Transcript Document 7328017

Governance & Social
Accountability Mechanisms
- Naga City, Philippines
JESSE M. ROBREDO
Mayor, Naga City
Philippines
Showcase Initiatives
1. Kaantabay sa
Kauswagan (or Partners
in Development)
Program
Empowering the urban poor
2. People Empowerment
Ordinance
Broadening, deepening
democratic space
3. i-Governance
Program
Empowering individual
citizens
4. Participative
Planning and Budgeting
Social accountability in
planning and budgeting
processes
Limitations and Challenges
□ Not centrally located
□ 377 kms south of Manila
(national capital), 380 kms
north of Cebu (2nd biggest
urban center)
□ The core of Metro Naga
□ A fast-growing area comprised
of 14 municipalities and Naga
City belonging to Metro Naga
Development Council (MNDC)
□ A medium-sized city
□ 137,000 population (2000
census)
□ Daytime population of around
250,000
Kaantabay Mechanics
□ Conceptually, program is a form of social
housing. Its core is securing tenurial rights
for urban poor beneficiaries
□ Accomplished by acquiring occupied landholding
through various innovative schemes
□ City government plays a critical facilitative and
mediating role
□ When negotiations are completed, beneficiaries
amortizes homelots under very affordable terms
through community mortgage
□ Urban poor embraced as partner-beneficiary
of the program
Outcomes
□ Innovative approaches to land acquisition,
community development and project financing
enabled achievement of near universal
coverage
□ Covered a total of 8,763 urban poor
households, representing 30 percent of
the total citywide, as of December 2005.
Accountability Mechanisms
□ Community Organizing – A necessary
first step
□ There are now around 80 urban poor associations
belonging to the Naga City Urban Poor Federation
(NCUPF) compared with the only nine in 1989
□ Tripartism - Mechanism that enables
involved parties to sit down and cooperate
in solving disputes. Includes:
□ city government and other national government
agencies;
□ urban poor associations, aided by NGOs and POs; and
□ private landowners
Institutional Structures
□ Naga City Urban Development and Housing
Board - defines, monitors and evaluates city’s
urban development directions; sets policies
governing Kaantabay program
□ Composed of 20 members, half comes from
government, other half from civil society. Equal
sharing by NGO and NCUPF representatives
□ Naga City People’s Council (NCPC) federation of local NGOs and POs. Mandated to
partner with city government under
Empowerment Ordinance of 1997.
NGO-PO Council
□ Precursor of the Naga City People’s
Council
□ A loose coalition of NGOs and POs which
sought to work with City Hall in maximizing
potentials of the LGC
□ Initiated city’s engagement with local NGOs
and POs
□ Facilitated by “open” city hall
□ Built up confidence among progressive sector
□ Affirming advantages of being inclusive and
participative on the part of the city
government
People Empowerment Program
□ Multi-level consultation mechanisms
□ Specific sectors, groups, or the entire constituency can
participate in identifying and affirming developmental
priorities
□ Referendum on development issues
□ On August 6, 1993, Naga pioneered a citywide
referendum when three development issues were
submitted to Nagueños for decision
□ City government demonstrated that participation even
at this scale works
□ The Empowerment Ordinance and the Naga
City People’s Council
□ Through landmark legislation, a system of partnership
was established encouraging federation of NGOs and
POs into the Naga City People’s Council (NCPC)
□ Institutionalized system of self-regulation among
NGOs and POs in the city
Naga City People’s Council
□ Appoints NGO representatives to local
special bodies of the City Government
□ Observes, votes and participates in the
deliberation, conceptualization,
implementation and evaluation of projects,
programs and activities of the City
Government
□ Proposes legislation, participates and votes at
the committee level of the Sanggunian, and
□ Acts as the people's representatives in the
exercise of their constitutional right to
information
Governance Framework
Guided by its experience, Naga City evolved
its own governance model
□ Progressive
development
perspective. Seeks
prosperity-building tempered
by an enlightened perception
of the poor
□ Functional partnerships.
Vehicles that enable the city to
tap community resources for
priority undertakings
□ Participation. Mechanisms
that ensure long-term
sustainability of local
undertakings
The Naga Governance Model
The i-Governance Program
□ Identifies and uses various tools to:
□ encourage participation in government
decision-making, especially by individual
citizens and households
□ concretize the governance principles of
transparency and accountability
□ Allows city government to meet the
challenge of sustaining innovative
approaches by:
□ Doing more with less
□ Improving and ensuring equitable service
delivery
Delivery Mechanisms
1. Analog or paperbased tools. Addresses
need of around 67% of
population without ICT access
 Performance Pledges
 Citizens Board
 Naga City Citizens
Charter
2. Digital or ICT
media (eGovernance)
 naga.gov initiative,
through the city’s website
www.naga.gov.ph
3. Mobile Governance.
Uses cellphones which have
higher penetration rate than dialup internet. Around 67% of
households own a mobile phone.
