reinventing public service a presentation by: hon. josefina m. dela cruz governor, province of...
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REINVENTING REINVENTING PUBLIC SERVICEPUBLIC SERVICE
A Presentation By:
HON. JOSEFINA M. DELA CRUZHON. JOSEFINA M. DELA CRUZGovernor, Province of Bulacan and
Secretary General, League of Provinces
LOCATION OF THE PHILIPPINESLOCATION OF THE PHILIPPINES
MIDDLE
EAST
JAPAN
N. KOREA
TAIWAN
HONGKONG
VIETNAM
THAILAND
MYANMAR
BANGLADESH
INDIA
CHINA
SRI
LANKA
CAMBODIA
INDONESIA
PAPUA NEW
GUINEA
NEPALPAKISTAN
AFGHANISTAN
BHUTAN
LAOS
S. KOREA
RUSSIA
PACIFIC
OCEAN
INDIAN OCEAN
MALAYSIA
BRUNEISINGAPORE
METROMANILAManila Bay
LagunaBaySouth China Sea
ZAMBALES
TARLACNUEVA ECIJA
PAMPANGA
BATAAN
BULACAN
LOCATION OF THE PHILIPPINESLOCATION OF THE PHILIPPINES
PROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACANPROFILE: PROVINCE OF BULACAN
LAND
PEOPLE
• Proximate to Metro Manila• 22 Towns• 2 Cities• 569 Barangays• 262,500 hectares• Good Roads• Telecommunications, Power
and Water Supply Facilities• Industrial Estates
• 2.7 million population (projected 2004)• 98.30% literacy rate• Filipino speaking• English as second language• Rich Historical and Cultural Heritage• Entrepreneurial people
VISION STATEMENTVISION STATEMENT
A STRONG MIDDLE CLASS AS THE CORE OF
THE CITIZENRY WITH EQUAL ACCESS TO
OPPORTUNITIES AND SERVICES
MISSION STATEMENTMISSION STATEMENT
Towards this end, we are committed to pursue;• The promotion of positive Filipino values among the families
• Programs for drug free and responsible youth sector,
• Programs on sustainable development,
• The efficient delivery of health and social services,
• The protection and management of environment,
• Program aimed at food security,
• The strengthening of the SMEs,
• Programs to develop highly competent information technology in local governance,
• Proficient, motivated and inspired workforce in the bureaucracy,
• The promotion of arts, culture and tourism,
• The provision of quality services to all sectors.
• Programs for the upgrading the quality of public education
1. Reforms in Government
2. Sustainable Economic Development
3. Efficient Delivery of Health and Social Services
4. Youth, Cultural and Historical Development
5. Peace and Order
5 POINT DEVELOPMENT AGENDA5 POINT DEVELOPMENT AGENDA
• Limited resources (10% IRA cutback)
• Overstaffed bureaucracy
• Irrelevant systems and procedures
• Low morale of personnel
• Lack of sufficient incentive mechanism
• Resistance to change
• Need for reorientation
STATE OF GOVERNANCE (1998)STATE OF GOVERNANCE (1998)
PROV’LGOV’T OFBULACAN
REFORMS IN
GOV’T
REFORMS IN
GOV’T
QualityQualityandand
TimelyTimelyServiceService
totothethe
PeoplePeople
QualityQualityandand
TimelyTimelyServiceService
totothethe
PeoplePeople
IMPROVEDIMPROVEDQUALITYQUALITY
OFOFLIFELIFE
IMPROVEDIMPROVEDQUALITYQUALITY
OFOFLIFELIFE
Incentives- Salary Standardization- Housing- Awards & Recognition- Scholarships- Other Benefits
Value EnhancementTechnology Technology
upgradingupgradingMISMISGISGIS
Systems & Procedure Improvement
Local ParticipationPlanning & Budgeting
REFORMS IN GOVERNMENTREFORMS IN GOVERNMENT
PROGRAM FRAMEWORK
Professionalizing the Bureaucracy (Capacity & Capability Building, Quality Service Improvement)
