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    Tiongson - The Business of Local Governance, The Transformation Story of San Jose City, Nueva Ecija-Compressed

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    2 ynugyeumn ac eee? Roferences, age Cy Philippines Hes Paces bn Loca ae hoo aang Rok Fondation Rte oon Mg, wandes/2000/2077 tsar, nage. edge 2015. Retired fom sp /aps pephy ret naga budget and ances 01trayprove tying cthe O11 cite and evuicpaities competivencs index” 2015. Nang concer. ne Monga} 2910. inmgurl ese May john Game ago SMILES (1.3.4, TS at Staite, Mage SUOLES (181 sons. “san tacts Paget Mbancing our pple’ vision” Nagu Suny tah ee "Soin eetober 4 “VGovemance for Lec Resnomle Developmen Trrenttion at the Gal Public Invaions Conference. ueuan Cay. Somme Plaza Callers taper, 8 2018 “Fostering Local Gesnamie Tanslormation Trengh Ceeaniy Timggriment. The Cave of Naga Gay. Philppnes” Federmioe of Conaion Maneatis ul, S00, “Cleaner amd Fresher Naga: Rinrcng Waste Disposal and Garage ‘Sepegution” Nog SMILES {1} 22 Fees, Wf 2010. “The Sangguniang Fanghngod in Retrospect: Power to the ope” ga SMILES 1(24 10-12 odeiich . and Brian Min. 2088 “Governance Is Naga City, Philippines Aa nits i Tehalogy and Geremance Case Studs” Iarvard sci ah mute fr Drssoras Gaereanen ad acer. Santen, 20 "Naga MILI othe Wor” Naga SMULES 1(1):9-10 2001, “Tranigaiecy i Naga A Ble O48 ad New” Ng SMILES (1 +5 Scheff M, 3011, "Baling Trust and Promoting Accountabilicy: Jesse Roboeda and aga iy Pllc, 198-1998" Princeton Unies. Interviews Mong John. 2015, Personal interview by yar De Abella. ‘Mendoaa, Frank 2005 Personal intervie by Dsyurai Dev Abell, ‘Ober, Rewel BO, Persea interview oy Dayarat Devi Abella ‘rile, Willd je 2015. eescoal interview by Dayavasi Devi Abella, THE BUSINESS OF LOCAL GOVERNANCE Tho Translermation Story of Sen Jase City Nueva Eaja Ma. Geta Tngsen On a brisk Mooday morning in aly 207, Mayor Matvi Helena arrived at ber lice eager to gether day started as the local cle executive of San Jose City. Nueva Ecfja. She had just assumed office the week before anil was stil learning the ropes, Even as she still had many things to review tnd stedy, she realized that she was spending more and mote afer tine talking to the people who ined up inher office first thing in the momn- {ng to ask for the same thing—jobs She recalls, “People were approach- ng me: wanting to be hited by the foal goverament sit (LGU). 1 knew thea that providing eanteactal jos was not the log term solution to the fasue, Something more than that has tobe dood” (Beles 2014 kterviw by Thoagson). Mayor Belena was aware that improving the income condition of the farmers who constitte the majority ofthe residests of San Jose City ‘would be the key to a long-term solution fae poverty. With her taining in ‘business, Mayor Belena analyzed the sue of unemployment im ber city ‘and “realized that the problem was that the competencies required by fmnployers were not being inet by applicants. They di not match, Sioce co ok ravsrnnng et ec hhad to start somewhere, | thought of starting by Improving the quality of Sn eh pg schools, she actively looked for autside partners through her nctwork gf voacte Her graduate sis in the Ateneo School of Government Ie her toleamn about Ue work af Syncegeiaand Ateneo Center for Education Development, Both were involved és improving the quality of bask ey cation in publi schools, sothe LGU sought them ns partners It was. thy pproach of working in partnership wh ather gxoups that played a key role a the transformation of te LGU ‘The Gateway tothe Herth “The city of Sam Jose is third-clase city with thisty-eight barangays, and. population of about 128766. San Jose is situated in the noethern- most section af the province of Nueva Eaija (San Jose City submission to the Galing Pook Awarde 2012}. The city provides easy access to the prow. lnces of Nueva Vizcaya as well as the Cagayan Valley region, Pangasinan and the llocos Region. and likewise to the Dingalan Port in Aurora Province “About San Jose City"2014) Despite its ety status, San Jose's primary industry is aggicultiae, Rice is the dominant crop with about half of the city’s total land area of| 21,484 hectares being plated witht (elena 2015), Moreover, rice milling 1 welhdeveloped business activity in the LGU with at least twenty-one rice milla in the eity producing high quality rice supplied locally and for export. A second major crop is onion which is planted in 1.20623, hectares by 9,394 farmers (San Jose City submission to the Galing Pook Awards 2012}. With is strategie location, the city iva vibrant trading center where ‘communication aad transportation cervices are available twenty-oar hours a day: Bask education services, health eare, power, ad waler sap ply are analable to 99 percest ofthe reskdents of San Jose City, Despite this however. 