AUTHORITY TO SELL/AS IS WERE IS

FOR: ANNA SHIELA DIAZ & NENIA PADERES

This serves to the above-mentioned names the authority to sell,

offer and negotiate the sale of certain property as described below:

Location : Quezon City

Total Areas : 125, 695 SQ.M.

TCT NOS. : RT – 102841 (300828)

Selling Price : ONE HUNDRED SEVENTY BILLION

PESOS NEGOTIABLE
(Php 170, 000, 000, 000.00)

Terms and Conditions : Cash Basis

Commission : Five Percent (5%)

Expenses : Seller shall pay Capital Gain Tax, Doc

Stamp and 5% Commission
: Buyer shall pay Transfer Tax

It is understood that during the term of this authority, all

negotiations will be paid to you upon payment of whatever price is
agreed between me and your buyer.

This authority is non-exclusive and first come first serve basis

and valid until June 30, 2022.

DOMICIANO E. APACIONADO
Seller/Atty. In Fact

Listing Agents/Broker

ANNA SHIELA DIAZ

NENIA PAREDES
 WORK EXPERIENCE SHEET

 Duration: July 1, 2013 – present

 Position: EXECUTIVE ASSISTANT IV
 Name of Office: Sangguniang Panlungsod
 Immediate Supervisor: Wenceslao P. Camingay
 Name of Agency/Organization and Location: Legislative
Department/Bagumbayan, City of General Trias, Cavite

* List of Accomplishments and Contributions

. Drafted Approved Resolutions and Ordinances

. Issued Development Permits, Alteration Permits and
Plans as approved by the Sanggunian

 Summary of Actual Duties

1. Responsible for the preparation of Order of Business for the

Regular and Special Sessions of the Sanggunian.
2. Drafting of approved resolutions and ordinances.
3. Taking the minutes of meeting of the regular sessions,
committee meetings, committee hearings and public
hearings.
4. Take charge on the signing of all the approved ordinances,
resolutions, development permits, alteration permits and
plans.
5. Make a research on a legislative reference acquired and
submitted for every proposed legislative measure.
6. Handling clients with queries on legislative in nature
7. Process administrative documents needed by the
Sangguniang Panlungsod Member such as vouchers, travel
orders and others related documents.
8. Issue certified copies of resolutions, ordinances and
permits.
9. Answering the phone call and concern client.

MARISSA J. MANALO
Executive Assistant IV
 July 05, 2019

Republic of the Philippines

Province of Cavite
City of General Trias, Cavite

CITY HEALTH OFFICE

I. Project Title: Blood Letting

II. Project Objectives:

a. To provide blood to the persons in grave of

emergencies.
b. To ensure the ready availability of the required
group of blood.
 III. Schedule:
(Date: )
IV. Venue: AVR 3rd Flr., City Hall Bldg., City of General Trias
V. Target Beneficiaries: 100 participants (City Employees)
VI. Focal Persons: Dr. Jonathan P. Luseco
VII. Budget Proposal:

Needed Resources Total Amount

Food:

Breakfast Php100 x 100 pax Php 10,000.00

Lunch Php 100 x 100 pax 10,000.00
PM Snack Php 100 x 100 pax 10,000.00 Php 30,000.00

Tarpaulin (2 pcs.) 1,200.00

Kit:
Needle Php 1,000.00
Cotton 500.00
Alcohol 1,000. 00 2, 500.00

Miscellaneous 5, 000.00

TOTAL BUDGET REQUESTED Php 38, 700.00

==============

PREPARED BY:

AILEEN S. MANALO
Nurse II

I am writing this letter to make a formal complaint against the

owner of Viromica Travel and Tours with business address in Barangay
San Gabriel, City of General Trias, Cavite.

Last November, 2018, my sister in law purchased a round trip

ticket including hotels accommodation or package tour in Boracay
and Palawan for seven persons to Ms. Viromica Montoya, owner of
Viromica Travel and Tours. Since my sister in law was in Canada, she
sent the payment for the said tour at PNB Manggahan Branch thru our
niece then she gave it to Ms. Montoya the total amount One Hundred
Seventy Two Thousand Pesos (Php 172,000.00). She only issued an
acknowledgement receipt for the payment of the said amount and not
an Official Reciept.
 My sister in law was booked for their scheduled tour, first in
Boracay on January 21 to January 24, 2019 and in Palawan on January
27 to January 30, 2019. Upon their arrival in Boracay, she was very
disappointed because the hotel that

AUTHORITY TO SELL

This serves to MS. MARISSA J. MANALO with authority to sell,

offer and negotiate the sale of certain property as described below:

Location : Bgy. Javalera, Gen. Trias, Cavite

Total Areas : 15 Has. more or less

TCT NOS. : ________________________________

Price : 8,000/ Sq. M. GROSS

Terms and Conditions : Cash Basis

Commission : Five Percent (5%)

It is understood that during the term of this authority, all

negotiations will be paid to you upon payment of whatever price is
agreed between me and your buyer.

I hereby certify that the property is free and clear from any liens
and encumbrances other than those annotated in the original copy of
the title in file with the Registry of Deeds.

This Authority is valid from the date until _________________

2022.

JERRIMO L. GENUINO,MHA
President /CEO
 Gentrimedical Center and Hospital
Owner with SPA

CONFORME:

MARISSA J. MANALO
Authorized Agent

MEMORANDUM OF AGREEMENT

Memorandum of Agreement between the Buyer and Agents

arising from property mentioned below:

Location of Property: Golden Gate Business Park

Bgy. Buenavista II, City of General Trias

Seller :

TCT No. :

Total Area : 2,500 Square Metres

Price Net : Php 8 500

Registered Buyer :

Sellers Expenses : Capital Gain Tax, Real Property Tax and

Back Taxes if any.

Buyers Expenses : Transfer Tax, Documentary Stamps,

Agent’s Commission and other Expenses
Relative to the transfer.
 The commission of Php_____________________ shall be distributed
by the Trustee of the Buyer, Mr. Renan Colling to the following
agents:

1. Ms. Marissa J. Manalo

2. Ms. Dolly Nicolas
3. Mr. Oland Duarte

__________________________
Seller
CONFORME:

______________________________

MEMORANDUM OF AGREEMENT

Memorandum of Agreement between the Seller, Buyer and

Agents arising from property mentioned below:

Location of Property: Golden Gate Business Park

Bgy. Buenavista II, City of General Trias

Seller : Mrs. Atienza

TCT No. :

Total Area : 2,500 Square Metres

Price Net : Php 8 500

Registered Buyer : Mr. Xiao Ling Yang

Sellers Expenses : Capital Gain Tax, Real Property Tax and

Back Taxes if any.