PROFESSIONALIZING THE BUREAUCRACY STARTS PROFESSIONALIZING THE BUREAUCRACY STARTS WITH RIGHT SIZING THE BUREAUCRACYWITH RIGHT SIZING THE BUREAUCRACY
PROFESSIONALIZING THE BUREAUCRACY STARTS PROFESSIONALIZING THE BUREAUCRACY STARTS WITH RIGHT SIZING THE BUREAUCRACYWITH RIGHT SIZING THE BUREAUCRACY
PROVINCIAL GOVERNOR OFFICE OF THE SANGGUNIANG PANLALAWIGAN
PROVINCIAL VICE GOVERNOR / PROVINCIAL BOARD MEMBERS
OFFICE OF THE SECRETARY TO THE SANGGUNIANG PANLALAWIGAN
Secretary to the Sangguniang Panlalawigan
OFFICE OF THE PROVINCIAL ADMINISTRATOR
Provincial AdministratorPERSONAL STAFF
Provincial GovernmentDepartment Head
SPECIAL SERVICES DIVISION
PYSDO
PGADH
CUL.AFF.DIV
CAO IV
JAIL
Pro. Warden
HBCC
AO IV
PIO
PGADH
BPCC
Registrar
FIREFIGTHING
Figther II
HEALTH & SOCIAL SERVICESDIVISION
Coordinator
PROVINCIAL HEALTH OFFICE
Provincial Health Officer
PROVINCIAL SOCIAL WELFARE & DEV’T OFFICE
PSWDO
PROVINCIAL ENVIRONMENT
Provincial Government Department Head
ADMINISTRATIVE SERVICESDIVISION
Coordinator
PPDO
Provincial Planning & Dev’t. Coordinator
PROVINCIAL LEGAL OFFICE
Provincial Legal Officer
PROVINCIAL GENERALSERVICES DEPT.Provincial General
Services Officer
PROVINCIAL HUMAN RES. MGT., OFFICE
Provincial Government Department Head
TECHNICAL SERVICESDIVISION
Coordinator
PROVINCIAL ENGINEER’S OFFICE
Provincial Enginner
PROVINCIAL AGRICULTURAL OFFICE
PROVINCIAL AGRICULTURIST
PCEDO
Provincial Government Department Head
FINANCIAL SERVICESDIVISION
Coordinator
PROV’L ASSESSOR OFFICE
Provincial Assessor
PROVINCIAL TREASURY OFFICE
Provincial Treasurer
PROV’L ACCOUNTING OFFICE
Provincial Accountant
PROVINCIAL BUDGET OFFICE
Provincial Budget Officer
24 MUNICIPALITIES
ORGANIZATIONAL STRUCTUREPROVINCIAL GOVERNMENT OF BULACAN
MAY 1997 – JANUARY 1999
MIS – Provincial Government of BulacanHRMO – Timekeeping and Payroll System
PROVINCIAL GOVERNOR OFFICE OF THE SANGGUNIANG PANLALAWIGAN
PROVINCIAL VICE GOVERNOR / PROVINCIAL BOARD MEMBERS
OFFICE OF THE SECRETARY TO THE SANGGUNIANG PANLALAWIGAN
Secretary to the Sangguniang Panlalawigan
OFFICE OF THE PROVINCIAL ADMINISTRATOR
Provincial AdministratorPERSONAL STAFF
HEALTH & SOCIAL SERVICES DIVISION
PHO
Prov. Health
PSWDO
PSWDO
PYSEDO
PGDH
BPC
PGDH
PDCO
SOO IV
ECONOMIC SERVICESCLUSTER
FINANCIAL SERVICESCLUSTER
PROV’L TREASURY & ASSESSOR OFFICE
Provincial Treasurer
PROV’L ACCOUNTING OFFICE
Provincial Accountant
PROVINCIAL BUDGET OFFICE
Provincial Budget Officer
24 MUNICIPALITIES
ADMINISTRATIVE SERVICES CLUSTER
PPDO
PPD Coord.
PLO
PLO DH
MIS
PGDH
PIO
PGADH
JAIL
Prov. Warden
PGSD
PGS Officer
PHRMO
PGDH
PEO
Prov. Engr.
PAO (Agriculture)
Prov. Agric.
PCEDO PENRO ACTO BAPD
PDO IV
NGOsPOs
Provincial GovernmentDepartment Head
ORGANIZATIONAL STRUCTUREPROVINCIAL GOVERNMENT OF BULACAN
1999
• Merging of 2 big departments – the Provincial Assessor’s Office and the Provincial Treasurers Office.
• Abolition of the positions of two Assistant Department Heads – Assistant Provincial Budget Office and Assistant Provincial Social Welfare Office.
• Transfer and consolidation of the disaster function from the PSWDO to the Office of the Governor.
• Strengthening and upgrading of the functions of the General Services Department to include the Hiyas Convention Center and Commercial Offices.
• Creation of Provincial Youth, Sports and Employment Development Office.
