Transcript REINVENTING PUBLIC SERVICE HON. JOSEFINA M. DELA CRUZ Governor, Province of Bulacan and

REINVENTING
PUBLIC SERVICE
A Presentation By:
HON. JOSEFINA M. DELA CRUZ
Governor, Province of Bulacan and
Secretary General, League of Provinces
LOCATION OF THE PHILIPPINES
RUSSIA
MIDDLE
EAST
N. KOREA
S. KOREA
CHINA
AFGHANISTAN
JAPAN
NEPAL
PAKISTAN
BHUTAN
INDIA
TAIWAN
BANGLADESH
MYANMAR
VIETNAM
HONG
KONG
LAOS
PACIFIC
OCEAN
THAILAND
CAMBODIA
SRI
LANKA
MALAYSIA
SINGAPORE
BRUNEI
PAPUA NEW
GUINEA
INDIAN
OCEAN
INDONESIA
LOCATION OF THE PHILIPPINES
NUEVA ECIJA
TARLAC
ZAMBALES
PAMPANGA
BULACAN
BATAAN
Manila Bay
South China Sea
METRO
MANILA
Laguna
Bay
PROFILE: PROVINCE OF BULACAN
LAND
•
•
•
•
•
•
•
Proximate to Metro Manila
22 Towns
2 Cities
569 Barangays
262,500 hectares
Good Roads
Telecommunications, Power
and Water Supply Facilities
• Industrial Estates
PEOPLE
•
•
•
•
•
•
2.7 million population (projected 2004)
98.30% literacy rate
Filipino speaking
English as second language
Rich Historical and Cultural Heritage
Entrepreneurial people
VISION STATEMENT
A STRONG MIDDLE
CLASS AS THE CORE OF
THE CITIZENRY WITH
EQUAL ACCESS TO
OPPORTUNITIES AND
SERVICES
MISSION 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
5 POINT DEVELOPMENT AGENDA
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
STATE OF GOVERNANCE (1998)
• 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
REFORMS IN GOVERNMENT
PROFESSIONALIZING THE BUREAUCRACY STARTS
WITH RIGHT SIZING THE BUREAUCRACY
Professionalizing the Bureaucracy
(Capacity & Capability Building,
Quality Service Improvement)
REFORMS
IN
GOV’T
Incentives
- Salary
Standardization
- Housing
- Awards &
Recognition
- Scholarships
- Other Benefits
Local Participation
Planning & Budgeting
Systems & Procedure Improvement
Quality
and
Timely
Service
to
the
People
PROV’L
GOV’T OF
BULACAN
Technology
upgrading
MIS
GIS
IMPROVED
QUALITY
OF
LIFE
Value
Enhancement
PROGRAM FRAMEWORK
ORGANIZATIONAL STRUCTURE
PROVINCIAL GOVERNMENT OF BULACAN
MAY 1997 – JANUARY 1999
PROVINCIAL GOVERNOR
OFFICE OF THE SANGGUNIANG
PANLALAWIGAN
PROVINCIAL VICE GOVERNOR /
PROVINCIAL BOARD MEMBERS
MIS – Provincial Government of Bulacan
HRMO – Timekeeping and Payroll System
OFFICE OF THE PROVINCIAL ADMINISTRATOR
PERSONAL STAFF
OFFICE OF THE SECRETARY TO THE
SANGGUNIANG PANLALAWIGAN
Provincial Administrator
Provincial Government
Department Head
Secretary to the Sangguniang Panlalawigan
SPECIAL SERVICES DIVISION
PYSDO
CUL.AFF.DIV
JAIL
HBCC
PIO
BPCC
FIREFIGTHING
PGADH
CAO IV
Pro. Warden
AO IV
PGADH
Registrar
Figther II
ADMINISTRATIVE SERVICES
DIVISION
HEALTH & SOCIAL SERVICES
DIVISION
Coordinator
Coordinator
PPDO
PROVINCIAL LEGAL
OFFICE
Provincial Planning &
Dev’t. Coordinator
Provincial Legal Officer
PROVINCIAL GENERAL
SERVICES DEPT.
