assessment of barangay effectiveness
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researchTRANSCRIPT
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BARANGAY OFFICIALS - RESIDENTS SYNERGY ON THE DELIVERY OF SERVICES AND ACCOMPLISHMENTS
OF BARANGAY TALOLONG(title)
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Table Of contents
Title Page ……………………………………………………………………... Table of Contents ………………………………………………………………
Chapter
1 THE PROBLEM AND ITS BACKGROUND ………………………..
Introduction ……………………………………………………….. Background of the Study ……………………………………….. Theoretical Framework …………………………………………. Conceptual Framework …………………………………………. Statement of the Problem ………………………………………. Scope and Limitations of the Study ……………………………. Significance of the Study ………………………………………. Definition of Terms ……………………………………………..
2 REVIEW OF RELATED LITERATURE AND STUDIES
Related Literature ………………………………………………. Related Studies ……………………………………………….
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3 RESEARCH METHODOLOGY …………….………………………..
Research Design ………………………………………………..… Population and Sample Size …………………………..………… Sampling Technique ……………………………………………… Description of the Respondents ………………………..……….. Instrumentation …………………………………………….……… Data Gathering Procedure ……………………………..………… Statistical Treatment of Data …………………………..…………
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CHAPTER 1
THE PROBLEM AND ITS BACKGROUND
Introduction
As the basic political unit, the 1991 Local Government Code provided the
Barangay an important role to play in the national efforts of achieving significant
improvement in the country’s economic, political, and social conditions.
According to Section 384 of the Local Government Code, the Barangay
serves as the primary planning and implementing unit of government policies,
plans, programs, projects, and activities in the community. It also serves as a
forum wherein the collective views of the people may be expressed, crystallized
and considered, and where disputes may be amicably settled (Local Government
Code of 1991).
The Barangay government is also given considerable autonomy to
manage their affairs, explore any possibilities of raising their financial resources
and utilize them at their own discretion, as long as this will result to the
improvement of the welfare of their constituents. In order to fulfill their mandates
and functions as contained in the Local Government Code, Barangays must be
equipped with the necessary competencies, not only in terms of administrative
capabilities but also on financial resources which are necessary for the provision
of basic technical and physical facilities.
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Since the enactment of the Local Government Code, various capacity
building efforts of the national government, academic institutions, and other
consulting and training organizations have resulted to a number of tangible
improvements in the way Barangays manage their local affairs. However, despite
this clamor of improved governance, there has been no clear measure of the
level of barangay capacities and how they apply these capacities. Therefore,
there is a need to ensure whether these developed and introduced capacities are
indeed being applied. There is also a need to prove if these developed and
introduced capacities are effective. Clear and tangible manifestations or
indicators of the effectiveness of such capacities should be present. Fortunately,
an effective local monitoring system for local government units have been
established to assist the barangays in targeting appropriate and responsive
interventions for human development.
According to Panadero (2004) in his speech entitled “Local Governance
Towards the Millenium Development Goals,” an effective local monitoring system
for local government units have to be established to assist local government units
to target appropriate and responsive interventions for poverty reduction and
human development. She also emphasized the need to harmonize and integrate
some of the existing tools in order for data to be compared across municipalities,
cities and provinces; and to be able to aggregate data to higher level.
Panadero also underscored the need for LGUs to be assisted in
generating accurate local data and information to be able to respond to the
needs of their constituents. In response to such a call, this study was undertaken
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specifically taking into consideration the delivery of services and
accomplishments in the performance of Barangay Talolong in the town of Lopez
province of Quezon.
Background of the Study
The legal bases of the institutionalization of the Barangay Governance
Performance Management System are the 1987 Philippine Constitution, the 1991
Local Government Code and the Republic Act No. 6975. The 1991 Local
Government Code, Section 3 (h), mandates that “there shall be a continuing
mechanism to enhance local autonomy not only by legislative acts but also by
administrative and organizational reforms”; likewise, Section 3 (m) further
mandates that “the national government shall ensure that the decentralization
must contribute to the continuing improvement of the performance of Local
Government Units (LGUs) and the quality of community life”. Moreover, under
Sections 16 & 17, the code also provides the legal framework for local
governance. It defines the roles and responsibilities of local authorities that
require the development of management tools and approaches to assess the
efficiency quality of the processes, and the quality of public service towards
efficient and effective governance.
It is necessary to measure the performance of barangay governance.