• Upgrading of the MIS from a division to a semi-department.
• Creation of the Business Assistance and Promotions Division directly under the Office of the Governor.
• Waterways management function of ENRO was returned to PEO.
• Publication and distribution of Employee’s Handbook.
• Conversion of the Bulacan Provincial Hospital from a tertiary hospital into a teaching-training hospital.
• Standardizing the number of positions in the different district hospitals according to DOH Standards
CHANGES IN 1999 REORGANIZATION WERE:CHANGES IN 1999 REORGANIZATION WERE:
PromotedUpgradedStatus QuoDemotedGRAND TOTAL
259124
116488
1635
15.84%7.58%
71.19%5.38%100%
Total No. Percent
STATUSPermanent TemporaryCasualCoterminousContractualGRAND TOTAL
1986258424876
-12
1570
Total No.
1989270773206
646
1301
19931566
893221463
2054
199515611212641773
2036
199615521062271467
1966
19971596
601075975
1897
19981601
27684569
1810
19991584
12722361
1752
Results of the 1999 ReorganizationResults of the 1999 Reorganization
Total Number of Employees by Status of Appointment(Comparative Analysis from 1993 to 1999)
Total Number of Employees by Status of Appointment(Comparative Analysis from 1993 to 1999)
Source: Provincial Human Resource Management Office, 1999
CHANGES IN 1999 REORGANIZATION WERE:CHANGES IN 1999 REORGANIZATION WERE:
PROVINCIAL GOVERNORSANGGUNIANG PANLALAWIGAN
VICE-GOVERNOR
PERSONAL STAFF OSSPPERSONAL STAFF
PPAO PITOPCSJMO PGSO
ACCOUNTING PBOPATOPHRMO PPDOPLO
PENRO PCEEDOPEOPSWDO PHOPYSACO PAO
OFFICE OF THE PROVINCIAL ADMINISTRATOR
ORGANIZATIONAL STRUCTUREPROVINCIAL GOVERNMENT OF BULACAN
2003
22 MUNICIPALITIES and 2 CITIES
• The most significant accomplishment of the 2003 reorganization are the changes in the Provincial Administrator’s Office:
Two divisions were created – the Organization/Systems Development Division and the Monitoring and Evaluation Division. The function of these two divisions are to develop, install and implement a system of monitoring and evaluating the quality and performance of all provincial government offices for judging system-level efficiency and effectiveness and develop, install and cause the implementation of system’s audit and control.As per World Bank and US-Aid studies, these two areas are common weaknesses of the LGUs in the country and an area where the Provincial Government will focus on as part of its commitment to efficiency, effectiveness and responsiveness.
• Divisions which perform similar functions under the same department were merged
• 245 positions were upgraded. Entry positions in most offices are now Officer II positions (SG – 15)
• Sections were upgraded to divisions• Semi-departments were upgraded to full pledge departments• Positions that will focus on functions missing in the existing plantilla positions
were created• New divisions were created
CHANGES IN 2003 REORGANIZATION WERE:CHANGES IN 2003 REORGANIZATION WERE:
PromotedUpgradedStatus QuoRe-employedHuman Resource PoolDemotedGRAND TOTAL
165245903
113530
1479
11.00%16.57%61.05%00.07%09.13%02.03%100%
Total No. Percent
Results of the 2003 ReorganizationResults of the 2003 Reorganization
Total Number of Employees by Status of Appointment(Comparative Analysis from 1993 to 2003)
Total Number of Employees by Status of Appointment(Comparative Analysis from 1993 to 2003)
STATUSPermanent TemporaryCasualCoterminousContractualGRAND TOTAL
Total No.
199515611212641773
2036
199615521062271467
1966
19971596
601075975
1897
19981601
27684569
1810
19991584
12722361
1752
20001480
54612376
1694
2003122312089
15347
1632
Source: Provincial Human Resource Management Office, 2003
2004125810614214211
1659
20011498
54832254
1711
19931566
893221463
2054
CHANGES IN 2003 REORGANIZATION WERE:CHANGES IN 2003 REORGANIZATION WERE:
IN PROFESSIONALIZING THE BUREUACRACY, IN PROFESSIONALIZING THE BUREUACRACY, GOVERNMENT INVESTS IN PEOPLEGOVERNMENT INVESTS IN PEOPLE
Investing in people entails costs but is cost effective in the long run
Better trained employees meant rewards not only in better performance, improved attitude but also in minimizing costly mistakes
60 in-house trainings given (1998-2003)
1632 employees availed of local trainings (2000-2003)
13 employees sponsored to studies abroad
68 employees and 97 outstanding teachers given scholarships
WITH LESS PEOPLE, MAXIMUM PRODUCTIVITYWITH LESS PEOPLE, MAXIMUM PRODUCTIVITY
1. Performance Evaluation System (PES) was modified to include guidelines on mechanics of the system, the procedure to be followed and the mechanics of rating. Every department is rated in terms of accomplishing tasks, efficiency and effectiveness in handling budget and behavior in serving the clients. Individuals and offices who have delivered quality services as per this system are rewarded.
