Systems

4.1.5.1.4 Evaluation of programs the community has a key role in assessing completed plans/ programs in this service area. 4.1.5.2 Community participation or inputs has resulted in changes in agriculture and fisheries policies, plans and programs. 4.1.5.2.1 If so, cite a case: 4.1.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance. 4.1.6 Continuous Improvement/ Innovation 4.1.6.1 The LGU has introduced innovations in agricultural development or fisheries development. 4.1.6.1.1 Describe these innovations. 4.1.7 Customer Service 4.1.7.1 The LGU reviews/evaluates its agriculture and fisheries services to identify areas for improvement. 4.1.7.2 The LGU streamlines its agriculture and fisheries services in terms of reduction in: 4.1.7.2.1 processing/transaction time 4.1.7.2.2 number of requirements 4.1.7.2.3 number of signatories 4.1.7.2.4 number of steps 4.1.7.3 The LGU solicits feedback from its clients regarding its agriculture and fisheries services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 4.1.7.4 The agriculture and fisheries development office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 4.1.7.4.1 It has formulated its service vision, values and strategies 4.1.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 4.1.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 4.1.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 4.1.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

4.2 Support to Fishery Services 1. Functionality of the Fisheries and Aquatic Resource Management Council 2. Support to fisherfolks and fishing industry 3. Percentage of fishing households benefitting from extension or on-site research services and facilities 4. Presence of other alternative or innovative assistance to fisherfolks 4.3 Entrepreneurship, Business, and Industry Promotion 1. Quality of Civil Application System to Business Sector 2. Processing time of Building Permit, Building Occupancy Permit and Business Permit 3. Presence of a local government-supported administrative body that is responsible in the promotion of business and industry 4. Quality of direct support services to businesses, enterprises and industries
4.2.2 Legislative Support and Other Enabling Mechanisms 4.2.1 Organization and Staffing 4.2.1.1 There is an office, officer or personnel for the enterprise, business and industrial promotion function.

SEE AGRICULTURE INDICATORS

4.2.1.2 These personnel are capable of developing and implementing investment promotion plans and programs. 4.2.1.4 There is a development council for small and medium enterprises. 4.2.1.5 There is a public enterprises office or officer.

4.2.2.1 There is a standing committee in the Sanggunian that attends to enterprise, business and industrial promotion matters. 4.2.2.2 The Sanggunian has approved the budget for enterprise, business and industrial promotion. 4.2.2.3 There is a Sanggunian committee on market and other local enterprises. 4.2.2.4 For Cities and Municipalities: The Sanggunian has approved ordinances and passed resolutions to regulate activities intended to encourage and accelerate economic activity in the province/ city/ municipality. 4.2.2.5 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding Enterprise, Business and Industrial Promotion consistent with other laws and ordinances. 4.2.3.1 There are regular public announcements regarding enterprise, business and industrial promotion. 4.2.3.2The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 4.2.3.3 Information about the plans and programs in this service area are open and easily accessible to the public.

4.2.3 Transparency

4.2.4 Management Systems

4.2.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 4.2.4.1 There are simplified procedures for issuance of appropriate permits to start an enterprise. 4.2.4.2 The LGU supports start-ups, SMEs or cooperatives. 4.2.4.3 For provinces: The LGU has industrial research and development services (Sec 17) 4.2.4.4 The LGU has an Investment Plan. 4.2.4.5 Public enterprises have been established, such as public market, slaughterhouse, or others. 4.2.4.6 There is an operational program/ plan on local enterprises. 4.2.4.7 There is a compliance system or plan/ program monitoring and evaluation. 4.2.4.8 There is institutional support for public enterprise stakeholders, e.g., Market Vendors Association, etc. 4.2.4.9 The LGU has a strategic or long-range plan for enterprise, business and industrial promotion. 4.2.4.10 There is a clear process for initiating projects. 4.2.4.11 There is a standard planning process for these projects. 4.2.4.12 There is a standard process for monitoring the implementation of these projects. 4.2.4.13 There is a standard process for assessing completed projects. 4.2.4.14 The LGU is a member of a network of LGUs (e.g., a formal alliance, or a metropolitan type of governance body) that serves as avenue for area-wide planning and coordination, improving the quality of service of member-LGUs through resource sharing, and advocating for the needs of memberLGUs with the national government and other funding agencies. Such an arrangement is formalized, e.g., through a MOA. 4.2.4.15 This service area has benefited from the LGUs membership in a network (examples of benefits may include better planning and coordination with other LGUs, improved service, more funding, etc.).