Buyers Expenses : Transfer Tax, Documentary Stamps,

Agent’s Commission and other Expenses
Relative to the transfer.
 WITNESSETH:

WHEREAS, the SELLER is the registered owner of a certain

parcel of land situated in the above-cited location with a total area of
Two Thousand Five Hundred Square Metres;

WHEREAS, the SELLER is selling the above-cited property and

the agents are exclusive agent to negotiate to the buyer;

NOW THEREFORE, for and in consideration of the foregoing

premises, the SELLER does hereby appoint the AGENTS to sell the
above-cited real property,
to wit:

1. PRICE – The SELLER is selling the property at EGHT

THOUSAND FIVE HUNDRED PESOS Only (Php 8.500.00) per
Square Meter.
2. COMMISSION – The BUYER shall pay the commission based
on the above-cited selling price as agreed upon.

3. MISCELLANEOUS- All and any taxes like the Capital Gain Tax,
Real Property Tax and back taxes if any shall be on the
account of the SELLER, while the Transfer Tax, Documentary
Stamps, Agent’s Commission and other Expenses Relative
to the transfer shall be on the account of the BUYER.

IN WITNESS WHEREOF, the parties have hereunto affixed their

signature this _____ day of April 2018 in the City of General Trias,
Cavite.

_________________________________ _______________________________
SELLER/REPRESENTATIVE BUYER/REPRESENTATIVE

Signed in the presence of:

___________________________ ___________________________
 Case Study

Title : Physical Inventory of Government Properties

(Particularly Land)
Time Frame: Fiscal Year

Central Problem:

Doubtful due to non-submission of a complete inventory

report and inadequate and unreconciled records of the
Accounting and General Services Office (GSO), thus
affecting the fair presentation of the Property, Plant and
Equipment (PPE} accounts in the financial statements.

Objectives:

1. Must Objectives:
To conduct a physical inventory of all properties and
prepare the RPCPPE in compliance with Section 124 of
the Manual of NGAS for LGUs.

2. Want Objectives:
We recommend that the City Accounting Office and
General Services Office maintain a complete and
updated PPE Ledger Cards and Property Cards
respectively, to facilitate the physical inventory and
 reconciliation of balances of the accounts in
compliance with Section 375(d) of RA 7160.

Areas of Consideration:

a) Internal Environment
1. Strong: The total assets of the LGU are increases.

2. Weaknesses: The absence of records and documents

did not allow the audit team the application of
alternative audit procedure to determine the
accuracy of the balance of PPE.

b). External Environment

1. Threat: The Local Officials take immediate
actions to ensure that all the land acquired are
titled/registered in the name of the City to safeguard
government properties.

Recommendation/Plan of Actions:

We recommended that the concerned City Officials

expedite the preparation of documents necessary for
immediate transfer of ownership of the acquired property
and submit to COA the lacking documents supporting its
payment. Henceforth, for similar transactions, copy of the
Contract of Sale/Deed of Absolute Sale for lot acquisition
and all the required supporting documents should be
submitted to the Auditor within five days from perfection
of the contract so that prompt technical evaluation can be
conducted.
 GOVERNMENT ACCOUNTING AND
AUDITING REFORMS
COA Resolution No. 2008-12 dated
October 10, 2008
 Creation of Public Sector
Accounting Standards Board (PSASB)

- Exclusive Authority to
promulgate accounting rules and
regulations

- Assist the commission proper in

formulating and implementing
public sector accounting
standards and establish and
maintain linkages with
international bodies, professional
organizations and academe on
accounting related fields on
financial management.

The PSASB shall determine the PPSAS for

the following:

1. National Government Agencies

(NGAS) which refer to
departments, agencies, bureaus,
state universities, and colleges,
government instrumentalities and
commissions including the
judiciary and constitutional
commissions;
2. Local Government Units (LGUs)
which refer to provinces, cities,
municipalities and barangays; and
3. Government-Owned and/or
Controlled Corporations (GOCCs)

 COA Resolution No. 2014-003

dated Jan. 24, 2014
- Adoption of Philippine Public
Sector Accounting Standards

- Enhancing the quality and

uniformity in financial
reporting by Philippine public
sector entities, and ensuring
accountability, transparency
and comparability of financial
information with other public
sector entities in the world.
- Harmonizes current
standards with international
standards on auditing.

Citizen Participatory Audit

 An Audit involving civil society

or private professional
organizations (CSOs) as members
 of the Audit Team led by the
COA

A Strategy for Reform:

 To uphold the people’s

primordial right to a clean
government
 Founded on the premise that
public accountability can
prosper only with a vigilant and
involved citizenry, and
 For the promotion of
transparency and effectiveness
in government operations.
 BUYER REGISTRATION

I, MSMINA L. FOJAS, register the buyer in the name of

Ms. Ofelia Gabrenao, Mr. Wilbert Lucido and Mr. Ronnie Rodela in in
the property as described below:

LOT Nos. : 3198-A-2-A and 3198-A-2-B

Location : Bgy. Biclatan, Gen. Trias, Cavite

Areas : 27, 414 SQ.M.

TCT Nos. : T-1342659 and T-1348160

BY:

CECILIO C. MANALO
Agent Negotiator with SPA

EXTENSION OF AUTHORITY TO SELL

This Extension of Authority to Sell is issued to and

_______________________________________________________ to offer and
negotiate the sale of certain property as described below:

Lot Nos. : 3198-A-2-A and 3198-A-2-B

Location : Bgy. Biclatan, City of Gen. Trias

Areas : 26, 293 sq.m. + 1,121 sq.m. =

 27, 414 sq.m.

TCT NOS. : T-1342659 and T-1348160

Price : Php 6,000.00 negotiable

Terms and Conditions : Cash Basis

Taxes and Expenses of Sale: Account By the Buyer

This authority is Non-exclusive, “First Come, First Serve Basis”,

valid for a period of Sixty (60) days counted from date hereof and
automatically expires on __________________

Issued on this 2nd day of March 2020 at Gen. Trias, Cavite.

CONFORME: BY:

CECILIO C. MANALO
With SPA & Exclusive
Authority To Sell
 1st 2nd
Date Time Psalmist PB Commentator
Reading Reading
1 01 Necie Jocelyn Regine Ana Letty

2 08 Nini Jocelyn Joshua Letty Necie

3 15 Ana Jocelyn Nini Joshua Regine

4 22 Letty Jocelyn Ana Nini Joshua

5 29 Regine Jocelyn Necie Joshua Letty

OUR LADY OF GUADALUPE PARISH

Barangay Javalera, Gen. Trias, Cavite

Saturday/Sunday Schedule

Weekdays Schedule
Psalmist:
Jocelyn Catoy

Note:

Kapag di makakapagserve magtext lamang po sa

Leader o humanap ng makakapalit ng mas maaga

1st 2nd
Date Time Psalmist PB Commentator
Reading Reading
1 01 Necie Jocelyn Regine Ana Letty

2 08 Nini Jocelyn Joshua Letty Necie

3 15 Ana Jocelyn Nini Joshua Regine

4 22 Letty Jocelyn Ana Nini Joshua

5 29 Regine Jocelyn Necie Joshua Letty

Manalo, Marissa J.
Human Behavior in Organization
March 2, 2018

Group #5 Report: Organizations as Political System

The first topic is about decision making, he reported the meaning of decision

making which is the process of choosing from among several alternatives. He discussed

also the types of decisions making, the programmed decision and non programmed

decision Then he discussed also the four (4) decision-making process which is the rational

approach, behavioral approach, practical approach and personal approach.