2. Performance Management System (PMS). Anchored on the principle that performance management is not just appraisal but planning, not one way flow but dialogue, not required forms but communication, not past but present and future and not blaming but solving problems.
3. This program aims to encourage employees and government officials to be creative, resourceful, effective, honest and productive.
4. Productivity is rewarded with increased benefits to employees
PROFESSIONALIZING THE BUREUACRACY IS PROFESSIONALIZING THE BUREUACRACY IS GETTING THE RIGHT PEOPLEGETTING THE RIGHT PEOPLE
Minimum qualification standards for every position were set and followed
Recruitment was made transparent
Promotions are based on performance
PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS INVESTING IN INFORMATION TECHNOLOGYINVESTING IN INFORMATION TECHNOLOGY
PERSONNEL MANAGEMENT INFORMATION SYSTEM (PMIS)PERSONNEL MANAGEMENT INFORMATION SYSTEM (PMIS)
Components of the PMIS:
• Personnel Management• Employee 120 Files
• General Payroll System• Monthly Payroll of the Provincial Government• Remittances done by the Accounting Office• Payslips of Employees• Summary of Employee’s Annual Income Tax• BIR Form 2316• Employees Master List
• Timekeeping System• Leave Credits / Balances• Personnel Attendance Report• Daily Time Record
PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS INVESTING IN INFORMATION TECHNOLOGYINVESTING IN INFORMATION TECHNOLOGY
PMIS: Systematic files of employees, computerized processing of salaries and remittances, and salary withdrawal using ATM cards of Expressnet
Process Without PMIS With PMIS Benefit/Improvement
Payroll Preparation Done by 26 Admin. Staff of all Departments /Divisions
Done by 2 personnel 22 personnel less (84%)Estimated Annual
Savings in Salaries is P 2.5M
Processing Time in the Preparing of Service Records
Done 20 minutes
Done in 15 seconds A 19.75-minute
improvement (98.75%)
Processing Time in Determining Leave Credits
Done in 5 minutes Done in 30 seconds
A 4.5-minute improvement (90%)
Processing Time in Preparing Remittances (GSIS, PAG-IBIG, MEDICARE)
Done in 5 days Done in 4 hours A 4.5-day improvement (90%)
Processing Time in Preparing Pay slips (1752 employees)
Done in 5 days Done in 4 hours A 4.5-day improvement (90%)
PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS INVESTING IN INFORMATION TECHNOLOGYINVESTING IN INFORMATION TECHNOLOGY
Process Without PMIS With PMIS Benefit/Improvement
Processing Time in Preparing Employee Masterlist
Done in 8 hours Done in 30 minutes A 7.5-hour improvement (93.75%)
Processing Time in Preparing BIR Form 2316
Done in 25 days Done in 3 days A 22-day improvement (88%)
Processing Time in Preparing RATA Journal
Done in 30 minutes Done in 4 minutes A 26-minute improvement (86.67%)
Processing Time in Consolidating Employees’ Tardiness, Invalid Entries and Non-Filling of Locator Slip
Done in 7 days Done in 1 day A 6-day improvement (85.71%)
PMIS: Systematic files of employees, computerized processing of salaries and remittances, and salary withdrawal using ATM cards of Expressnet
PROFESSIONALIZING THE BUREUACRACY MEANS PROFESSIONALIZING THE BUREUACRACY MEANS PERFORMING PUBLIC HEALTH SYSTEMSPERFORMING PUBLIC HEALTH SYSTEMS
Improved Hospital ServicesImproved Hospital Services
Bed CapacityOccupancyNo. of Patients AdmittedAve. Patient/dayAve. Length of StayOPD ConsultationNo. of ReferralsMajor OperationMinor OperationGross Mortality RateNet Death RateIncomeRFM Collection 80%Cost/Bed/Day/ActualCost/Bed/Day/AuthorizedBudgetCost Recovery
200175.00
94.11%10,811.57
69.233.25
48,271.71128.86891.86
2,102.712.15%1.11%
US$ 139,158.90US$ 0.00
US$ 20.33US$ 18.29
US$ 508,488.7027.02%
200275.00
101.08%7,665.43
85.333.29
49,951.14267.43
1,025.861,899.71
2.41%1.02%
US$ 145,477US$ 77,626.73
US$ 20.51US$ 19.18
US$ 577,442.6038.98%
Exchange Rate: 1 US$ = Php 56.00Source: Bulacan Provincial Hospital, 2003
AVERAGE2003
200108.54%
19,5192173.9
113,3151489
2,7381,912
4.89%1.48%
US$ 517,042.89US$ 310,972.11
US$ 24.36US$ 26.45
US$ 1,930,08742.40%
IN PROFESSIONALIZING THE BUREUACRACY, IN PROFESSIONALIZING THE BUREUACRACY, GOVERNMENT LISTENS TO THE PEOPLEGOVERNMENT LISTENS TO THE PEOPLEUnder the Constituent Responsive Governance Project, four(4) programs/projects we pre-tested – Health Insurance Program, Solid Waste Management, feedback on the Real Property Tax Billing statement and the acceptability of a community radio.