4.2.5 Participation

4.2.5.1 The community is involved in the: 4.2.5.1.1 Formulation of plans/programs the community provides substantive inputs to the development/ design of plans/ programs in this service area. 4.2.5.1.2 Implementation of plans/programs the community has an active role in executing plans/ programs in this service area. 4.2.5.1.3 Monitoring of plans/ programs the community has a key role in monitoring the implementation of plans/ programs in this service area 4.2.5.1.4 Evaluation of programs the community has a key role in assessing completed plans/ programs in this service area.

4.2.5.2 Community participation or input has resulted in changes in enterprise, business and industrial promotion policies, plans and programs. 4.2.5.2.1 If so, cite a case: 4.2.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance. 4.2.6 Continuous Improvement/ Innovation 4.2.6.1 The LGU has introduced innovations in enterprise, business and industrial promotion. 4.2.6.1.1 Describe these innovations. 4.2.6.2 The LGU has an enterprise, business and industrial promotion center. 4.2.7.1 The LGU reviews/evaluates its enterprise, business and industrial promotion services to identify areas for improvement. 4.2.7.2 The LGU streamlines its enterprise, business and industrial promotion in terms of reduction in: 4.2.7.2.1 processing/transaction time 4.2.7.2.2 number of requirements 4.2.7.2.3 number of signatories 4.2.7.2.4 number of steps 4.2.7.3 The LGU solicits feedback from its clients regarding its enterprise, business and industrial promotion services through iformal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 4.2.7.4 The investment promotion office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 4.2.7.4.1 It has formulated its service vision, values and strategies 4.2.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 4.2.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 4.2.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 4.2.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

4.2.7 Customer Service

5.

Environmental Governance 5.1 Forest Ecosystem Management 1. Integration of forest management program in the Comprehensive Land Use Plan or Provincial Development Physical Framework Plan 2. Involvement of NGOs, POs and Private Sector in the protection and management of forest 3. 5.2 Freshwater Ecosystem Management 1. Integration of freshwater protection or rehabilitation program in the Comprehensive Land Use Plan or Provincial Development Physical Framework Plan 2. Involvement of NGOs, POs and Private Sector or the general public in the protection and rehabilitation of freshwater, i.e. river or lake 3. Adequacy of freshwater ecosystem management efforts 5.3 Coastal Marine Ecosystem Management 1. Integration of coastal marine resource rehabilitation or protection program in the Comprehensive Land Use Plan or Provincial Development Physical Framework Plan 2. Involvement of NGOs, POs and Private Sector in the protection and rehabilitation of coastal areas 3. Adequacy of coastal marine ecosystem management efforts
5.1.3 Transparency 5.1.3.1 There are IEC campaigns to reduce illegal harvesting of animals and plant life in restricted areas. 5.1.3.2 There are IEC materials to conserve natural resources. 5.1.1 Organization and Staffing 5.1.1.1 There is an LGU office or official dedicated to Natural Resources Management. 5.1.1.2 These officials/employees are capable of formulating Environmental Management Plans, such as a Forest Management Plan, a Coastal Management Plan, etc.

Adequacy of forest management efforts

5.1.2 Legislative Support and Other Enabling Mechanisms

5.1.2.1 There is a committee in the Local Sanggunian that is responsible for environmental management. 5.1.2.2 There is legislation guiding environmental management in the LGU. 5.1.2.3 The Sanggunian has approved ordinances and passed resolutions necessary for the protection of the environment and natural resources (Sec 458 (a) (4) and (5) for cities; Sec 447 (a) (4) and (5) for municipalities; Sec 468 (a) (4) and (5) for provinces). 5.1.2.4 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding Natural Resources Management consistent with other laws and ordinances.