The next reporter talked about the organizations as system of political activity such

as the interest, conflict, power, collaborate and relationship. Interests contains of task

interests which means connected with the work one has to perform, career interests means

independent on the job being performed and extramural interests act towards the relation

to both job and career.

The next talked about the conflict, described as a disagreement among groups and

it arises into three: economic conflict brought about by a limited amount of resources; value

conflict is concerned with the varied preferences and ideologies that people have as their

principles and power conflict occurs when the parties involved intends to maximize what

influence if has in the social setting. It was reported also the types of conflict and there are

four classifications: Interpersonal conflict refers to a conflict between two individuals;

intrapersonal conflict occurs within an individual; intragroup conflict is a type of conflict that

happens among individuals within a team and intergroup conflict takes a place when a

misunderstanding arises among different teams within an organization. Next topic is about

the styles of conflict resolution: accommodating involves having to deal with the problem

with an element of self-sacrifice; avoiding there is withdrawal from the conflict; collaborating

aims to find solution to the conflict through cooperating with other parties involved;

competing involves authoritative and assertive behavior and last is compromising which

about coming up with a resolution that would be acceptable to the parties involved.
 - 2-

The last topic that was discussed is about the power means the medium through

which conflicts of interest are ultimately resolved. The reporter discussed the important

resources of power such as formal authority, control of scarce resources, use of

organization structure, rules and regulations, control of decision power, control of

knowledge and information, control of boundaries and control of technology.

The topic that I would like to give much emphasis is about the interest and conflict

that I had experienced in my workplace. Basically, interest on task includes the manner by

which an employee performs effectively and efficiently on his/her job in the corresponding

department. In few instances, some employees accept the job instantly without thinking if

they really like the job. Looking for a job that has more interesting tasks make it more

enjoyable and keep the employee motivated every time he/she comes to work. Another

factor which can maintain the interest of an employee on the job is the benefits and

privileges the employer offers such as high salary, health insurance and other bonuses,

Being one of the employees of the City of General Trias, the job that I am currently tasked

to do is very much interesting and I can positively say that it is a fun and fulfilling career.

It’s just because of the concerted efforts of the incumbent Local Chief Executive, Hon.

Antonio A. Ferrer and his administration, the conversion of our town from municipality into

a component city makes a big leap on the development of our locality including the benefits

of every employee in the Local Government Unit (LGU) of General Trias.

With regards to conflict, I think it is a normal and natural part of workplace and

personal lives and it is helpful in making necessary changes in the work environment.

However, unresolved conflict can result in feelings of dissatisfaction, unhappiness,

hopelessness, depression, and other emotions. In our department, the common causes of

conflict are the competition, difference in personalities and poor communication among the

employees. Based on the report, the leader or department head must possess a skill in

handling the conflict. Among the said skills are assertiveness, active listening and
 - 3 -

managing emotions and understanding others. As a matter of fact, our department head

had all these skills, he gives everyone the opportunity to speak, he does not depend on

one sided information, and he does not take any decision or draw a conclusion without

hearing the other side. He also address the conflict immediately so that the situation could

not escalate and could not affect the employee’s performance. During the meeting with all

the involved parties, he encourages and motivates them to extend more patience and

understanding and reflect on the importance of working as a team. Our head plays an

important role in resolving the conflict in our department, he ensures that everyone is happy

and satisfied after the meeting. As the next in rank, I sometimes also act as a mediator

when there is a simple conflict in the office. If I knew I can resolve the conflict, I try to fix it

myself since our superior has a lot of work and responsibilities to attend to. I really love to

work and stay in my department because even if there is a conflict among employees, it is

often a simple misunderstanding and also settled within the day.

GENDER RELATED LEADERSHIP STYLE

WOMEN
 >Equipped for motivation - energetic, enthusiastic

 Communicate openly- they make sure that employees are

well informed

 More Emotional -

 Feedback – update their teams in terms of their

Performance.
 Aspirations – they set high goals

 Persevere –

MEN

 Better at tradition – building knowledge based on past

experience

 Innovation - open to new ideas and are willing to

take chance
 Being calm - keep their emotion

 Delegating – they assign objectives & responsibilities

 Cooperation – good teammates

 Persuasion - sell ideas and win people over. (madaling

makahikayat)

LEADERSHIP PITFALLS

1. Failing to respond to emails – every email should be acted

upon
 2. Failing to provide feedback – employees should receive
positive or negative feedback

3. Acknowledging people only when they make mistakes

As a leader they must create tracking
mechanism to ensure that every employee gets
some form of recognition.

3. Failing to celebrate success – Positive recognition builds

the individual and celebrating helps build the team by
fostering camaraderie and sense of belongingness.
Ex: team building, outing

4. Showing favoritism – never give out undeserved awards, it

leads resentment, mistrust and a hostile work
environment.

5. Burning out employees – leaders should create an

environment where employees can make their needs
known.
How to cope with the challenges
on both organization and
individual levels:

 Set goals

 Delegate more

 Maximize your unique value

 Gain some role clarity

How to cope with the challenges
on both organization and
individual levels:
 Set goals – Be proactive in setting goals and timelines and

deadlines required to meet them.

 Delegate more – delegating can make you more productive.

The act of delegation can also empower your colleagues to

take more ownership.

 Maximize your unique value – among all the organizational

priorities, there will always be important tasks that only you can

do. These are the tasks you should focus on. As a result, you’ll

maximize your specific value to organization. Everything else,

try to delegate.

 Gain some role clarity – understand what your work does and

doesn’t entail. Be comfortable saying “NO”.

 MANALO, MARISSA J.

Personnel Administration in the Public Sector

January 30, 2018

2) The principles governing the civil service employment are the security of tenure

and political neutrality, In security of tenure, no officer or employee of the civil service shall

be remove or suspended except for cause provided by law after due process. The

respondent must be given the disciplining authority not less than 72 hours or 3 days to

submit his/her answer to the charges, which answer to the charges, which answer must be

in writing and under oath. In political neutrality, no officer or employee in the civil service

shall engage, directly or indirectly, in any electioneering or partisan political campaign.

Public servants are to serve any government elected to power by the people. Thus, they

must not use their public office to unduly favor any political party that they are supporting.

They are also not to deny service to any person or group belonging to a political party
running against the party of their choice. While they may cast their votes, public servants

may not campaign for any candidate for an elected post.