21 percent of the population have income below the por cert threshold. ‘he situation in San Jose i reflective of the larger situation in the Philippines wherein two out of every three poor individuals in the cot vatisal LacaGewsnaece ys al areas and are dependent iia acon dicen tine Sr ensayo ation and accounts for about 60 percent o tata poverty. Acconin, ate anal f thw San ose Cty Agee, famers an bound to the cyte of poverty due to Lack of access to fsancing, se hte ea an address the perennial problem af low farm gate price as middlemen polize the trading and marketing of wpricultorl products (San Jone ‘City submission tothe Galing Pook Awards 2013), Sowing the Seeds of Change Aware of the plight ofthe farmers inher city, Mayor lena looked nto providing additional income to households. Tina Corpus, a City Cooperative Officer, remembers how she was tasked te work with var as foundations to-do livelihood projects. “With Mayor MarvicBelena fone thing I noticed is how she entered into partnerships right away I ‘streck mo that this mayor may be different” (Compu 2914 interview ty ‘Toagsan). In April 2008, Corpus seocived a call fen Mayos Belena to join a meeting that evening, Corps recalls was asked fo have deer a her home where met staff wm: bers of Catholic Reef Services (CRS) They tall about a project that they have staxted with Joibee Group Foundation UGE) to help seal farmers become suppliers af Jee Fords Corporation {got excited with the idea and expressed to Mayor that we will ensure this project will succeed (Ibi) ‘To follow through on the above, Mayor Belena instructed the offices of the City Agriculture and the City Cooperative to collaborate with CRS im the project. ‘The projec. initially called "Linking Soll Farmers to the JRC Supply Chain’ Inter became knowa asthe Farmer ate prencurship Program (FEP). Barangays San Agustin. anid Kaliwanagan were iensiied 5 initial project sites, Using the cight-step Custering Approach deve- loped by CRS, two clusters were organized with lifters oxioa farmers from: cg) —_manognwong ec cavTDRENE ‘each barangay: They were Ini called the “Kalasag Farmers Producers Cooperate” or simply “Kalaag” Technial staff were deployed by the LGU to tein the farmers on simple farming technologies that wnt ieouctnity and oBsiency. A prtnership with a local microg nance institutinn (SIF1) was eso forged to provide appropriate agricul. tural Joane to the farmers. Moreover, collaborations with government agencies auch ax the Department of Agriculture (DA) the Philippine Center for Postharvest Development and Mechanization (PhilMech), the Philippine Rie Research Institute (PhilRice} and other NGOs were inst. tuted to provide various techieal and material needs, ‘Aside feoms deploying technical staff, the LGU of San Jose also provided logtics support sich os transportation. veinues, and meals for meetings and other actives. The LGU also provided a loan which was paid for in ull bythe cocperative after four months. CIS took care of the capability tuslding component, while the Alalay sa Katsdaran Incoeporsted (ASKI) facilitate! the farmers aecess to, agricultural loans, Meanmbile,JGF linked the farmers to the Jollibee Foads Carporations to be onion supplier. Specifies areas also required special attention. ta particular, the tensive training of farmers an production, predict han- dog, peice eegotiativa, ergarizational and financial management, and leadership was a key strategy (San fase City submission to the Galing Pook ards 2012) Reaping the First Harvest ‘The collaboration among partners paid if. During the onion har- ‘Vest season in 2004, Kalasag successfully delivered to JPC sixty metric ‘tons (MT) of white onion with only 0.17 percent rejection rate. in 2010, deliveries to JFC increased 10 235 MTT and since then. the amount has increased yearly In 2014, Kalasag detiverod more than 450 AtT with 7088 sales of more than PAS million pesos. They have also started say plying chili to Chawhing and anéoa to other faod companies like CDO FoodSphere ("The Farmer Entrepeencurship Programs” 2014), The project has led to a aumber of economic, enviranmenal, and ‘eclo-cultural benefits not only far the members. of the caaperative but for other farmers as well (San Jose City submission to the Galingg Pook ‘Teens otal Gretmaece 7 2012). In terms of net income, members of Kalasag earned more ‘rom selling directly to JFC compared to what they woald have eamed had they sold the sume to local traders. Av attested by Kalasag farm fers their increased income coabled them to renovate their howses bay motorcycles, and redeem pawned jewelry and farmlands, More. impor: tantly they were feod from the cyte of debe from usucers. as the Kalas Cooperative provided the capital and production materials that they seeded. In addition, since they were she to pay thei loan from the MFI in full, they have also been approached by other lending institutions, proving that farmers cam in fact be bankable clients, In addition, their successful deliveries. and increased income ‘mubled Kalasag to sequire assois. From having nothing én 2008, they ‘ow have a consolidation area, farm machinery. and equipinest acquired through grants and foams. The equipment inchades. among others, P2 nilon worth of refrigerated tracks ftom the Department of Agriculture, In ll of this, quality has remained as top preety: Ia fact, as a supplies, Kalacag passed the product safety and quality requted by FEC: With the help of the City Agriculture Office and Pbilfice, farmers learned the use of biological controls in managing pest and Wiseases, Asa result, less use ‘of chemical spray reduced production eosts and improved crop yield and ‘quality rom 11 to 13.8 mets tons of onion per hectare Since Kalasag was also delivering tresh peeled onion, they hiced shout 180 unemployed residents in the community todo the peeing It is Impoetant to nate that this was a value-adding activity wherein offsized ‘onlons were poled and sold ata higher price to JFC. On the verage, each Peeler eariod F288 per day during the harvest season from April to June (ofeach year (San Jose City sabeision tothe Galing Pook Awards 2012), “The experience of the Kalasag farmers has become an inspiration to other farmers in varigus parts of the country. notes Rey Amarillo, Head of the City Agriculture Office. Kalasag lesders have even served as lrainers to farmers i the other sites ofthe FER fs Cooperative Manage, Wencelito Gomez, has also been recognized as Magsauaha Siyentish by the Central Luzon Agricultural Resources Research and Development Consortium (CLARRDEC) for his scientific expertise on white onkan prov duction, For Amarillo, the success ofthe program has brea significant: 4 cg ranvrenms cas SENAY ‘The Kalasag farmers havo maved beyood the usual dole-out rstaly and ferent estan tne farming technologes, ‘Ther stra business dealings with JFC developed among them anus of dnepine and integety. To comply with JFC': quality cert olame requirements they learned to valac costing edu ation, striving fr excellence. heing accountable and respon. Sibi ane later, the spirit of sharing their experience to fellow ferences (2014 interview by Teongsen) With the oceess of Kalasag, Mayor Belena instructed her team to expand the program to other barangays. Tey also submited the project as an ‘entry to the Galing Pook Awards, an award-giving bady: recognising ‘curmplary LGUs In:X012, Kalasag woo us one of the Outstanding Local CGavernance Programs, Ukimatel, Kalasagls success has become San Jose City’ pride as"a place where high quality anton Is produced” (About San fe City” 2014) Getting the Process Right ‘The success of the Farmer Entrepreneurship Program (FEP) relied significantly on the lealership of the city government. Trina Cris the head ef the City Environment and Natural Resource Office (CENRO), rootesthisand ads Se [Mayor Belena changed that practice where penple who ast, for belp ftw the Mayar would receive immediate assistance, ‘ually ko the form of fands or referal ln her case, she would analyze tbe cause of the prem andl fa ways to integrate {he solution into the programs of the LGU. The assistance then becomes strategie, and not merely personal in nsture. (Cruz ‘2014 interview by Thongion) Cruz describes Aluyor eiena’s development orientation tovrd govermance as very innovative. Having worked in the civil society sector for many years, she has seen how other LGUs have chosen Plccemeal approsches rather than an integrated ane holistic approach to development. In contrast, she remembers haw in 2009, Mayor Belena organized strategic planning session among the department ews