Every six months, the Barangays are required to have their assemblies – that is
to report accomplishments, present programs and policies, and to raise and hear
issues and problems within the community. The measure of the performance of
barangay governance helps improve the quality of the policies and programs in
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the community, particularly on the problems identified in the area. There are five
performance and service areas in barangay governance; GOVERNANCE as
defined in the 1991 Local Government Code is the “process by which
communities address their own needs, problems and priorities through
responsive and accountable LGUs. It covers the Barangay Legislation,
Transparency and Participation. ADMINISTRATION refers to the related services
and activities performed by each barangay – which is on Development Planning,
Revenue Generation, Resource Allocation/ Utilization, Financial Accountability,
Customer Service and Human Resource Management and Development.
SOCIAL SERVICES on the other hand is made in the context for the attainment
of organizational goals in the delivery of social services. It is on Health Nutrition,
Education and Sports, Women and Children, and Public Safety and Disaster Risk
Management. ECONOMIC DEVELOPMENT refers to the economic institution
and policies that should be in place to facilitate efficiency and productivity in the
barangay. It includes Agriculture and Fisheries, and Entrepreneurship, Business
and Industry Promotion. ENVIRONMENTAL MANAGEMENT concerns on the
effectiveness of the management of external conditions and surroundings to
improve quality of life of individuals and the community for sustainable
development. It includes Natural Resource Management, and Waste
Management and Pollution Control.
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Theoretical Framework
On top of that, the Management Theories which is also known as the
transactional theories, should be considered. It is focused on the role of
supervision, organization and group performance.
Another theory involved in management is the Relationship Theory.
Relationship theories, also known as transformational theories, focus upon the
connections formed between leaders and followers. Transformational leaders
motivate and inspire people by helping group members see the importance and
higher good of the task. These leaders are focused on the performance of group
members, but also want each person to fulfill his or her potential. Leaders with
this style often have high ethical and moral standards.
Systems Theory (ST) is one of the widely used management theories in
the world. It is not only used in management, but also in other related fields. ST
is designed for an IPO (Input, Process, Output) Model where every elements
listed in input will have a great participation in achieving the desired output
(Seymour, 2001). This theory ponders on the wide-ranging units as a whole
group or an operating body in a given environment. It attempts to present the
institution as a unified, purposeful system composed of interrelated parts
(Ivancevich & Matteson, 2002).
Another related theory is about the human resources side of the
management theory formulated by Rensis Likert and known as the Participative
Decision Making (PDM) Theory. Likert’s ideas were based in the notion that
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supervisors with strong worker productivity tended to focus on the human
aspects of subordinate problems while creating teams that emphasized high
achievement and believed that effective management required treating
employees as humans and not just worker. Likert further noted that these highly
productive leaders also tended to involve subordinates in the decision making
process. Out of this basic understanding of productive versus unproductive
management, Likert created a series of four distinct management styles:
Exploitive Authoritative, Benevolent Authoritative, Consultative, and Participative.
Goal-setting theory had been proposed by Edwin Locke in the year 1968.
This theory suggests that the individual goals established by an employee play
an important role in motivating him for superior performance. This is because the
employees keep following their goals. If these goals are not achieved, they either
improve their performance or modify the goals and make them more realistic. In
case the performance improves it will result in achievement of the performance
management system aims (Salaman et al, 2005).
Expectancy theory had been proposed by Victor Vroom in 1964. This
theory is based on the hypothesis that individuals adjust their behavior in the
organization on the basis of anticipated satisfaction of valued goals set by them.
The individuals modify their behavior in such a way which is most likely to lead
them to attain these goals. This theory underlies the concept of performance
management as it is believed that performance is influenced by the expectations
concerning future events (Salaman et al, 2005).
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Conceptual Framework
Figure 1. Conceptual Paradigm
This study uses the Input-Process-Output or the so called IPO process.
The diagram shows the conceptual paradigm of the study, where the input
includes the parameter in which the statement of the problem and the survey
questionnaire were used to gather the needed data and be able to answer the
problems indicated in this study. The process is the analysis of the barangay
officials and residents synergy on the delivered services and accomplishment of
Barangay Talolong. Finally, the output of the study is the synergy program.
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Statement of the Problem
The aim of this research undertaking is to determine the barangay
officials-residents synergy in delivering the services and accomplishments of
Barangay Talolong.
Specifically, this study pursued to answer the following questions::
1. What is the demographic profile of the respondents in terms of:
1.1.Sex
1.2.Age
1.3.Years of stay
1.4.Position
2. What is the extent of the delivery of services and accomplishment of
Barangay Talolong by the officials in terms of:
2.1.Administrative Systems and Procedures
2.2.Legislative Services
2.3.Social Services,
2.4.Economic Development
2.5.Environmental Management
3. Is there a significant difference on the delivery of service and accomplishment
of Brgy. Talolong as perceived by the respondents?