3) The two main types of position in the Philippine Civil Service are the Career

Service and the Non-Career Service. The Career Service is characterized by the entrance

to this service is based on merit and fitness to be determined as far as practicable by

competitive examination or based on highly technical qualifications, there is opportunity for

advancement to higher career positions and members of this service enjoy security of

tenure. The Non-Career Service is characterized by entrance on bases other those of the

usual tests of merit and fitness utilized for the career

service. Tenure which is limited to a period specified by law, or which is coterminous with

that of the appointing authority or subject to his pleasure, or which limited to the

/page 2

duration of a particular project, for which purpose of employment was made. Position in the

Career Service include the open career positions, appointments to which requires

qualification in appropriate examination or other modes in accordance with law. Closed

career positions, positions which maintain their own merit systems such as the following:

Faculty and academic staff of state universities and colleges or scientific and technical

positions, Career Executive Service and career officers other than those in the career

executive service who are appointed by the President such as the foreign service officers

in the Department of Foreign Affairs, the judges, are justices in the judiciary and the

prosecutors in the prosecution services, uniformed and commissioner personnel of the

Philippine National Police. While the positions under the Non-Career Service are elective

officials and their personal or confidential staff, secretaries and other officials of cabinet

rank who hold their positions at the pleasure of the President and their personal or

confidential staff. Included also the Chairman and members of commissions and boards
with fixed terms of office and their personal or confidential staff, emergency and seasonal

personnel, contractual personnel or those whose employment in the government is in

accordance with a special contract to undertake a specific work or job, requiring special or

technical skills not available in the employing agency.

4) Base on the Civil Service Law, appointments are made only according to merit

and fitness, to be determined as far as practicable, by competitive examinations and this

does not apply to appointments to positions which are policy determining primarily

confidential or highly technical. The three nature of appointment includes the

original appointment refers to the initial entry into the career and non-career service.

/page 3

For those in the career service, the first six months of service following a permanent shall

be probationary in nature and the appointee shall undergo thorough character investigation.

Another is the promotion, it is the advancement of the employee from one position to

another with an increase in duties ad responsibilities as authorized by

law and usually accompanied by an increase in salary. Another is transfer, it is the

movement of employee from one position to another, which is of equivalent rank, level or

salary without break in the service involving the issuance of an appointment. Transfer

maybe from one department or agency to another or from one organization unit to another

in the same department or agency. Provided, however, that any movement from the non-

career service to the career service shall not be considered a transfer, An employee who

seeks transfer to another office shall first secure permission from the head of agency or

department where he is employed stating the effective date of the transfer and if the request

of the employee is not granted by the head of the agency or department where he is
employed it shall be deemed approved after the lapse of 30 days from the date of notice

to the agency head.

6) The three HR concerns that affect the local governments, first is the clamor by

local employees for salary received comparable to their counterpart from the national

government especially the health workers. We all know that the salary of employees from

the national agency is much higher than the local government unit So when the health

services devolved their function to the local government the salary of health personnel are

mostly decrease and it was based on the financial capacity of the local government unit.

The concern of the Human Resource becomes very limited and the Local Chief Executive

must find a solution on how to generate more funds or resources in order for him to give

enough salary for such employees. Another is the ceiling on budget for personal services,

the local chief executive must always know the

/page 4

limitations on the personal services, he must know the budget for PS in order for him to hire

enough employees suitable to the needs of his administration. Outdated job designs and

performance review system, the local government must look for new job designs to improve

the organizational effectiveness in accomplishment the goal or in order to achieve the

mission and vision of the local government unit. It is necessary to a local government unit

to enhance their performance review system for them to know the performance level of

their employees, if every after the grading period they improve the quality of their job

performances.
 One of the important aspects of the Human Resource Management

that needs to give priority are the classification and compensation plans

for local personnel. The position classification mainly classified with

corresponding salary range includes the duties, responsibilities,

educational qualifications, experience and technical capabilities. While

rank classification systems assigns official rank includes the educational

qualifications, achievements, experience and seniority, it applied to higher

positions in government like the directors, regional directors of the national

agencies and other career officials and the salary determined according to

rank. The salary rates in the national agencies is much higher rather than

the local government and the classification and compensation plans in the

national agencies are implemented. Because mostly in the local

government the salary cannot be implemented because it depends upon

the financial capacity of the LGUs.

Another important part of the Human Resource Management is when

the devolution settings was implemented. After passing of the Local

Government Code of 1991 (RA 7160) the devolution was started. The

transfer of power from the national government down to the local

government and the responsibilities for the delivery of various aspects of

basic services were devolved to the local government units. Most significant

devolved services include health, agriculture, environment and natural

resources and public works. Pursuant also from the Local Government

Code of 1991 it strengthening the power of the LGUs and increases the

financial resources available to them by broadening their taxing power. So

the basic services that devolved to them can be delivered directly to their
constituents if they have all the resources. But the problems and issues

after devolution were encountered by most LGUs, the salary rate of the

personnel and increase of personnel are those problems after devolution

especially to the LGUs that have no financial capacity or belong to the lower

class city or municipality. Those problems were the first Human Resource

Management challenges to the Local Chief Executive and the Local

Government must comprises the formulation of plans and systems for

recruitment and selection, training and development, grievance settlement,

job evaluation, performance appraisal and promotion. The major HRM

concerns that the local government must immediately address particularly

those in low-income areas are the clamor by local employees for salary

received, ceiling on budget for personnel, lack of HRMO that shall

spearhead HR planning and implementation, lack of adequate plans and

capability programs and others. The Local Chief Executive shall be

responsible for human resource management and development in his LGU

and shall take all personnel actions in accordance with the constitutional

provisions of civil service laws.

DEVOLUTION

- Transfer of powers from the national

government to local government

- Transfer for responsibility for the

delivery of various aspects of basic
services to the local government

 Most significant devolved services include health,

agriculture, agriculture, environment and natural
resources, social services and public works

Base from the Local Government Code

- Strengthening the power of the LGU

- Transfers also of certain regulatory and licensing

powers to local government

- Include also reclassification of land agricultural

land

- Operation of tricycles

- Processing and approval of subdivision plans

 - Increases the financial resources available to LGU
by broadening their taxing power

- It encourages also the LGU to be less reliants to

national government instead to generate their own
resources.

Important Aspect of Local Human Resource Management

- Review and improvement of classification plans for

local personnel

 Position classification mainly classified ( with

corresponding salary range)
a. Duties
b. Responsibilities
c. Educational Qualifications
d. Experience
e. Technical Capabilities

 Rank Classification System assigns official rank

a. Educational Qualifications
b. Achievements
c. Experience
d. Seniority
(Salary determined according to rank)

- National Government Agencies

 Salary rates much higher to local
 Classification and compensation plans can be
implemented

- Local Government Units

 Salary rates depend upon the financial capacity of
the LGU
 Classification and compensation plans cannot be
implemented
DEVOLUTION OF PERSONNEL AND SALARY PROBLEMS

With the implementation of the Local Government

Code, mandating the transfer of personnel to the local
governments in support of the devolution of certain
functions and services, problems of salary rates were
encountered by the LGU in the case of transferred
personnel

Different Agencies:

1. Department of Health (DOH)

2. Department of Agriculture (DA)
3. Department of Environment and Natural Resources
(DENR)
4. Department of Budget and Management
(DBM)
5. Philippine Gamefowl Commission (PGC)
6. National Meat Inspection Commission

Issues and problems encountered by LGU’s after

devolutions:

a. Salary rates
b. Increased of personnel
c. Initial mistrust between them and local bureaucrats
d. Low financial absorptive capacity of LGUs
e. Snags in the transfer of their salaries
f. Misallocation of positions in some departments
g. Question of loyalty to the Local Chief Executive
 h. Non-assurance of career advancement and capability
building
i. Non-absorption of some personnel with political
problems
j. Resignation of some personnel in order to avoid
having to join local government
k. Demoralization of other transferees

Qualification Standards

A centrally-promulgated regulation on local human

resource management is presenting a dilemma in the
required qualifications for some positions in the LGU

A personnel selection board was created by the Code

to assist the Local Chief Executive in screening the
qualifications of personnel for recruitment and promotion,
and in formulating policies on personnel matters.