te identify the maja thrusts of the city government. Anchored oa thei vision to mike San Jose Cty the crossroads of regional development for trade, service, and ogro-ndstrialization, they made it thelr mieson ue LGU to develop political, social, cultural, and eeasamsic emtrnment condacive to service, trade, and agroindustrilzatian, They then fdestifed their major thrusts ws follows: eiacation, economy and ‘environment, peace and order, disaster preparedness, ad good governance, LOU departments were formed inta clustersto account for specific thrusts and ensure aligniment of activities, ‘According to Mayor Helena, the ester dition made the manage mest and delivery of services mare efective: ‘A good example ofthis cluster spproach isthe thrust on dines tee preparedness. We de mot have an ofice solely dicated foe that but there were about seven departments that form the count, Among them are the Disaster Risk Redaction ‘Managernent (fice the Social Welle and Developenent Ofice land Engincering Oifice. When a calamity strikes, 1 ont have | call on each of the departments. They abesdy know how cach departenent will respond in a coordinated maniee. (2014, inter- view ky Tiongson) Having identifiod their major thrusts and how to best organize themselves the local government proceeded with the task of streamlin: ing the systems and processes ofthe LOU, Pursuant to Republic det 495 sr the Anti-Red Tape Act, the San Jose City LGU implemented the reeng ‘eeting of systems und process as well as the posting of billboards to inform the public ofthe service standards, known a the Citizens Charter (Congress of the Philippines, Republic Act 435 of 2007).As Crux recalls: “Thove long and arduoas processes were ruced, fom thirteen steps to five steps. Whi attempts have boca rade in the past tos do sn, it was under the term af Mayor Hichewn that this was ‘pursued and implement in full (2014 interview by Trongeon} Other documents and steps aside frum procedures were sr Tinized. In addition, all contracts and proposals sent to the Mayors ao. (nd ruoxsromme it. CrVEINAET Office for approval, especially those that would invahe LGU funets, epg reviewed completely and thoroughly, This was particularly noticeable tg the department heads. Tina Corpuz, who has been working with the LGy since 1990, recalls:"Yoa have to be very confident with the document yaq wall ask her to sign especially ifthere are figures there as she will dei, ritely compute it herself, She always has a calculator” (2014, interview by ‘Tiongson). ‘Compar also notes that Mayor Belenu’ business practice of maxi. ‘mizing available resources generated some negative feactions from the depariment heads who were mot accustomed to it. Nonetheless, Mayoe Belena maintained this practice until everyone learned to accept it, Energizing the Bureaucracy Asie from financial resources, the LGU also made fall use of its ‘ther major asset—its >euple. Alojandra Martin, Head of the City Human Resource Office, recounls the measures they instituted to energize the areaueracy: Fics we started with ll the departnsent heads attending retreat on personhood. With a fesuit priest ax our faciitatoc, ‘we reflected nar relationship with Gad. ourselves, oar Family and co-workers and our community. This was fllowed by Mayoe Belena giving us ata reguning our easeet and role inthe LGU ‘nd our accountabilities as a public servant. (3014, interview by Tongsan) The series of seminars strengthened the relationships among the OEice Heads, This meant that the process was easier and Jose prone to coat by the time the departrients were formed into clusters. ‘There were also reforms instituted in policies related to human esource management. For Mayor Belen, ensuring that the employees sare paid for theit effort was on top of her agenda as a means to improve he performance af the LGU ‘The fit thing | did as a for of siting performance standards {in the LGU is ensuing that staff salary and bencfits axe pai Tea Beans wr Lec time, There should be na delay My thinking ii the ight Des then we eat espe he nore interview by Tiongson) ae Persocnel were also selected bised on merit and ftness um work as required by the LGU, Martin notes thatthe system of pain ot hting based on te claut ofthe persan doing the referral was reduced, “Mayor Belena wanted very much to boost the morale of the employees so he sured that only those who are qualified were hited” (Martin 2014 inter- ‘ew by Tongson) Promotion of stalf was perlarmance-baaed and overscen