4. What are the comments and suggestions of the respondents?
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Hypothesis
There is no significant difference on the delivery of service and
accomplishment of Brgy. Talolong
Scope and Limitations
This study assesses only the delivery of services and accomplishments of
Brgy. Talolong but is not limited to providing synergical program for the
betterment of the barangay.
Significance of the Study
“The study which aims to determine the perceived barangay officials-
residents’ synergy in delivering the services and accomplishments of Barangay
Talolong. The researcher identified the following to be the prime beneficiaries by
the results and findings of this study:
Republic of the Philippines. This study may be used as pattern of the
national government to enhance the management and delivering of services of
all the barangays in the Philippines.
Province of Quezon. It may directly and indirectly contribute in the honor
of province. Being a model barangay in the province of Quezon it may help the
province to promote local tourism.
Municipality of Lopez. Being the nearest to the unit of government the
Municipality of Lopez may apply this study to the 95 barangays of Lopez, Quezon
to further improve the economic status of this town through good governance.
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Barangay Talolong. Having a proactive residents and officials the
barangay can execute smoothly the services and programs.
Definition of Terms
Accomplishments refers to the different programs of the barangay.
Management practice is the term used to describe the methods or strategies
used to effectively lead those that are under the leadership of the one who
manages.
Residents is operationally used in this study as the residents residing in Brgy.
Talolong.
Services pertains to the functions of the barangay specifically the Administrative
Systems and Procedures, Legislative Services, Social Services, Economic
Development, and Environmental Management
Synergy is described as the combined effort being greater than parts. This refers
to the collaborative work of two or more people, organizations, or things,
especially when the result is greater than the sum of their individual effects or
capabilities.
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CHAPTER 2
Review of Related Literature and Studies
This chapter presents related literatures that are relevant to the present
investigation and gives valuable insights about the topic of the research.
Research studies related with this research are likewise presented.
Related Literatures
Development is not solely a national government concern but an
undertaking that involves both central and local authorities. The local government
units perform vital functions in national development. Under the partnership
concept and with the devolutions of functions already in place, LGUs are no
longer mere implementers of policies and administrative fiats emanating from
national authorities. They are now viewed as the chief prosecutor of economic
and social development at the local levels. (Guinid, 2003).
The term local government generally refers to the lower level of the
political structure. It is a political subdivision constituted by law to oversee the
conduct of local affairs. (Panganiban and Ocampo in de Guzman, 1990)
The Barangay, which is the focus of this study, is the basic political unit
which serves as the primary planning and implementing unit of government
policies.
Performance, according to Acosta and Associates (1991), is “equated with
the local government responses to community needs for basic and essential
public services. High performance results from rational decision-making, optimal
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use of resources such as funds, personnel, equipment, etc., and the delivery of
basic public services in a timely and sustained manner.”
In the final analysis, Acosta and Associates mentioned that local
government performance is measurable through discernible improvement in the
quality of life of individuals, the society as a whole, and more importantly the
poor. The authors recommend that performance be assessed in terms of local
government capability. They stressed that “since the level of the local governm
ent’s capability determines its level of performance, the higher the level of
capability, the higher is the performance.”
Local government capability, in turn, can be measured by the use of
standards which are classified as tangible, e.g. physical output, costs, and
others. (Haiman, et al in Acosta, et al.)
Panadero (2004), for his part, stressed that local governments have a very
crucial role to the attainment of government goals under the Millenium
Declaration. He also underscores the need to encourage local governments to
reallocate resources towards basic social services and intensify efforts towards
implementation of MDG-responsive programs, projects, and activities.
In its advocacy of “Scaling up the Grains in Local Governance,” the Local
Government Reform Cluster showcased exemplary practices of participating
local government units (LGUs) as well as the innovative strategies and tested
approaches in promoting good governance and pursuing sustainable
development which were implemented in the said communities. In keeping with
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the theme of the campaign, the DILG issued a Circular on localization of the
Millenium Development Goals. The Circular contained specific guidelines for
LGUs on how to implement the eight (8) MDGs in their respective localities
(UNDP, 2004).