Composition of Human Resource Merit and Selection

Board (HRMPSB) for first and second level positions:

For Executive/Managerial Positions:

a. Chairperson:
a.1. Local Chief Executive, or his/her
authorized representative
a.2. Vice Mayor or his/her representative, if
the vacant position is in his/her Office
or in the Office of the Sanggunian.

b. Member:
Two (2) Department Heads, one of which is
preferably the Human Resource Management
Officer (HRMO) Department Head or equivalent
or their designated alternates

For First and Second Level Positions:

a. Chairperson:
 a.1. The Local Chief Executive, or his/her
authorized representative
a.2. Vice Mayor or his/her authorized
representative, if the vacant position is in
his/her Office or in the Office of the
Sanggunian

b. Members:

b.1.Head of organizational unit where

vacancy exist, or his/her designated alternate
b.2. HRMO or the career service employee
directly responsible for the recruitment,
selection and placement or his/her designated
alternate.
b.3. Two (2) regular and alternated
representative of the rank and file career
employees, from the first level and from the
second level, who shall all be chosen by the
duly accredited employees association in the
agency.

The City Government of General Trias, Cavite have the

following composition Human Resource Merit Promotion
and Selection Board:

Chairman………… Hon. Antonio A. Ferrer

City Mayor

Member…………... Hon. Christoper N.Custodio

SP Representative

Mr. Dennise R. Columna

HRMO

Ms. Rachel D. Vizmanos

Rep. from 2nd Level Position

Mr. Mario B. Anacan

Rep. from 1st Level Position
 Division Chief of Organizational
Unit where the Vacancy is

If the vacant position is in the Office of the Vice Mayor

and in the Office of the Sangguniang Panlungsod, the
composition are the following:

Chairman…………… Hon. Mauritio C. Sison

City Vice Mayor

Members……………….. same as mentioned above

CEILING ON PERSONNEL BUDGET

Related to the problem of upgrading the positions and

increasing the salary rated of local government personnel
is the statutory requirements. The budgetary allocations
of local governments for personnel services (particularly
the salary and wages) shall not exceed forty five percent
(45%).

45%
 1st to 3rd class provinces, cities and municipalities

55%
 4th to 6th class cities and municipalities

This budgetary requirement has a valid justification

in that it would minimize the tendency of LGUs to
appropriate unreasonably large amounts for personal
services at the expense of other services.

Majority of the local officials claim that the imposition

of budgetary ceilings on personal services could be one
of cause of their inability to raise the position grades
and salary rates of local government personnel.
 National Agencies to assist LGUs in conducting
systematic job audit and position classification to
achieve more equitable compensation schedules in the
future.

1. Civil Service Commission

2. Dept. of Budget & Management (DBM)

NEED FOR HUMAN RESOURCE MANAGEMENT OFFICE

Human Resource Management Officer position is

optional but the Office the Human Resource Management
Office is mandatory.

Responsibility of Human Resource Management Office

a. Planning, job analysis and evaluation

b. Recruitment, selection and induction
c. Performance appraisal
d. Staff and management development
e. Career management
f. Discipline and grievance
g. Reward management and
h. Employee relations/industrial relation

Another concerns of HRMO:

 Establishment of common organizational

procedures and policies
 Workplace harassment
 Employee assistance programs
 Employer-supported child care
 Workplace safety
 Counseling and coaching

PERSONNEL SELECTION
 With the institution of proper position classification
and compensation plans, LGUs can rationalize their
methods of recruitment and selection, enhancing the
application of the principle of selection the aright
individuals for the right jobs.

In the case of LGUs that do not have formal

classification and pay plans, job may be filled depending
upon the needs of the local public service but more often
through the discretion of the local executives and or local
councils.

PROMOTION AND CAREER DEVELOPMENT

Opportunities for promotion in the local public service

are as limited as, if not more limited that, in the national
government. There are not many professional ranks or
classes of positions to which personnel may be considered
for promotional appointment and normally it takes many
years before employees advance in their position.

Contributing to the slow progression of personnel is

the system of classification being used, which allows
vertical mobility, depending on the existence of vacancies
at the at the top.

CONDUCT AND ACCOUNTABILITY OF LOCAL OFFICIALS

AND EMPLOYEES

1. Provide them an opportunity to deal underhandly

with their clientele
2. Lack of effective control on the official actuations
of employees
3. The deficient monitoring and checking schemes on
the transactions
4. Low compensation and delayed payments of
salaries
5. Re-examination in local government performance
appraisal
 6. Identify the potentials of employees

HUMAN RESOURCE PLANNING

Determining the number and classes of personnel and

positions to ensure the efficient and effective performance
of the LGU.

The following measures and processes may have to be

undertaken:

 Evaluate analysis of the personnel complements of

the organizational units
 Ascertainment of the reasonable number and
appropriate classes of positions needed by the LGU
 Projection of the estimated number of employees
who may be retiring, resigning, transferring to other
places of employment and
 Terminating personnel services that need to be
erminated.

INTRODUCING THE CAREER EXECUTIVE SERVICE

Career Executive Service will provide extended

vertical and horizontal mobility for local personnel

CES in local government would be more beneficial to

the senior civil servants.

Aside from offering them fair and reasonable salary

rates, additional benefits and other forms of incentives
may be provided. Proper placement of personnel, assigning
the right persons to the right jobs, and providing
opportunities for the local government personnel to make
use of their talents and skills. Could effectively motivate
their performance and enhance their careers.
 MANAGEMENT DEVELOPMENT AND HUMAN RESOURCE
DEVELOPMENT

A highly effective intervention I local human resource

management is the conduct of continuing management
development and capability building programs for local
officials and employees.

 Conduct orientation seminars and workshops

 Team building activities
 Developing of new learning approaches
 Closer ties between academies
 Private firms and the LGUs should also facilitate
the design of more relevant programs

In view of this, the Human Resource Office should

know how to obtain adequate information on as many as
possible providers of capability building programs in their
locality and in the urban centers.