by a Promotions Commitice Ax such, postions left vacant by emplayees wha retired were not automatically filled: instead, these were reviewed H these positions were found redundant, resmarces were reallocated to Upgrade existing positions. Any savings geacrated atthe end of the year ‘were used to provide cash incentives and bomuses tv emplayees. Martin ‘ko notes that retirement benefits were distnbuted on the last day of ‘work since finds for these benefits were aleady ineluded in the annual budge (id). Norturing Change Through Transparency and Parcpation While Mayor Belena was ensuring that the LGU bureaucracy could Detter serve their constituency: she was also establishing «pen lines of communication between the LGU and the people f San Jose. Trina Cruz, ‘sti leaded the Public Information Office (P10) during the euly yrars of Mayor Belenais term, notes the vigorous eflort to coosul the people: ‘Mayor Belena was very visible in doing consuitation kn the dit {ferent barangays: She mode hee ell phone avaiable ta everyone ‘who would liketo report oa amy isconkduct or eancern regard ig] the LGU, Her ofice was ala open fo receive any complaints from the citizens, (2014, interview by Tiongsoal ‘In August 2010, the Department of Interior and Local Govcrament (DILG) issued Memo Circular No. 2010-083 which called for full disclo- ‘are of local budgets finances bids aml poblic offerings Iy then, the San _ rumen ae ceva Jone City LGU was mote than ready 4 comph with financial staterenty aeaiy posted on the LGU website? Saggeation boars ave also tigen ‘placed in the city hall and in various store outlets inthe city. The LGy roonthiy newuletter, SINAG, has peblished all the reports, finances, ang Grocomplihments ofthe LGU, slog wih a section that featured quy. ‘ons from the citizens and responses fromthe LGU. To add, the P10 has ‘leo aired a local radio show called Orasing Mamamaynn (Citizes Nour) ‘wherein the mayor would respond to questions from citizens (bid). Ceuz recalls ane time when there ws.an outpouring of complaints regarding the transfer ofthe public market toa new location: Pople were very adamant about the iesue, why they had to rave te another locatioa when the current one was very cos venient. There were many complaints regarding the Head of the Public Market Office, inelading insinaations of corruption. ‘All these were resolved dusingthe radio show as Mayor elena, tieaad rectly from the people and they heard from her the rea- sn behind the transfer. (2084, interview by Tiongson) ‘These contmunication chanoels enabled the people ta understand the ‘sues facing thera. along with the plans of the LGUs to address theen, if there is ane thing that Mayor Helena could say she has dane differently from her predecessors, it is this mechanism to engage the citizens in governance: 1 is wot enoagh though to give people the space to: post thet ‘comments People should understand the process and the stan dard so that there is am objective basis for engagement and feback. This effort ta establish standards of performance for all the LGU departs ssa that we eoukd know how to rex stee ourselves and how our constituents would assess our per formance, Filipinos have a tendency to personalize focdbock ot ‘o.consider them a8 personal altarks, but I made clear thal we welcome feedback sn we would know i we are an tcack oF ots (2014 interview by Tioagson) Furthermore, all local special bodies met regulatly and had representa: ‘lan from the private sector. Each body also had their own priority agend* Tbaieee tee emacs such ae support For teachers. health insurance corerage for the Local Heats Hoard, active invalvement ofthe Parent-Teacher Associations by {he Local Schoo! Board, implementation ofthe ant plastic exdisance by the Solid Waste Managernent Board, andl relocation ar amaite develop roentofoformal settlers’by the Local Housing Board (Belena 2015). Reaping the Positive Results Allthese efforts have started to pay lf Fer ones the Kalasag initia- tive has gained recognition from Galing Pook as a model of exemplary ‘work in impeoving farmers’ income. As a matter of fact, many groups and governesent officials have visited San Jose Cty wanting to arm from their expecience (Corpus 2014, interview by Tiangsoa). Tleyond specifi projects, San Jose City has also been recognized for its transparency and good governance, It is one of the few LGUs that have received approval from the Commission on Audit (COM since 2012.18 also garnered the Siver Seal of Goad