5.13.3The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 5.1.3.4 Information about the plans and programs in this service area are open and easily accessible to the public.

5.1.3.5 Records of transactions and other public documents within this service area are open and easily accessible to the public. 5.1.4 Management Systems 5.1.4.1 There is an inventory of the natural resources under the jurisdiction of the LGU. For municipalities and cities:

5.1.4.2 The LGU has community-based forestry project which include integrated social forestry programs and similar projects, management and control of communal forests, establishment of tree parks, greenbelts, and similar forest development projects (Sec 17). 5.1.4..3 The LGU has implemented water and soil resource utilization and conservation projects (Sec 17). 5.1.4.4 There is a strategic or long-range plan for the conservation and management of these resources. 5.1.4.5 Plans and projects are clearly identified in the strategic plan. 5.1.4.6 The LGU has a standard planning method or format for environmental plans. 5.1.4.7 The LGU has a mechanism for monitoring the implementation or progress of environmental projects. 5.1.4.8 The LGU has a standard approach to assessment of completed environmental projects. 5.1.4.9The LGU is a member of a network of LGUs (e.g., an formal alliance, or a metropolitan type of governance body) that serves as avenue for area-wide planning and coordination, improving the quality of service of member-LGUs through resource sharing, and advocating for the needs of memberLGUs with the national government and other funding agencies. Such an arrangement is formalized through a MOA. 5.1.4.10 This service area has benefited from the LGUs membership in a network (examples of benefits may include better planning and coordination with other LGUs, improved service, more funding, etc.). 5.1.5Participation 5.1.5.1 The community is involved in the: 5.1.5.1.1 Formulation of the plans/programs - the community provides substantive inputs to the development/ design of plans/ programs for this service area. 5.1.5.1.2 Implementation of the plans/programs - the community has an active role in executing plans/ programs for this service area. 5.1.5.1.3 Monitoring of the plans/programs - the community has a key role in monitoring the implementation of plans/ programs for this service area. 5.1.5.1.4 Evaluation of the plans/programs - the community has a key role in assessing completed plans/ programs for this service area. 5.1.5.2 Community participation or inputs has resulted in changes in natural resource management policies, plans and programs. 5.1.5.2.1 If so, cite a case: 5.1.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance.

5.1.6 Continuous Improvement/ Innovation 5.1.7 Customer Service

5.1.6.1 The LGU has implemented innovative programs relating to Natural Resources Management. 5.1.6.1.1 Describe these programs: 5.1.7.1 The LGU reviews/evaluates its natural resource management service to identify areas for improvement. 5.1.7.2 The LGU streamlines its natural resource management service in terms of reduction in: 5.1.7.2.1 processing/transaction time 5.1.7.2.2 number of requirements 5.1.7.2.3 number of signatories 5.1.7.2.4 number of steps 5.1.7.3 The LGU solicits feedback from its clients regarding its natural resource management services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly) 5.1.7.4 The natural resource management office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 5.1.7.4.1 It has formulated its service vision, values and strategies 5.1.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 5.1.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 5.1.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 5.1.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

5.4 Urban Ecosystem Management 1. Integration of pollution control program in the 5.2.1 Organization and Staffing Comprehensive Development Plan or Provincial Development Physical Framework Plan 2. Involvement of NGOs, POs and Private Sector or the general public in the protection of the environment from air or water pollution 3. Adequacy of effort to enforce pollution control measures 4. Functionality of the Solid Waste Management Board 5. Quality of a Solid Waste Management Plan
5.2.1.1 There is a dedicated an Ecological Waste Management Board and/or Pollution Control or task force for the waste management and pollution control function.

5.2.1.2 The officials/employees assigned are capable of developing a Waste Management and/or Pollution Control plan.

5.2.2 Legislative Support and Other Enabling Mechanisms

5.2.2.1 There is a standing committee on its management and pollution control in the Sanggunian.

waste

5.2.2.2 There is Sanggunian approval of the budget for waste management and pollution control.

6. Percentage of Barangays with Material Recovery Facilities

7. Effectiveness of Solid Waste Collection and Disposal

5.2.2.3 For cities and municipalities: The Sanggunian has approved ordinances and passed resolutions that regulate activities relative to the use of land, buildings and structures within the city/municipality to promote cleanliness and sanitation. 5.2.2.4 Aside from the mandated Ordinances and Resolutions (RA 7160), the Sanggunian has passed other legislation regarding Waste Management and Pollution Control consistent with other existing laws and ordinances.