Related Studies
Compuware APM (2013) has proven to be a tremendous asset to ANPAC by
providing insight into the relationship between infrastructure usage and the
performance of its agent applications. Specifically, the increased granularity of
the information supplied by Compuware APM helped the networking team
determine that its external adjusters and executives away from company
headquarters were using much more bandwidth than was originally expected.
ANPAC’s IT team used this information to further improve its server resource
allocation mix.
This helps the researcher in formulating the specific problem of getting the
significant difference of the delivery of services and accomplishment as
perceived by the residents and the barangay officials.
Stofile (2005) stressed out that synergy in a school setting is the sum of
combined effort of its members and much greater than individual effort combined.
As cited in Somech & Benoliel (2009), Edmonson stated that with participative
schools (schools practicing principles of synergy), promotion of teamwork,
cooperation in problem solving, discovers new opportunities & challenges,
enables everyone to learn by acquiring, sharing and combining knowledge. Thus,
the school is directed towards its excellence and success. Stakeholders, both
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internal and external, are also encouraged to participate in the leadership and
management undertakings for they have the key in knowledge generation for the
institution’s development (Heck & Halinger, 2005).
This study gives the researcher an idea that there is a need for a
barangay to assess the delivery of services of Barangay Talolong.
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Chapter III
METHODS AND PROCEDURES
The chapter includes the following: Research Design; Research Locale;
Research Population; Subjects of the Study; Sampling Design and Procedures;
Research Instrument; Data Gathering Procedures and the Statistical Treatment
of Data all of which were essential so that the study can be understood clearly.
Research Design
This study used the descriptive research design utilizing both the
descriptive and correlational methods of research. In this study, the current
status of the barangays was described, while the correlational method was
employed in looking into the influence of barangay profile on its performance
In addition, the researcher added the qualitative method, to have a
complete understanding of a particular situation without losing sight of the whole.
This was used so that the beliefs, values and attitudes that influence the behavior
patterns of a specific group of people may be explained. The formulated protocol
interview questionnaire served as guide of the interviewer in data gathering.
The qualitative research method involves collection of data that describes
human societies or a culture (Bernard, 2004). It has a particular strength that
makes it especially appealing to many researchers. It can reveal nuances and
subtleties that other methodologies miss. By going out into the world and
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observing things as they occur, one can obtain a more accurate picture. A key
strength is that it provides the researcher with a much more comprehensive
perspective than other forms of research. It is also appropriate to behaviors that
are best understood by observing them within their natural environment
(dynamics) (Jensen, 2002).
Sampling Technique
.This study utilizes cluster sampling for the government officials and
purposive sampling specifically convenience sampling for the residents of the
barangay because it has a large population.
Description of the Respondents
The respondents of this study were composed of the barangay officials
and the residents of Barangay Talolong who are registered voter in the barangay.
Instrumentation
The instrument to be used in this study is a survey questionnaire based on
the Barangay Performance and Productivity Monitoring System. It is composed
of 2 parts. First part is the quantitative part and the second part is the qualitative
part.
Data Gathering Procedure
The selected respondents were asked to answer the survey questionnaire.
Data consolidation took place after all information were collected and then
presented in textual and tabular form.
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Statistical Treatment
This study utilizes the One-way ANOVA to identify the significant
difference of the responses of the barangay officials and residents of Brgy.
Talolong on the delivered services and accomplishments of Brgy. Talolong.
One-way anova has the following test statistics: Where,F = Anova CoefficientMST = Mean sum of squares due to treatmentMSE = Mean sum of squares due to error.
Where,SST = Sum of squares due to treatmentp = Total number of populationsn = Total number of samples in a population.
Where,SSE = Sum of squares due to errorS = Standard deviation of the samplesN = Total number of observations.
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References
Bautista, Victoria, et al. 2003. Public Administration in the Philippines: A Reader. Philippines: National College of Public Administration.
Capones, Erlinda. 2004. Philippines Progress Report. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.
Guinid, Agustin. 2003. “Development Orientation and Performance of Mayors in Ilocos Sur.” Unpublished Doctoral Dissertation, UNP, Vigan City.
Lamarca, Ferdinand. 2004. Public Administration and the Millenium Development Goals’ Challenges for Reforms and Effective Governance. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.
Nolledo, Jose. 1996. The 1991 Local Government Code with Basic Features. Manila: National Bookstore.
Panadero, Austere. 2004. Local Governance Towards the Millenium Development Goals. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.
Tendero, Avelino 2000. Theory and Practice of Public Administration in the Philippines. Manila: Fiscal Administration Foundation.
Velasco, Crescencio. 2004. Barangay Governance and Development Program. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.
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