Provincial General
Services Officer
PROVINCIAL HUMAN
RES. MGT., OFFICE
Provincial Government
Department Head
PROVINCIAL HEALTH OFFICE
PROVINCIAL SOCIAL
WELFARE & DEV’T OFFICE
PROVINCIAL ENVIRONMENT
Provincial Health Officer
PSWDO
Provincial Government
Department Head
FINANCIAL SERVICES
DIVISION
TECHNICAL SERVICES
DIVISION
Coordinator
Coordinator
PROV’L ASSESSOR
OFFICE
PROVINCIAL
TREASURY OFFICE
PROV’L ACCOUNTING
OFFICE
Provincial Assessor
Provincial Treasurer
Provincial Accountant
PROVINCIAL BUDGET
OFFICE
Provincial Budget
Officer
PROVINCIAL ENGINEER’S
OFFICE
PROVINCIAL AGRICULTURAL
OFFICE
PCEDO
Provincial Enginner
PROVINCIAL AGRICULTURIST
Provincial Government
Department Head
24 MUNICIPALITIES
ORGANIZATIONAL STRUCTURE
PROVINCIAL GOVERNMENT OF BULACAN
1999
NGOs
POs
OFFICE OF THE SANGGUNIANG
PANLALAWIGAN
PROVINCIAL GOVERNOR
PROVINCIAL VICE GOVERNOR /
PROVINCIAL BOARD MEMBERS
OFFICE OF THE PROVINCIAL ADMINISTRATOR
PERSONAL STAFF
OFFICE OF THE SECRETARY TO THE
SANGGUNIANG PANLALAWIGAN
Provincial Administrator
Provincial Government
Department Head
Secretary to the Sangguniang Panlalawigan
ADMINISTRATIVE
SERVICES CLUSTER
HEALTH & SOCIAL
SERVICES DIVISION
PPDO
PLO
PGSD
PHRMO
PHO
PSWDO
PYSEDO
BPC
PDCO
PPD Coord.
PLO DH
PGS Officer
PGDH
Prov. Health
PSWDO
PGDH
PGDH
SOO IV
MIS
PIO
JAIL
PGDH
PGADH
Prov. Warden
ECONOMIC SERVICES
CLUSTER
FINANCIAL SERVICES
CLUSTER
PROV’L TREASURY &
ASSESSOR OFFICE
PROV’L ACCOUNTING
OFFICE
Provincial Treasurer
Provincial Accountant
PROVINCIAL BUDGET
OFFICE
Provincial Budget
Officer
PEO
PAO
(Agriculture)
Prov. Engr.
Prov. Agric.
24 MUNICIPALITIES
PCEDO
PENRO
ACTO
BAPD
PDO IV
CHANGES IN 1999 REORGANIZATION WERE:
• 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:
Results of the 1999 Reorganization
Total No.
259
124
1164
88
1635
Promoted
Upgraded
Status Quo
Demoted
GRAND TOTAL
Percent
15.84%
7.58%
71.19%
5.38%
100%
Total Number of Employees by Status of Appointment
(Comparative Analysis from 1993 to 1999)
STATUS
Permanent
Temporary
Casual
Coterminous
Contractual
GRAND TOTAL
1986
258
424
876
12
1570
1989
270
773
206
6
46
1301
1993
1566
89
322
14
63
2054
Source: Provincial Human Resource Management Office, 1999
Total No.
1996
1995
1552
1561
106
121
227
264
14
17
67
73
1966
2036
1997
1596
60
107
59
75
1897
1998
1601
27
68
45
69
1810
1999
1584
12
72
23
61
1752
ORGANIZATIONAL STRUCTURE
PROVINCIAL GOVERNMENT OF BULACAN
2003
SANGGUNIANG PANLALAWIGAN
VICE-GOVERNOR
PROVINCIAL GOVERNOR
PERSONAL STAFF
PERSONAL STAFF
OSSP
OFFICE OF THE
PROVINCIAL ADMINISTRATOR
PCSJMO
PGSO
PHRMO
PLO
PPDO
PSWDO
PYSACO
PHO
PPAO
PAO
PITO
ACCOUNTING
PATO
PBO
PENRO
PEO
PCEEDO
22 MUNICIPALITIES and 2 CITIES
CHANGES IN 2003 REORGANIZATION WERE:
• 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:
Results of the 2003 Reorganization
Total No.
165
245
903
1
135
30
1479
Promoted
Upgraded
Status Quo
Re-employed
Human Resource Pool
Demoted
GRAND TOTAL
Percent
11.00%
16.57%
61.05%
00.07%
09.13%
02.03%
100%
Total Number of Employees by Status of Appointment
(Comparative Analysis from 1993 to 2003)
STATUS
Permanent
Temporary
Casual
Coterminous
Contractual
GRAND TOTAL
1993
1566
89
322
14
63
2054
1995
1561
121
264
17
73
2036
1996
1552
106
227
14
67
1966
1997
1596
60
107
59
75
1897
Source: Provincial Human Resource Management Office, 2003
Total No.