Human Resource Office should also determine the

training needs and learning needs of the employees and
even the officials of the local government. The traditional
way of asking people to sign up for areas they would like
to receive capability building on should be supplement with
a more interactive and continuing process of dialogue
between the HR Officer ad coach/counselor and the
individual concerned.
1

Important Aspect of Local Human Resource Management

- Review and improvement of classification plans for

local personnel

 Position classification mainly classified ( with

corresponding salary range)
f. Duties
g. Responsibilities
h. Educational Qualifications
i. Experience
j. Technical Capabilities

 Rank Classification System assigns official rank

e. Educational Qualifications
f. Achievements
g. Experience
h. Seniority
(Salary determined according to rank)

- National Government Agencies

 Salary rates much higher to local

- Local Government Units

 Salary rates depend upon the financial capacity of
the LGU
 In principle and practice, the position classification
and compensation plans apply to both national and local
government civil service. But in terms of salary ranges,
there are certain variations. Salary rates for certain
position classes in national government agencies are
usually higher.

Salary rates depend entirely upon the financial

capacity of the LGUs.
ISSUES IN LOCAL GOVERNMENT UNITS

 Position Classification and

compensation scheme in LGUs

Every LGU shall design and implement its own

organizational structure and staffing pattern
taking into consideration its service
requirements and financial capability.

The Local Sanggunian is empowered to

determine the following:

 Positions
 Salaries and wages
 Allowances
 Other benefits

Issues:
- No funds available/limited
funds
- Officials of the LGU are not
in the same party
 - Classified mainly on the basis
of the duties and
responsibilities

Issues: regardless of the

educational qualifications, experience
and technical capabilities

- Rank classification system

assigns official to persons on
the basis of the educational
qualifications, achievements,
experience and seniority.

- It apply to both local and

national government
WORK ACTIVITY BRAG REMARKS

Data Gathering

Patient Counselling

Referral and Treatment Patient not responding

Monitoring and Evaluation

PROJECT TITLE/DESCRIPTION:
STD/HIV/AIDS Prevention and Control Program

BRIEF DESCRIPTION OF PROJECT/SCOPE OF WORKS:

To prevent and Control and STD/AIDS in the City of General Trias.
Whenever possible, acceptable, affordable and effective case management of
STD patients will be made accessible to all individuals.

CONTRACT TIME:
January 2017 onwards

APPROVED PROJECT FOR THE CONTRACT:

Php 1.5 Million

WHO WILL FACILITATE THE PROGRAM:

City Health Office Staffs

SUPPLIES AND EQUIPMENT NEEDED TO PROVIDE THE SERVICE:

 Syndromic Management Chart Posted

 STD Patients managed according to the National STD CSE
Management Guidelines which include:
 Correct and Appropriate STD drugs prescribed or given to
patients
 Patient Counseling to include:
- Explanation of the diagnosis to the patient
- Instructions on the importance of completing treatment
- Encouraging the client to bring partner of evaluation and
treatment
- Provision of health education to prevent further
transmission of STDs
 Provision of Adequate supply of condoms
 Monthly Reporting using primary level reporting fro
accomplished and submitted to the next higher level
 Referral mechanism in place so that clients not responding to
treatment at this level will be referred to a designated Social
Hygiene Clinic
 Secondary care level or referral center where a laboratory test
required to diagnose most STDs as well as for HIV testing.

KNOWLEDGE GAINED:
The strategy calls for a concerted national effort to improve health
outcomes for people living with HIV by establishing seamless systems to
link people to treatment and care immediately after diagnosis. The
strategy also calls for efforts to support maintenance in care; increase the
capacity of health and social support systems; and ncrease the number and
diversity of professionals who provide clinical care and related service to
those with HIV.
PROJECT TITLE/DESCRIPTION:
Construction of School Clinic At General Trias Memorial Elementary
School, Barangay San Juan I, Gen. Trias, Cavite.

BRIEF DESCRIPTION OF PROJECT/SCOPE OF WORKS:

Construction of School Clinic at General Trias Memorial Elementarly
School which include the excavation and disposal, embankment, rebar
works, form works/scaffoldings, concrete works, masonry works, tile works,
installation of doors and windows, electrical works, plumbing works and
painting works.

CONTRACT TIME:
130 Calendar Days

APPROVED PROJECT FOR THE CONTRACT:

Php 1 845 987.58

AWARDED BIDDER:
Prijoles Trading and Construction

PROJECT STARTED:
August 20, 2016

PROJECT FINISHED:
December 27, 2016

KNOWLEDGE GAINED:
ACTIVITY NO. 3

In the Local Government Unit of the City of General Trias, they choose

its project based on the Executive and Legislative Agenda (ELA) and based on CBMS
outputs, 2014-2015.

it must be

formulated with and in consultation with various stakeholders for a more

effective and sustainable implementation of the projects and programs.

MINUTES FROM THE CITY OF GENERAL TRIAS LOCAL SCHOOL BOARD
MEETING HELD AT MAYOR’S OFFICE CONFERENCE ROOM ON NOVEMBER
21, 2017.

PRESENT:

Hon. Antonio A. Ferrer City Mayor

 Hon. Vivencio Q. Lozares
Dr. Edna A. Bayot
Dr. Laura O. Garcia
Ms. Cecilia T. Tan
Mr. Conrado M. Cabrera
Ms. Cyril Bustamante
Ms. Analyn C. Porto
Ms. Benedicta B. Causaaren
SP Member, Chairman on
Committee on Education
District Supervisor GT I
District Supervisor GT II
City Treasurer
City Budget Officer
PTA Federation President
Teachers Organization Rep.
Non-Academic Personnel Rep.

ABSENT:

None

Hon. Antonio A. Ferrer called the meeting to order at 10:00 in the

morning.

Dr. Edna A. Bayot called the roll and thereafter, a quorum was
declared.

Hon. Antonio A. Ferrer informed that the remaining loan from

Landbank with a total of 13 Million was already paid.

He also announced that the budget of the Local School Board was
increased in 14 Million.

Dr. Edna A. Bayot stated that the increase in their budget will be a
great help to all their students, teachers and staff.

Hon. Antonio A. Ferrer stated that the following items under MOOE
were also increased:

a. School and Office Supplies for teachers

and students 4 Million
b. Repair and Maintenance of School Building 2 Million
c. Other MOOE 4 Million
d. Meals and Snacks for various activities 3.5 Million
e. Athletic Uniform 3 Million
f. Sports Supplies 3 Million

Hon. Antonio A. Ferrer announced that his thrust for the year 2018
is more on sports activities to seek and acquire athletes that have enough
skills and knowledge of the sports to become future champions.

Continuation…………….Page 2/

Dr. Laura O. Garcia stated that the City of General Trias was always on
the top in every sports competition.
 Hon. Vivencio Q. Lozares informed that in behalf of Vice Mayor Maurito
C. Sison and the Sangguniang Panlungsod they are always there to support
the Local School Board.

Since there were no other matters to be discussed, the meeting was

adjourned at 11:00 in the morning.