8. Presence of facilities as final disposal of solid wastes

5.2.3 Transparency 5.2.3.1 There are public announcements regarding LGU services and requirements related to waste management and pollution control. 5.2.3.2 The LGU uses the appropriate media to communicate with its intended audience (e.g., print, radio, tv, barangay assemblies, town hall meetings, etc.). 5.2.3.3 Information about the plans and programs in this service area are open and easily accessible to the public. 5.2.3.4 Records of transactions and other public documents within this service area are open and easily accessible to the public. 5.2.4.1 There are strategies for re-use, recycling, or reduction. 5.2.4.2 For cities and municipalities: The LGU has established a solid waste disposal system or environmental management system and services or facilities related to general hygiene and sanitation. (Sec. 17) 5.2.4.3 area. There is a strategic or long-range plan for this service

5.2.4 Management Systems

5.2.4.4 Plans and projects are clearly identified in the strategic or long-range plan. 5.2.4.5 The LGU has a standard planning method or format for plans in this service area. 5.2.4.6 The LGU has a mechanism for monitoring the implementation or progress of projects in this service area. 5.2.4.7 The LGU has a standard approach to assessment of completed projects. 5.2.4.8 The LGU has mutual cooperation agreements or linkages with other LGUs to implement programs in this service area. 5.2.4.9 The LGU has a Dumpsite or a Landfill, or the LGU has access to a Dumpsite or Landfill operated by another LGU. 5.2.4.10 There are plans or alternate sites in case the landfill or dumpsite will be full within the next five (5) years.

5.2.4.11 The LGU is a member of a network of LGUs (e.g., an formal alliance, or a metropolitan type of governance body) that serves as avenue for area-wide planning and coordination, improving the quality of service of member-LGUs through resource sharing, and advocating for the needs of memberLGUs with the national government and other funding agencies. Such an arrangement is formalized through a MOA. 5.2.4.12 This service area has benefited from the LGUs membership in a network (examples of benefits may include better planning and coordination with other LGUs, improved service, more funding, etc.). 5.2.5 Participation 5.2.5.1 The community is involved in the: 5.2.5.1.1 Formulation of the plans/programs - the community provides substantive inputs to the development/ design of plans/ programs for this service area. 5.2.5.1.2 Implementation of the plans/programs - the community has an active role in executing plans/ programs for this service area. 5.2.5.1.3 Monitoring of the plans/programs - the community has a key role in monitoring the implementation of plans/ programs for this service area. 5.2.5.1.4 Evaluation of the plans/programs - the community has a key role in assessing completed plans/ programs for this service area. 5.2.5.2 Community participation or inputs has resulted in changes in the annual waste management and pollution control plan/ program. 5.2.5.2.1 If so, cite a case: 5.2.5.3 The LGU has a formalized mechanism for citizen participation, such as a peoples council in which accredited NGOs and peoples organizations are members. Such a mechanism ensures that the community/ stakeholders are consulted and are actively involved in major stages of plans/ programs in this service area and others. It is institutionalized through an ordinance.

5.2.6 Continuous Improvement/ Innovation

5.2.6.1 The LGU has introduced innovations in Waste Management and Pollution Control. 5.2.6.1.1 Describe these innovations. 5.2.7.1 The LGU reviews/evaluates its waste management and pollution control services to identify areas for improvement. 5.2.7.2 The LGU has streamlined its waste management and pollution control in terms of reduction in: 5.2.7.2.1 processing/transaction time 5.2.7.2.2 number of requirements 5.2.7.2.3 number of signatories 5.2.7.2.4 number of steps

5.2.7 Customer Service

5.2.7.3 The LGU solicits feedback from its clients regarding its waste management and pollution control services through informal means (e.g., spontaneous feedback from clients, interviews and other methods that are unstructured or done randomly). 5.2.7.4 The waste management and pollution control office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 5.2.7.4.1 It has formulated its service vision, values and strategies 5.2.7.4.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers. 5.2.7.4.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 5.2.7.4.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 5.2.7.4.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible.