1998 1999
1601 1584
27
12
68
72
45
23
69
61
1810 1752
2000
1480
54
61
23
76
1694
2001
1498
54
83
22
54
1711
2003
1223
120
89
153
47
1632
2004
1258
106
142
142
11
1659
IN PROFESSIONALIZING THE BUREUACRACY,
GOVERNMENT 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 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
GETTING 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
INVESTING IN INFORMATION TECHNOLOGY
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
INVESTING 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
Processing Time in the
Preparing of Service
Records
Done 20 minutes
Done in 15 seconds
Processing Time in
Determining Leave
Credits
Done in 5 minutes
Done in 30
seconds
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%)
22 personnel less (84%)
Estimated Annual
Savings in Salaries is
P 2.5M
A 19.75-minute
improvement (98.75%)
A 4.5-minute
improvement (90%)
PROFESSIONALIZING THE BUREUACRACY MEANS
INVESTING 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
Processing Time in
Preparing BIR Form
2316
Done in 25 days
Done in 3 days
A 22-day improvement
(88%)
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 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%)
PROFESSIONALIZING THE BUREUACRACY MEANS
PERFORMING PUBLIC HEALTH SYSTEMS
Improved Hospital Services
AVERAGE
2001
Bed Capacity
Occupancy
No. of Patients Admitted
Ave. Patient/day
Ave. Length of Stay
OPD Consultation
No. of Referrals
Major Operation
Minor Operation
Gross Mortality Rate
Net Death Rate
Income
RFM Collection 80%
Cost/Bed/Day/Actual
Cost/Bed/Day/Authorized
Budget
Cost Recovery
Exchange Rate: 1 US$ = Php 56.00
Source: Bulacan Provincial Hospital, 2003
75.00
94.11%
10,811.57
69.23
3.25
48,271.71
128.86
891.86
2,102.71
2.15%
1.11%
US$ 139,158.90
US$ 0.00
US$ 20.33
US$ 18.29
US$ 508,488.70
27.02%
2002
75.00
101.08%
7,665.43
85.33
3.29
49,951.14
267.43
1,025.86
1,899.71
2.41%
1.02%
US$ 145,477
US$ 77,626.73
US$ 20.51
US$ 19.18
US$ 577,442.60
38.98%
2003
200
108.54%
19,519
217
3.9
113,315
1489
2,738
1,912
4.89%
1.48%
US$ 517,042.89
US$ 310,972.11
US$ 24.36
US$ 26.45
US$ 1,930,087
42.40%
IN PROFESSIONALIZING THE BUREUACRACY,
GOVERNMENT LISTENS TO THE PEOPLE
Under the Constituent Responsive Governance Project, four(4) programs/projects we pretested – Health Insurance Program, Solid Waste Management, feedback on the Real Property
Tax Billing statement and the acceptability of a community radio.
Waste Management Survey
(Project Sagittarius)
Medicare Para sa Masa
Survey (Project Mercury)
Community Radio Survey
RPTIS Billing Statement
Survey (Project Pisces)
IMPACT
BULACAN NO.1 IN HUMAN DEVELOPMENT INDEX(HDI)
2000
PROVINCE
Bulacan
Bataan
Cavite
Rizal
Batanes
Laguna
Ilocos Norte
Batangas
Pampanga
Isabela
HDI
0.760
0.746
0.735
0.733
0.717
0.709
0.684
0.683
0.665
0.649
RANK
1
2
3
4
5
6
7
8
9
10
Source: National Statistics Coordinating
Board, Philippines, 2003
1997
HDI
0.702
0.727
0.724
0.693
0.713
0.676
0.646
0.684
0.648
0.626
RANK
4
1
2
5
3
7
9
6
8
10
1994
HDI
0.727
0.653
0.782
0.730
0.760
0.721
0.623
0.672
0.664
0.624
RANK
4
8
1
3
2
5
12
6
7
10
PERCENT CHANGE
2002-1997
8.3
2.6
1.5
5.8
0.5
4.8
5.8
(0.1)
2.6
3.6
1997-1994
(3.4)
11.3
(7.4)
(5.1)
(6.2)
(6.2)
3.7
1.8
(2.4)
0.3
IMPACT
ECONOMIC DEVELOPMENT SECTOR
Palay Production (mt/ha)
Acquaculture Prod’n (mt/ha)
Registered Cooperatives
Active Cooperatives
Total Assets
(Php Billion)
Total Membership
Investment Generated
(Php Billion)
Employment Generated
Export Performance
(US$ Million)
New Registered Business
Employment Rate (%)
1999
3.34
1,141
780
2000
3.28
33,499
1,269
624
2001
3.79
63,286
1,290
648
