Verganio, Lorena Villegas, Anne Francis B.

BSND-3

UNDERSTANDING GOVERNANCE

GOVERNANCE
Exercise of political, economic and

administrative authority in the management of a countrys affairs at all levels. (UNDP)

Regularized management of the political, sociocultural, economic, technological, demographic, ecological and institutional needs and interests

of all social forces to ensure balance and fairness in the realization of certain needs.

Best Practices in Governance

Effective governance is a mindset. It is a desire. It is an attitude of leaders to be the best that they can be in the delivery of public services. It is about becoming excellent in meeting public expectations. Mayor J. Robredo

Evolving the Naga Model

Late 1980s Naga was a stagnating city due to

years of neglect.
Local economy was sluggish City: FirstThird Class

Private sector confidence was low

No. of business establishments: less than 2000 Basic services were deteriorating

Criminality was rising

Homeless urban poor population was growing in

number (20% of the Population)

CHALLENGE:
To implement the evolving community vision ad

bring the city to where its people wanted it to beat the FOREFRONT OF DEVELOPMENT.

 New leadership acknowledged the

importance of the local bureaucracy

A system based on aptitude and competence was

set up. A better compensation package was implemented. Merit and Promotions Board was activated, with an employee representative to eliminate patronage. Tangible measure for service delivery were agreed upon and regularly measured. An atmosphere of competition was cultivated, and a more open, deliberative and participatory system of management was adopted.

 Two types of Partnership

1. Equity-Building Partnership Target: POOR To ensure that they benefit from the fruits of development

2. Growth-Oriented Partnership Seeks to promote economic development and in the process generate local resources that would stain implementation of pro-poor projects.

 In Naga, specifically, the following

mechanisms have been established:

Continuing NGO accreditation Multi-level consultation mechanism Referendum on development issues The empowerment ordinance and the

Naga City Peoples Council

The I-Governance Program

December 15, 2001 Seeks to elevate the partnership-

driven model of government on the stronger participation at the level of individual citizens.

i-Governance stands for

Inclusive governance
Seeks to embrace

Information openness
Information is power and truly empowering when placed in

the hands of the citizens

Interactive engagement
Puts premium on information exchange through continuing

dialogue between authority and constituency

Innovative management
Committed to a culture of excellence by creativity and

innovations.

Impact of the Naga Model

Naga is among the countrys fastest-growing

economies with an annual growth rate of 6.5% which is higher than the national average. A participative society exists. The marginalized sectors of society have been strengthened and organized, both at the city and barangay levels.

 Participation and inclusiveness in direction setting, policy making, as well as program and project implementation, monitoring and evaluation at the city level have been widened. Broadbased stakeholdership, propelled by greater NGO/PO participation, has enhanced the sustainability and acceptability of Nagas innovative programs and projects. The presence of the Naga City Peoples Council

(NCPC) has promoted greater transparency and an atmosphere of mutual trust and encouraged the city government to blaze ne trails in information openness.

The Bulacan Experience

Governance is nothing more than the use of political power to be effective, efficient and responsive to the need of the people.-Josefina M. Dela Cruz

e-Governance Program

 Provincial Information System Plan was

formulated.
Software packages were developed and/or

customized for specific services.

Manpower support in terms of training and in

information technology and actual personnel was provided.

Bulacan Information System (BIS) is designed to support the provincial governments operations.

1991 Local Government Code

Authorizes LGUs to make changes in their

organizational structure to cope with their new roles and to meet new responsibilities vested upon them as LGUs.

Provincial Management Information System Office (PMISO)

Objectives:
to improve efficiency in the delivery of basic

services to the people ,

to provide transparency and accountability in

govt transactions,
to increase govt capability for planning, policy,

formulation and program implementation

Results of the e-Governance program:

1. Re-energized bureaucracy 2. More effective and efficient service

delivery 3. Improved information access 4. Greater accountability and transparency 5. Comprehensive land-use planning

Marikina: Model City

For governance to take root, the presence of a strong, stern strict, dedicated leadership is needed. Governance without conviction cannot possibly govern, cannot have a mind of its own and thus can easily be pressured. Bayani Fernando

Marikina: Getting Things Done Through Discipline, Good Taste, and Excellenceon the path to becoming the most livable city in the Philippines.

A community whose people experience the integrity and ownership of change and development in partnership with the local govt with the end in view of building good neighbourhoods that make happy families.

12Cs
Context

Concept
Causes

Character
Communication Connectivity Criteria Celebrities

Content
Conduct

Costs
Controls

SOCIAL FORCES OF GOVERNANCE

BUSINESS
GOVERNMENT

GOVERNANCE
CITIZENCONSUMERS

CIVIL SOCIETY

Prescriptions for Good Governance

1. Transparency of government

2. Simplicity of procedures
3. Responsibility 4. Fight against corruption 5. Individual freedom and collective expression 6. Independence of legal system

10 Notes on Good Governance Implementation

1. Policy and institutional analysis must be combined. 2. The statement that politicians formulate strategic policies while civil servants implement

them is a gross oversimplification.

3. Networking individuals in different

bureaucratic structures can create nonhierarchal, results-oriented work groups.

4. Identify where good governance reform advocates and activities already exist, network them, and promote positive synergies between them.
5.

6. Bureaucratic organization and operations are sectoralized while networks are holistic. 7.Information is a basic raw material of governance in all institutional and organizational forms.

8. Systematic information and analysis methodologies at the grass-roots level are returned to the community, but they have been linked to local decision-making and planning at best.
9. Learning should take place with regard to negative experiences just as much as from positive ones.

10. Governance in conflict situations requires holistic approach

What is Good Governance?

A science of decision-making and the

exercise of power and authority so that society is able to manage its development process and solve social conflict.

6 Imperatives relevant to the basic understanding of Good Governance

1. Rule of law and predictability of the regulatory environment.

2. Transparency and Accountability

3. Policy Coherence 4. Bureaucratic Culture of Honesty, Integrity and Efficiency

5. Organizational and Technical Capacity 6. Effective and Functioning Decentralization and Devolution.