1. Valuing Fundamentals of Good Governance 1.1 Participation 1. Representation of NGOs, POs and Private Sector in the Local Special Bodies 2. Presence of feedback mechanism to generate citizen views on the reach and quality of LGU services 3. Involvement of NGOs, POs and Private Sector in the implementation of LGU development projects 1.2 Transparency 1. Presence of Public Information Office or Desk Participation indicators are distributed along the other service areas Participation indicators are distributed along the other service areas

2. Extent of communication mediums used to update the public on local government plans, programs and special events 3. Accessibility of public documents such as transaction records and contracts 1.3 Financial Accountability 1. Effectiveness of the LGU's Financial Management System 2. Functionality of the Bids and Awards Committee 3. Timely liquidation of cash advances
1.1.1.1 Organization and Staffing 1.1.1.1.1 There is an office involved in, or personnel assigned to perform internal control functions. 1.1.1.1.2 The officials and/or personnel in this office can generate: 1.1.1.1.2.1 Exception reports

4. Availability of status report on actions taken by the LGU on COA Audit Findings and Recommendations
1.1.1.2 Legislative Support and Other Enabling Mechanisms

1.1.1.1.2.2 Audit reports

1.1.1.2.1 Executive order/s or legislative issuance/s (ordinance or resolution) have been issued regarding the LGUs internal control function. 1.1.1.3.1 Audit and exception reports are open and accessible to others in the LGU. 1.1.1.3.2 Audit and exception reports are open and accessible to the public. 1.1.1.4.1 The LGU has an internal audit schedule. 1.1.1.4.2 The LGU has taken action on the findings of audit reports.

1.1.1.3Transparency

1.1.1.4 Management Systems

1.1.1.6 Continuous Improvement/ Innovation

1.1.1.6.1 The LGU has introduced improvements innovations in its Internal Control Operations. 1.1.1.6.1.1 Describe these innovations.

B. Accounting System 1.1.2.1Organization and Staffing 1.1.2.1.1 The Head of the Office of the Accountant a Certified Public Accountant (CPA). 1.1.2.1.2 There are officials or employees in the Office of the Accountant who can formulate or generate: 1.1.2.1.2.1 The Balance Sheet 1.1.2.1.2.2 The Income Statement, and 1.1.2.1.2.3 The Cash Flow 1.1.2.2 Legislative Support and Other Enabling Mechanisms 1.1.2.3 Transparency 1.1.1.2.1 The Sanggunian is provided with copies of the Financial Reports of the Accounting Office. 1.1.2.3.1. The financial reports are accessible to the public. 1.1.2.3.2 The names of officers responsible for financial transactions are known or available to the public, or to the media. 1.1.2.3.3. Their responsibilities are clear to the public. 1.1.2.3.4 The financial reports are published in leading/ local papers. 1.1.2.3.5. Aside from publishing financial reports in leading newspapers, they are widely circulated among civil societye.g., NGOs, peoples organizations, civic groups and the academe. 1.1.2.3.6.The financial reports are posted on the LGU website. 1.1.2.3.7 Financial reports are posted in 3 conspicious places in the LGU 1.1.2.4. Management Systems 1.1.2.4.1 The LCE, the Administrator, or the Finance Committee review Accounting reports regularly.

1.1.2.4.2 The annual Financial Statement (for the LGU, not for the constituent barangays) is submitted by the Accounting Office within the first twenty (20) days of January of the succeeding year. 1.1.2.4.3 All disbursements are covered by an appropriate budget allocation. 1.1.2.4.4 LCE Management is warned by the Accounting Office about budget items that are not being obligated. 1.1.2.4.5 The LGU has undertaken preparations for the implementation of the New Government Accounting System. 1.1.2.4.6 The LCE, Administrator, or the Finance Committee has taken action or introduced reforms, on the basis of their review of accounting reports. 1.1.2.4.6.1 If so, describe these actions and the circumstances of their intervention:

1.1.2.4.7 Someone in the LGU is monitoring Accounting procedures and systems to detect deviations from policies established in the New Government Accounting System. 1.1.2.4.8 Deviations have been noted and/or reported. 1.1.2.4.8.1 What kind of deviations have been noted? 1.1.2.4.9 Sanctions have been imposed for these deviations. 1.1.2.4.9.1What kind of sanctions? 1.1.2.6 Continuous Improvement/ Innovation 1.1.2.6.1 The LGU has undertaken preparations for the implementation of the New Government Accounting System software. 1.1.2.6.2 The LGU has introduced improvements/ or innovations in its accounting system. 1.1.2.6.2.1 If so, please describe the innovations. 1.1.2.7.1 The Accounting Office has reviewed its services to identify areas for improvement. 1.1.2.7.2 The Accounting Office has streamlined its services in terms of reduction in: 1.1.2.7.2.1 Processing/ transaction time 1.1.2.7.2.2 Number of requirements 1.1.2.7.2.3 Number of signatories 1.1.2.7.2.4 Number of steps 1.1.2.7.3 The Accounting Office has its own, or is part of the LGUs, institutionalized program for sustained service improvement. 1.1.2.7.3.1 It has formulated its service vision, values and strategies 1.1.2.7.3.2 It has conducted a service audit to identify problems in service delivery, including conducting a survey to get feedback from internal and external customers.

1.1.2.7 Customer Service

1.1.2.7.3.3 It has formulated service improvement recommendations that would address identified weak points in service delivery. 1.1.2.7.3.4 It has made the necessary changes or interventions to improve service, such as providing basic customer service skills training to frontline personnel, and putting in place performance standards. 1.1.2.7.3.5 Service commitments or standards are posted in conspicuous places in the office to let the public know the types of services they can avail of, response time and person responsible. C. Procurement System 1.1.3.1 Organization and Staffing 1.1.3.1.1 The Bidding and Awards Committee has been convened. 1.1.3.1.2 It is headed, per RA 9184, by a third ranking permanent official of the procuring entity other than its head. 1.1.3.1.3 The BAC has at least five (5) but not more than seven (7) members. 1.1.3.1.4 The BAC members capable of: 1.1.3.1.4.1 Conducting a General Public Bidding 1.1.3.1.4.2 Determining appropriate alternative modes of procurement 1.1.3.1.4.3 Prequalifying or post-qualifying a bidder 1.1.3.2 Legislative Support and Other Enabling Mechanisms 1.1.3.3 Transparency 1.1.3.2.1 The Sanggunian has passed ordinances or resolutions towards improving the procurement system. 1.1.3.2.2 The Sanggunian is represented in the BAC. 1.1.3.3.1 All BAC meetings held in the provincial capitol, city/ municipal hall. 1.1.3.3.2 Minutes of BAC meetings are made available to the public. 1.1.3.3.3 Minutes of BAC meetings and decisions are delivered to concerned elective officials. 1.1.3.3.4 Notices as well as outcomes of bids, e.g., awarded supplier and price, are not only published in newspapers but also circulated more widely, such as on bulletin boards of parishes, chambers of commerce, civic organizations. 1.1.3.3.5 LGU bidding process and purchases are published in the local paper and/or broadcast over local radio on a regular basis. 1.1.3.4.1 The LGU has an Annual Procurement Program for the current fiscal year (Sec 373). 1.1.3.4.2 There is a process for checking whether the delivered items match the specifications in the Purchase Order. 1.1.3.4.3 The BAC conducts bulk bidding (e.g., consolidated procurement for logistical requirements within one quarter) 1.1.3.4.4 Standard unit costs for different types of construction work are established. These standards are publicly disseminated. 1.1.3.5.1 NGOs and peoples organizations are represented in public biddings.

1.1.3.4 Management Systems

1.1.3.5 Participation

1.1.3.6 Continuous Improvement/ Innovation

1.1.3.6.1 There is a periodic review of the procurement process to identify areas for improvement. 1.1.3.6.2 The LGU has applied Information and Communication Technology to the process of procurement.