2002
4.13
54,591
1,335
693
2003
4.75
55,341
1,385
698
4.09
183,119
4.23
183,427
4.36
184,080
4.990
189,114
4.991
190,364
5.56
32,178
5.31
43,393
4.70
31,301
6.36
40,886
8.70
35,745
198.52
7,150
92.1
232.35
170.74
6,473
91.2
136.00
7,137
91.8
162.41
9,059
89.7
Ave. Annual Family Income ($)
Poverty Incidence
Source: PAOs Office-Bulacan, DTI-Bulacan,
Provincial Cooperative Development Office 2003
Exchange Rate: 1 US$ = Php 56.00
1994
2,042.98
17.3
92.2
1997
2,552.20
8.30
2000
3,276.69
5.40
IMPACT
SOCIAL DEVELOPMENT SECTOR
Crude Birth Rate (/1,000 popn)
Crude Death Rate (/1,000 popn)
Mortality Rate3
- Infant Mortality Rate
(/ 1,000 live birth)
- Maternal Mortality Rate
Malnutrition Rate (%)
Hospital Occupancy Rate (%)
Average No. of In-Patients
Average No. of Out-Patients
HHs w/ Access to Safe Water (%)
HHs w/ Sanitary Toilet (%)
Functional Literacy4 Rate
Growth Rate
1999
25.16
4.42
2000
24.40
4.39
2001
22.87
4.33
2002
24.55
4.34
2003
24.89
4.42
10.84
8.66
8.99
7.84
7.49
0.30
3.06
88.14
482
1,462
83.64
86.16
90.59
1990
3.20
0.11
3.06
88.14
482
1,462
92
83.96
90.59
1995
4.56
0.30
1.90
94.11
483
1,072
92.8
99.4
90.59
2000
4.93
0.29
1.52
101.08
566
1,138
92.8
99.4
90.59
0.22
0.46*
108.54
616
1,327
93.18
87.90
90.59
•Classification by weight status using IRS (below normal-very low)
Source: Bulacan Provincial Hospital,
FLEMMS
IMPACT
1998
Source: Provincial Assessor and Treasury Office, 2002
1,508,552.36
1,200,000.00
1,000,000.00
800,000.00
600,000.00
400,000.00
200,000.00
0.00
1,421,727.32
2,000,000.00
1,800,000.00
1,600,000.00
1,400,000.00
1999
1,810,606.69
INCREASE IN REAL PROPERTY TAX COLLECTION BY
27.35%
2000
Exchange Rate: 1 US$ = Php 56.00
IMPACT
INCREASE IN FUNDS FOR SERVICES (IN US$ MILLIONS)
12
10
8
9.175
7.3
10.918
11.225
2
7.767
4
6.916
6
1998
1999
2000
2001
2002
2003
0
Source: Provincial Budget Office, 2003
Exchange Rate: 1 US$ = Php 56.00
IMPACT
INCREASE BENEFITS FOR EMPLOYEES
140,000.00
120,000.00
100,000.00
80,000.00
97,767.86
129,285.72
126,714.29
128,142.85
127,214.28
20,000.00
104,892.86
40,000.00
72,035.71
60,000.00
1998
1999
2000
2001
2002
2003
2004
0.00
Source: Provincial Human Resource Management Office
Exchange Rate: 1 US$ = Php 56.00
IMPACT
REVENUE GENERATION
PGB REVENUE
1997-2003
In Millions US$
18
6
10.392
8
9.809
10
15.702
12
13.043
14
15.699
16
19.643
19.821
20
Bulacan
4
2
0
1997
1998
1999
2000
2001
2002
Source:
PATO
2003
Exchange Rate: 1 US$ = Php 56.00
IMPACT
Crime Volume
Index
Crime
Non-Index
Crime
TOTAL
Ave. Monthly
Crime Rate
(per 100,000 popn.)
Crime Solution
Efficiency (%)
2001
Bulacan
Region III
Philippines
516
2,474
38,867
1,581
5,820
38,867
2,097
8,294
76,997
7.48
8.61
8.23
96.47
94.16
90.36
2002
Bulacan
Region III
Philippines
449
2,501
43,760
1,322
5,519
42,016
1,848
8,020
85,776
6.31
8.32
8.97
90.40
90.27
89.24
2003
Bulacan
Region III
Philippines
456
2,678
42,687
1,392
5,264
41,017
1,771
7,942
83,704
6.70
8.12
8.61
98.92
91.66
91.09
IMPACT
POVERTY INCIDENCE
1994 1997 2000
Philippines
35.5
28.1
28.4
Region III
29.2
13.9
17.0
Bulacan
17.3
8.3
5.4
Number of Poor Families
1997
1994
2000
Philippines 4,528,005 3,988,082 4,336,582
Region III
372,197
199,603
257,902
Bulacan
53,329
24,854
19,091
TRANSFERABILITY / SUSTAINABILITY
SUSTAINING MECHANISMS
• 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.
Governor Josie Dela Cruz
Governor, Bulacan and
Secretary General, League of Provinces
Provincial Capitol
Malolos, Bulacan
Tel. No. +63 (44) 791-0853
791-02-09/1603 to 04 loc. 148
+63 (44) 662-6009
Telefax No. +63 (44) 791-5340
E-mail : [email protected]
Website: http://www.bulacan.gov.ph
http://www.josiedelacruz.com