Medicare Para sa Masa Survey (Project Mercury)
Waste Management Survey(Project Sagittarius)
Community Radio SurveyRPTIS Billing StatementSurvey (Project Pisces)
PROVINCEBulacanBataanCaviteRizal
BatanesLaguna
Ilocos NorteBatangasPampanga
Isabela
2000
RANK123456789
10
RANK412537968
10
1997-1994(3.4)11.3(7.4)(5.1)(6.2)(6.2)3.71.8
(2.4)0.3
RANK481325
1267
10
2002-19978.32.61.55.80.54.85.8
(0.1)2.63.6
HDI0.7270.6530.7820.7300.7600.7210.6230.6720.6640.624
HDI0.7600.7460.7350.7330.7170.7090.6840.6830.6650.649
HDI0.7020.7270.7240.6930.7130.6760.6460.6840.6480.626
1997 1994 PERCENT CHANGE
BULACAN NO.1 IN HUMAN DEVELOPMENT INDEX(HDI)BULACAN NO.1 IN HUMAN DEVELOPMENT INDEX(HDI)
Source: National Statistics CoordinatingBoard, Philippines, 2003
IMPACTIMPACT
ECONOMIC DEVELOPMENT SECTORECONOMIC DEVELOPMENT SECTOR
Exchange Rate: 1 US$ = Php 56.00
Source: PAOs Office-Bulacan, DTI-Bulacan,Provincial Cooperative Development Office 2003
Ave. Annual Family Income ($)Poverty Incidence
19942,042.98
17.3
19972,552.20
8.30
20003,276.69
5.40
IMPACTIMPACT
Palay Production (mt/ha)Acquaculture Prod’n (mt/ha)Registered CooperativesActive CooperativesTotal Assets
(Php Billion)Total MembershipInvestment Generated
(Php Billion)Employment GeneratedExport Performance
(US$ Million)New Registered BusinessEmployment Rate (%)
1999 3.34
1,141780
4.09183,119
5.5632,178
198.527,150
92.1
2000 3.28
33,4991,269
624
4.23183,427
5.3143,393
232.35
92.2
2001 3.79
63,2861,290
648
4.36184,080
4.7031,301
170.746,473
91.2
2002 4.13
54,5911,335
693
4.990189,114
6.3640,886
136.007,137
91.8
2003 4.75
55,3411,385
698
4.991190,364
8.7035,745
162.419,059
89.7
Crude Birth Rate (/1,000 popn)Crude Death Rate (/1,000 popn)Mortality Rate3
- Infant Mortality Rate (/ 1,000 live birth)
- Maternal Mortality RateMalnutrition Rate (%)Hospital Occupancy Rate (%)Average No. of In-PatientsAverage No. of Out-PatientsHHs w/ Access to Safe Water (%)HHs w/ Sanitary Toilet (%)Functional Literacy4 Rate
Growth Rate
200024.40
4.39
8.66
0.113.06
88.14482
1,46292
83.9690.59
19954.56
2001 22.87
4.33
8.99
0.301.90
94.11483
1,07292.899.4
90.592000
4.93
2002 24.55
4.34
7.84
0.291.52
101.08566
1,13892.899.4
90.59
SOCIAL DEVELOPMENT SECTORSOCIAL DEVELOPMENT SECTOR
199925.16
4.42
10.84
0.303.06
88.14482
1,46283.6486.1690.59
19903.20
IMPACTIMPACT
Source: Bulacan Provincial Hospital,FLEMMS
•Classification by weight status using IRS (below normal-very low)
2003 24.89
4.42
7.49
0.220.46*
108.54616
1,32793.1887.9090.59
IMPACTIMPACT
INCREASE IN REAL PROPERTY TAX COLLECTION BY 27.35%
1,42
1,72
7.32
1,50
8,55
2.36
1,81
0,60
6.69
0.00
200,000.00
400,000.00
600,000.00
800,000.00
1,000,000.00
1,200,000.00
1,400,000.00
1,600,000.00
1,800,000.00
2,000,000.00
1998 1999 2000Source: Provincial Assessor and Treasury Office, 2002 Exchange Rate: 1 US$ = Php 56.00
IMPACTIMPACT