 TxtNaga
4. Network access
improvement. Addresses
digital divide through strategic IT
investments
 Cyberschools (Click
Project)
 Cyberbarangays
The Citizens Charter
GREATER ACCOUNTABILITY IN SERVICE DELIVERY
□ A guidebook on 130 key
services being delivered by the
City Government to customers
□ Procedure
□ Response time
□ Personnel responsible for each
service
□ Requirements checklist to facilitate
service delivery
□ Schedule of fees (if applicable)
□ Location maps sketching office/s
handling the service
□ A “contract” that can be
enforced through feedback
□ Provides for customer feedback
form
□ Directory of city hall agencies
www.naga.gov.ph
□ Maximizes web
technology
□ Within reach of local resources
and capability in a developing
country
□ Offers access to information on
Naga, including city government
financial reports
□ proposed and approved annual
operating budget
□ quarterly financial statements
□ bid tenders, and bidding
outcomes
□ Platform for communicating
requests and complaints in
cost-effective and efficient manner
□ Contains a digital version of
the Charter (called NetServe)
and the Citizens Board
TxtServe Naga
A MOBILE GOVERNANCE ENGAGEMENT TOOL
□ Allows citizens to send
complaints, other
concerns to City Hall
through SMS or text
messaging
□ Previously uses Smart
Telecommunication’s 2960
facility
□ Reconfigured early this
year to meet local
needs more fully
□ Owned by city government,
instead of being Smart
network dependent
WHY IS D YOUTH CNTER\'S
POOL W/C S SUPPOSD 2 B
PUBLC POOL BEING CLOSED
COZ PRIVATE SKOLS\' P.E.
STUDENTS R USING D WHOLE
POOL EXCLUSIVELY? why?
TxtServe Naga, Reloaded
i-GOV’S MOST PROMISING FRONTIER
□ TXTNAGA Hotline – a
locally managed and
controlled SMS messaging
system
Consists of
□ a PC
□ a GSM/GPRS modem
□ TXTNAGA hotline with
Globe Telecoms (0917TXTNAGA or 09178986242), and
□ SMS applications
developed by local
programmers
ADVANTAGES:
□ Locally managed, customizable and
therefore more flexible, instead of being
network dependent
□ More accessible to ordinary citizens.
Less than P1 per SMS sent vs. P2.50
under the 2960 service
□ More cost-effective in the long-run
Participative Planning and
Budgeting
□ Adopt the Millennium Development
Goals (MDGs) and the Public
Governance System (PGS) visionmission statement and scorecards as
plan targets
□ No need to reinvent the wheel and go through
time-consuming visioning process
□ Updating local land use and development
plans with 9-year time horizon
□ Revisit outputs and refine targets set
□ Align city plans towards attaining these
targets
PGS Roadmap for Naga
Sectoral Planning
□ Tap 16 existing and mandated
councils in coming up with sectoral
components of local plans
□ There is already more than adequate GOCSO representation
□ Deliverables:
□ Establish baseline data
□ Assess needs
□ Craft programs, projects and activities (PPAs) that
will respond to these needs Cost out these PPAs,
and
□ Lay out 9-year action plan for implementation,
monitoring and evaluation
Sectoral Councils
as basic planning unit
□ Social Sector
□
Development management
Children’s Council,
Women’s Council, Health
Board, Urban Poor, Senior
Citizens, Youth Council
□ Economic Sector
□
Infrastructure
Environmental
Investment Board,
Livelihood Council,
Agriculture and Fisheries
Council, Tourism
□ Environmental Sector
□
Solid Waste, Airshed,
Watershed Councils
□ Development
Management
□
Social
Economic
City Development Council
Association of Barangay
Councils, Peace and
Order, Housing and Urban
Development Board
□ Infrastructure Sector
□
Infra and Utilities,
Transport
Advantages
□ Higher data quality
□ Stakeholders will have opportunity
to validate and reconcile official
(i.e. those collected, generated by the
local government staff) and nonofficial data (community-based)
□ Shared ownership and
responsibility on outputs
□ More strategic role for local
councils and special bodies
Participative Budgeting
□ Planning process involving NCPC has positively
influenced local budgeting processes of the
city government
□ Ensured alignment of local budget with the
city vision and mission statements and
scorecards that incorporate the MDGs
Local Special
Bodies
NCPC
Sanggunian
Committees
Sectoral
Councils
Departmental
Planning and
Budgeting with
Sectors
Lessons
□ Local society must secure strong
voice
□ Variety of social accountability
mechanisms exist, one often
building up on others
□ Local planning and budgeting
can further institutionalize
accountability
□ There is always a better way