PREPARED BY:

CONRADO M. CABRERA
City Budget Officer

NOTED BY:

ANTONIO A. FERRER
City Mayor
TRADITIONAL ACCOUNTABILITY:

Who is accountable: Employees and Officials

Whom he is accountable: * People through Legislature

 President
 Constitutional Bodies
 Hierarchy
What Standards of values
he is accountable:
 Regularity
 Legality
 Compliance
What Means he is made
Accountable * Line Item
 Budgeting
 Traditional Accounting
 Standard Operating Procedures

MANAGERIAL ACCOUNTABILITY

 Administrator

2. * People thru Legislature

 President
  Constitutional Bodies
 Hierarchy

3. * Economy & Efficiency

4. * Management Audit
 Systems Improvement

PROGRAM ACCOUNTABILITY

 Administrator

2. * People through Legislature

 President
 Constitutional Bodies
 Hierarchy

3. * Standards
* Individual Conscience

4. * Economy
* Efficiency
* Effectiveness

5. *Comprehensive Audit
* Program
* Evaluation
* Productivity
*Measurement

PROCESS ACCOUNTABILITY

1. Administrator

2. Same as column 1

Direct accountability to people

Thru their participation and negotiation

3. 3 Es plus Economy Efficiency

Effectiveness

4. +Negotiations
COUPLES FOR CHRIST
Chapter 2
Youth For Christ
Abril 26, 2017

Bb. Nacitas Grepo

Punong Guro
Gen. Aloña Memorial Elementary School
Biclatan, Gen. Trias, Cavite

Mahal na Punong Guro:

Mapagpalang Araw po! Ang Youth For Christ po ng Chapter 2 ay

magkakaroon ng “Taunang Youth Camp” para sa mga kabataang may edad na
12 taon gulang hanggang 18 taon gulang. Ang layunin po ng nasabing camp
ay upang mapaunlad ang espiritwal na kaisipan ng isang kabataan sa
pamamagitan ng ibat-ibang gawain at panayam na pangungunahan ng mga
kabataang mula sa ibat-ibang Sektor.

Dahil po dito, kami po ay humihingi ng pahintulot na magamit ang inyong

paaralan upang maisakatuparan ang nasabing Youth Camp. Lubos po namin
kayong pinasasalamatan kung kami po ay inyong mapagbibigyan.

Lubos na gumagalang,

G. CECILIO C. MANALO/GNG. MARISSA J. MANALO

Youth Coordinator

NOTED:

G. ERNI BERGADO/GNG. CARENG BERGADO

Chapter Head-Chapter 2
 COUPLES FOR CHRIST
Chapter 2
Youth For Christ

__________________________

__________________________
___________________________

___________________________

___________________________:

Isang mapagpalang araw! Ang samahan ng Youth For Christ ng Chapter

2 ay magkakaroon ng Tatlong (3) araw na Youth Camp.

Dahil po dito, kami po ay nag-aanyaya sa mga kabataang may edad na

10 hanggang 17 taong gulang upang sila ay magkaroon ng higit na
pananampalataya sa Diyos at maranasan ang buhay kung paano mapalapit
sa Diyos.

Ang nasabing Youth Camp ay gaganapin sa ika-19-21 ng Mayo, 2017 at

gagawin sa Biclatan Elementary School.

Ang inyo pong pagpayag upang makasama ang inyong anak ay lubos
naming pinapasalamatan.

Lubos na sumasainyo,

BRO. CECIL C. MANALO/SIS. NECIE MANALO

YFC COORDINATOR

NOTED:

BRO. ERNI BERGADO/SIS. CARING BERGADO

CFC CHAPTER HEAD

/mjm
 DISCRIMINATION OF ALL SORTS

Social Inequality – Unequal Treatment exists within both community and

government factions.

1. SOCIAL STATUS

Example:

Some Politicians are not being caught by the traffic enforcers

when they commit a driving violation this is because of their position
in the society, they think that they are higher rather than the civilians
because of their position in the society.

When it comes to education lower class family gets free

education for their children but the free education has a lower quality
rather than the children in the middle class and higher class family.

2. SOCIAL DIFFERENCE
 Categorizing of the citizens based on their aspects in the
society Social classes – High class the wealthy and the elites
Middle classes – people with the jobs and are earning enough money they
cannot be called rich or poor.
Lower classes – people with no job or with non formal job sometimes they are
drivers or housemaids these people cannot graduated from elementary or
high school.

Inequalities in income and wealth cause economic instability, a range

of health and social problems and prevent nations and communities and
individuals from flourishing.

SOLUTIONS:
1. Enforce living wage – workers should earn enough to support
themselves and families;
2. Workers right to organize and bargain collectively for better
pay.
3. Progressive Income Tax
4. Stop Labor Abuses

AGENCY: Department of Labor, Dept. of Education and Commission

on Human Rights

1. Gender Discrimination:

Unequal treatment of someone based on their sex/bias on

persons sex.

Example:
1. Gender streotypes that Women will stay at home and take
care of their children.
2. Women are unable to make decisions as well as men because
women get their periods and men don’t.

In workplace:

Unequal pay , interview questions, diminished responsibilities,

glass cielings – men and women should be able to reach as high as
possible.

SOLUTIONS:
1. Get women on board – representation of women in one
organization
2. Educate Senior Leadership - training should
emphasize the business benefits of gender quality
3. Fight Biases
4. Evaluate work assignments - ensure that the work is
being distributed
 5. Pass or legislate laws/bills that helps to protect men
and women against discrimination.
Agency: Congress or Local Legisltation (Sangguniang
Panlungsod/Sangguniang Panlalawigan

DISCRIMINATION ON RELIGION:

1. Treating a person unfavorably because of his or her religious belief.

2. An employee cannot be forced to participate or not participate in a
religious activity as a condition of employment.

SOLUTIONS:

1. Treat them fairly

2. Don’t discriminate
3. Be willing to accommodate
4. Don’t force someone to abide by your religious beliefs.

Agency: Commission on Human Rights

SP/SP, Congress, Senate

IMMIGRATION:
 DRAFT RESOLUTION NO. 02-2017-014
Authors: SB Member Jonas Glyn P. Labuguen
SB Member Walter C. Martinez

ACCREDITING THE GOLDEN HEART MULTI-PURPOSE COOPERATIVE

(GHMC) BARANGAY SAN FRANCISCO, CITY OF GENERAL TRIAS, CAVITE.

WHEREAS, the Golden Heart Multi-Purpose Cooperative (GHMC)

through its Head, Mr. Leonardo L. Collamat requested the accreditation of
the association;

WHEREAS, Section 34 of the Local Government Code of 1991 provides

that the local government units shall promote the establishment and
operation of nongovernment organizations to become active partners in the
pursuit of local autonomy;

WHEREAS, after reviewing the supporting documents of the Golden

Heart Multi-Purpose Cooperative (GHMC) submitted to the Sanggunian, the
Committee on Cooperative and Accreditation found that the said association
has complied to all the criteria for recognition;
 WHEREFORE, on motion of SP Member __________________________ duly
seconded by SP Member _____________________ be it

RESOLVED, AS IT IS HEREBY RESOLVED to accredit Golden Heart

Multi-Purpose Cooperative (GHMC), Barangay San Francisco, City of General
Trias, Cavite.