INCREASE IN FUNDS FOR SERVICES (IN US$ MILLIONS)
6.91
6
7.76
7
9.17
5
7.3
10.9
18
11.2
25
0
2
4
6
8
10
12
1998 1999 2000 2001 2002 2003
Source: Provincial Budget Office, 2003 Exchange Rate: 1 US$ = Php 56.00
IMPACTIMPACT
INCREASE BENEFITS FOR EMPLOYEES
72,0
35.7
1
104,
892.
86
97,7
67.8
6
129,
285.
72
126,
714.
29
128,
142.
85
127,
214.
28
0.00
20,000.00
40,000.00
60,000.00
80,000.00
100,000.00
120,000.00
140,000.00
1998 1999 2000 2001 2002 2003 2004
Source: Provincial Human Resource Management Office Exchange Rate: 1 US$ = Php 56.00
REVENUE GENERATION9
.80
9
10
.39
2 13
.04
3 15
.69
9
15
.70
2
19
.82
1
19
.64
3
0
2
4
6
8
10
12
14
16
18
20
1997 1998 1999 2000 2001 2002 2003
Bulacan
PGB REVENUE
1997-2003
In Millions US$
Source: PATO
IMPACTIMPACT
Exchange Rate: 1 US$ = Php 56.00
Crime Volume
Index Crime
Non-Index Crime
TOTAL
BulacanRegion IIIPhilippines
2001
BulacanRegion IIIPhilippines
2002
BulacanRegion IIIPhilippines
2003
5162,474
38,867
1,5815,820
38,867
2,0978,294
76,997
4492,501
43,760
1,3225,519
42,016
1,8488,020
85,776
4562,678
42,687
1,3925,264
41,017
1,7717,942
83,704
Ave. Monthly Crime Rate
(per 100,000 popn.)
Crime Solution Efficiency (%)
7.488.618.23
6.318.328.97
6.708.128.61
96.4794.1690.36
90.4090.2789.24
98.9291.6691.09
IMPACTIMPACT
Number of Poor Families
1994 1997 2000
4,528,005 3,988,082 4,336,582
372,197 199,603 257,902
53,329 24,854 19,091
Philippines
Region III
Bulacan
POVERTY INCIDENCE
Philippines
Region III
Bulacan
1994 1997 2000
35.5 28.1 28.4
29.2 13.9 17.0
17.3 8.3 5.4
IMPACTIMPACT
TRANSFERABILITY / SUSTAINABILITYTRANSFERABILITY / SUSTAINABILITY
• Our program is very strong in people’s participation. There is ownership of the reorganization because of the importance we place in communicating the changes we want to happen and why we want them to happen.
• We place a premium in the Management of Resistance to change.• We invest a lot in training our people.• We also place much importance in career development. A critical
aspect of the 2003 Reorganization is the identification of the middle managers who will be added to the “Core Group of Champions” of the Provincial Government. These people will be given intensive training equipping them with the proper attitude and competence to take over in the future.
• The computerization of the Provincial Government operations is also a critical step not only for transparency, efficiency and effectiveness but also for the sustainability for these reforms.
SUSTAINING MECHANISMSSUSTAINING MECHANISMS
Governor Josie Dela CruzGovernor Josie Dela CruzGovernor, Bulacan and
Secretary General, League of Provinces
Provincial CapitolMalolos, Bulacan
Tel. No. +63 (44) 791-0853791-02-09/1603 to 04 loc. 148
+63 (44) 662-6009Telefax No. +63 (44) 791-5340
E-mail : [email protected]
Website: http://www.bulacan.gov.phhttp://www.josiedelacruz.com