Housekeeping (rom the DILG foe 2012, the highest categary for that year—a remarkable fea, considering that only one other city in the province af Nueva Ein ‘out of five, garnercel that accreditation, In August 2014, the National ‘Competitivencss Council (NOC) ranked San Jove 46th out of 136 cities in ity Cities and Municipalities Competitiveness Index, Of the three criteria Inthe NC's index, economic dynamism, infrastructure, and government ‘efficiency, it was in the thind that the Sar Jose City LGU demonstrated the most remarkable performance. This allowed the city to be ranked among the top twenty In the NC's overall ranking of LGUs, Needles to ‘3, Mayor Beletia was pleased with the results: {i infrastrischure, I would admit we are Lagging behind because resources are critical in Usat aspect. The same with eronomic ‘dynamin since it woul include other considerations sich as the size ofthe private sete atvitis. Bt inthe area wher we have the most control, governssent efficiency, we att definitely 2 ‘major contender. 2014. Interview by Thougsen) (cruz, Corpus, and Martin were all ene in saying how the credit Ity of the LGU has improved in the eyes oftheir constituent. Cruz mates 4 runrerunoance att hhow the number of fredback that the PIO received has increased oye, the years even ietuding compliments amd commendations. Marti, gy ‘Haman Resources Head, would often receive feedback from people say ing “Mam, thank you for hastening procesing ofthe Papers 1 noe ‘Wedidinot encounter any difficulty. and it was easy ta find the people we ‘aceded to attend to us" (2014, interview by Tongxon). “The positive reception has alsa keto an iemprowernent inthe morale ‘of the LGU personnel. Whereas before there were cares of employees ‘caming in late or leaving easy fom work employees now come on time ‘and contimue to work during lunch tine if necessary 10 attend to theip cients, As performance is measured based on ostput, staff members ‘chew ceomaitment to thelr work despite additional tasks given them, More impoctanity. good relationships have been built among employees. Whereas before, employees. were indifferent or would put ‘other people down in order to get ahead, employees now seek rays to improv collaborations especialy with the implementation of the chuster approach (ibid) ‘These initiatives have not gone unnoticed atthe national level. For lnstance; the San Jose City LGU was one of the eight LOUs and guvern- tment institutions io Nuova EeSja that were invited by the Civil Service ‘Comenision (CSC) in 2018 to partiipateinits Program to Insttutioslie Meitoceacy and Exeellece in Human Resource Management (PRIME- ‘MMU. 1'San Jose met the requirements, would be elevated to the top- most rankofa Deregulated or Level institution, This level would imply thatthe city hae Astinguished itself a8 excellent in most area of human ‘esouree management and has been given authority to take final action ‘on appointments, as wells the establishment and implenseritation ofits ‘own human resource mechanisms without the need for prior approval roca the Cornmisson ib). Navigating Between Governance and Politics ‘The success of the efioets to institutionalize transparency and 00d goremance in San Jase City can be attributed to a number of fa: tors. The most commen factor cited was the leadership of Mayor Helena hersel Tore elements of Mayor Belen’ leadership approach stood oot ee The Pasinesa Usa races ascritical the carty of ber vision and strength of her political will ber fot to take the time to lear how ta do things wel ad her copay + tp bandle the provision af public services while maintaining aod gale {ng political allicsThe first of these ebements asthe elatty af her vison for the LGU and the strength of her politcal will a ave atthe desired results Cruz attibites this tothe mayor's bine tring. wherein ane twas able to combine the approach af being results-oriented and syste atic in doing things (2014, interview by Tongson), ‘An example to illustrate Mayor Belenss approach would be the management of the Financial resources f the LGU, When Mayor filena took oifice, che found the LGU financial statement ts be bloated aed therefore unrealistic. For example, she found that 43 percent of the expenses were allocated ta personnel services To address this. she sraployed the following sirtogies: strenggbened ezes participation, aggressive reusee gen eration while maintaining austerity measures. strict srventary

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