APPROVED under SECOND READING on ____________________ 2017.

“Hinihikayat ko ang ating mga kababayan na makilahok sa mga

programa ng lokal na pamahalaan tungkol sa ‘Autism’, let us all get
involved.”

Gayundin, ang Sangguniang Panlungsod ay nakahandang

magbalangkas at magpatibay ng mga kaukulang ordenansa at
resolusyon na mangangalaga sa kapakanan ng mga Persons with
Special Needs.
 DRAFT CITY ORDINANCE NO. 17-03
Author: SP Member Kerby J. Salazar

CREATING THE CITY OF GENERAL TRIAS ANTI-DENGUE BRIGADE UNDER

THE SUPERVISION OF THE CITY HEALTH OFFICE, PROVIDING ITS
FUNCTIONS AND FUNDS FOR THE PURPOSE.

WHEREAS, pursuant to Paragraph (5) (xii) of Section 458 of the Local

Government Code, provides that the Sanggunian Panlungsod in ensuring
efficient and effective delivery of basic services shall approve ordinances in
preventing the introduction and spread of diseases;

WHEREAS, the World Health Organization (WHO) estimates that about

40% of the world’s population is at risk of being infected with dengue;

WHEREAS, based on the report of Provincial Health Office, the City of

General Trias is No. 1 with the most number of dengue cases in the whole
province of Cavite;

WHEREAS, many government agencies and various organizations are

using the most advanced vaccine, insecticides or reducing potential egg-
laying habits of mosquitoes to fight dengue;
 WHEREAS, to lessen the impact of dengue in every barangay within
the City of General Trias, a comprehensive approach is needed that requires
all sectors including health, finance, planning and other works together to
reduce the risks associated with dengue as well as promote interventions to
prevent and control of it;

WHEREFORE, on motion of SP Member Kerby J. Salazar duly seconded

by SP Member Vevincio Q. Lozares, Jr., SP Member Jonas Glyn P. Labuguen,
SP Member Mario C. Amante, SP Member Christopher N. Custodio, SP
Member Hernando M. Grandos, SP Member Gary A. Grepo, SP Member Jowies
S. Carampot, SP Member Walter C. Martinez, SP Member Florencio D. Ayos
and SP Member Constancia S. Felizardo, be it

ENACTED, AS IT IS HEREBY ENACTED by the Sangguniang

Panlungsod of General Trias in Session assembled, that:

Section 1. TITLE. - This Ordinance shall be known as the

“Creating the City Of General Trias Anti-Dengue Brigade”.

Section 2. CREATION. – The City of General Trias Anti-Dengue

Brigade is hereby created which will spearhead drafting of the city’s strategic
directions for the prevention and control of dengue, the supervision of the
General Trias Health Office.

Section 3. COMPOSITION. - The City of General Trias Anti-Dengue

Brigade shall be composed of the following:

 City Mayor
 City Health Officer
 Health and Sanitation Officer
 Chairman, Committee on Health and Nutrition
 Department of Health Representative
 City Planning Officer
 DILG Representative
 Liga ng Mga Barangay President
 CSWD Officer
 DepED Planing Officer
 City Nutritionist
 Accredited NGO

Section 4. FUNCTIONS. - The City of General Trias Anti-Dengue

Brigade shall serve as the coordinating, planning, implementing,
monitoring and evaluating body on dengue prevention programs and
policies in the city with the following functions:

a. Formulate policies and strategies for the prevention and

control of dengue within the City of General Trias;

b. Prepare short, medium, and long term plans among the

community for the prevention and control of dengue;
c. Monitor and evaluate the implementations of its programs
and plans, campaigns and strategies;

d. Organize and encourage owners/operators/managers of

registered business establishments, workplace and schools to
actively participate in the prevention and control of dengue;

e. Identify and recommend priorities and gaps in local dengue

cases;

f. Conduct periodic public information, education and

communication activities in the promotion of healthy
settings and lifestyle, prevention and control of dengue in
different communities and barangays;

g. Conduct regular seminars in all educational institutions from

primary to tertiary level to distribute, disseminate, circulate,
publish or broadcast modules, pamphlets, booklets,
brochures or other forms of information be it written, verbal,
audio, or video;

h. Initiate training skills, advocacy program and development

strategies to benefit the people with the high risk of dengue;

i. Secure from government agencies concerned

recommendations on how their respective agencies could
operationalize prevention and control of dengue;

j. Coordinate the activities of and strengthen working

relationship between government and non-government
agencies involved in the campaign for the prevention and
control of dengue;

k. Evaluate the adequacy and make recommendations

regarding the utilization of local resources for the prevention
and control of dengue in the City of General Trias;

l. Recommend to the Sangguniang Panlungsod of General Trias

proposed laws and ordinances that shall assist in the control
and prevention of dengue; and

m. To perform all other task and functions related to the overall

objective in the prevention and control of dengue in the city.
Section 5. - MEETING. – The City of General Trias Anti-Dengue
Brigade shall meet quarterly or as often as may be necessary.

Section 6. - SECRETARIAT. – The City of General Trias Health Office

shall likewise serve as the Secretariat of the City of General Trias Anti-
Dengue Brigade and shall be responsible for providing technical
support, documentation of proceedings, preparation of
minutes/reports and such other assistance as may be required in the
discharge of its functions.

Section 7. - IMPLEMENTING RULES AND REGULATIONS. – The City of

General Trias Health Office, subject to the approval of the City Mayor,
may issue such rules and regulations as may be necessary to ensure
the effective implementation of this Ordinance.

Section 8. - APPROPRIATION. – The amount necessary to carry out

the provisions of this Ordinance shall be included in the Annual Budget
for the year following its enactment and every year thereafter.

Section 9. – REPEALING CLAUSE. - All ordinances, orders, rules and

regulations which are inconsistent with or contrary to the provisions
of this Ordinance are hereby amended, modified or repealed
accordingly.

Section 10. – EFFECTIVITY CLAUSE. – This Ordinance shall take effect

immediately upon its approval. All concerned are hereby directed to
organize themselves within thirty (30) days after the approval of this
Ordinance.

ENACTED BY THE SANGGUNIANG PANLUNGSOD OF GENERAL

TRIAS, in its ______ regular session held on __________________ 2017.
List of Attendees for the Committee Hearing on Monday 11 January,
1:00 in the afternoon in the 3 rd Floor, GSO Building Regarding the
Barangay Budget Deliberation.

1. SP Members 5
2. Punong Barangay 9
 3. Kagawad, Chair on Appropriation 9
4. Barangay Treasurer 9
5. Barangay Secretary 9
Total 41

Noted:

WENCESLAO P. CAMINGAY
Secretary to the Sanggunian