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Elements of a Viable Service Entity (5D's)1. Deep Sense of Destiny 2. Diagnosis 3. Design 4. Deliver 5. Develop(Grow)- RD Calabazaron
MANAGEMENT Regional Director |
Capability Building and Supervision Services to LGUs through the formulation, promulgation and implementation of policies, programs and standards including monitoring of compliance therewith to ensure effective Deep Sense of Destiny Diagnosis Design Deliver Develop (Grow)REGIONAL POLICY THRUST I - ntervention on Enhanced DILG MIMAROPA DIRECTIONS The enhancement of DILG MIMAROPA’s 2009 directions is our response to the global environmental and financial crises greatly affecting us and our clientele. In facing these challenges and opportunities, we as a dynamic agency can change our stance from reactive to proactive hence the enhancement of our Comprehensive, Effective, Responses Towards Achievements by Innovating, Networking, and Tracking through Yardsticks for People, Organizations and Logistics in Initiating and Carrying-out Year 2009 (C.E.R.T.A.I.N.T.Y. P.O.L.I.C.Y.) programs, projects and activities particularly the Alternative Strategies and Program Interventions for Reforms and Excellence (A.S.P.I.R.E.) component now enhanced to I.N.S.P.I.R.E.D. I.N.S.P.I.R.E.D. means Interventions on Needs, Services and Programs by Initiating Reforms towards Excellence and Development. It is a clientele’s need-based approach to the implementation of various DILG MIMAROPA’s Programs, Projects and Activities (PPAs). This approach prioritizes the delivery of consultancy, technical assistance and services according to the immediate needs of the client as the current situation and condition warrant. Compared with the program-based approach wherein various PPAs created from the top are funneled downward through our front-liners to our client, need-based approach involves incorporating clientele needs in the creation or implementation of PPAs. It also creates capacity development PPAs by incorporating our field officers’ observations, clientele’s suggestions and other factors in PPA formulation. Pinpointing the specific needs of specific clients makes our annual planning easier through projection of specific actions (i.e. number of trainings, seminars, activities, etc.) to address these priority needs. I.N.S.P.I.R.E.D. strategy begins with clientele’s operational audits, unutilized PPAs, Local Governance Resource Center (LGRC), Local Governance Performance and Management System (LGPMS), Comprehensive Development Plan (CDP), Executive and9 Legislative Agenda (ELA), Community-Based Monitoring System (CBMS), Comprehensive Land Use Plan (CLUP) and Improved Local Operations through e-Governance (e-LOG) data analysis and assessment. From the result of the analyzed and assessed data, the needs of the clientele are identified and prioritized. Based on the identified needs of clientele, analysis and assessment of available PPAs to compliment such needs follows. If no PPAs are complimentary with the identified needs, redesign existing ones to fit the needs or refer to inter-agency PPAs. Then communicate these identified needs to the clientele together with the complimentary PPAs. Monitor the available resources and personnel through the cluster approach for efficiency during implementation. Lastly, record the results and areas for improvement copy furnished the LGRC for future reference and knowledge sharing. This will provide the agency and the Local Government Units (LGUs) efficiency and effectiveness in resource management since PPAs will target priority needs of client. It will strengthen inter-agency linkages through knowledge sharing. It will result in a better equipped and prepared LGU to face natural or man-made disasters, calamities and crises. And it will also create globally competitive LGUs that can meet the challenges of the times. REGIONAL POLICY THRUST FOR 2009
C - omprehensive &
Enhanced us greet the new year full of hope for hope means optimism and optimism is the key to achievements. Achievement is the product of doing the right thing at the right time. In this respect, we have to craft a “C.E.R.T.A.I.N.T.Y. P.O.L.I.C.Y.” which stands for Comprehensive and Effective Responses TowardsAchievements by Innovating, Networking and Tracking through Yardsticks forPeople, Organizations and Logistics in Initiating and Carrying-out Year 2009Programs, Activities and Projects. Its core competencies includes: Enhancement of Personnel Capabilities; Responsive Planning; Enhancement of Linkage and Partnership; and Expedient Implementation. Enhancement of Personnel Capabilities is achieved through our I.N.S.P.I.R.E.D. (Intervention to Needs, Services and Programs for Initiating Reforms towards Excellence for Development) strategy and harnessing the power of information technology to explore new ways of revitalizing our service. Under this development scheme, we not only make use of the CLUSTER TEAM APPROACH but also the INTER-CLUSTER COOPERATION for greater benefits and rewards sharing. It is the pooling of skills and resources among our front liners through the various trainings, technical assistance, and consultancy services being carried out to our clientele – the LGUs. Responsive Planning is the formulation of goals and strategies based on the needs, existing conditions and problems as well as developing a vision of our clientele’s future. It is attained through maximum utilization of various management tools i.e. Local Governance Performance Management System (LGPMS), Community Based Monitoring System (CBMS) and the System Competency Assessment for Local Governments (SCALoG). These tools enhance the State of Local Governance Report (SLGR) used in crafting the Comprehensive Development Plan – Executive-Legislative Agenda (CDP-ELA) and Capacity Development Agenda (CAPDEV). To make our planning responsive and comprehensive we consider unexpected events or circumstances and every aspect of LGU development. The use of intra-agency and inter-agency networking and cooperation culminates into the Enhancement of Linkage and Partnership. Intra-agency networking is the pooling of resources among clusters whereas inter-agency networking is the knitting of resources among MIMAROPA government agencies. It is envisioned in our Local Governance and Resource Center (LGRC) program: building a culture of learning and knowledge sharing attuned to the advancement of information technology. With this cooperation and capabilities, we will be able to do more outputs with fewer inputs and attain the mission and vision of DILG MIMAROPA. Expedient Implementation , the binding force of all the core competencies, is achieved by doing the right things at the right time. And as our performance’s yardstick we launched our very own Project C.U.R.E. (Comprehensive, Unified Response to Eliminate Red Tape in LGUs) capping it with the formulation of our very own Citizens Charter to serve as our service standard to our clientele. We can surmount whatever obstacle we encounter with our collective enthusiasm and dynamism. We shall succeed in all our undertakings because our policy is tempered with our battlecry: “Great Teams not Great Individuals, Produce Great Results.” The foundation has been laid – Together let us work on it!
Regional Director Rolando L. Rafael made his pronouncement, in a speech during the welcome party of DILG MIMAROPA new Assistant Regional Director Jonathan Paul Leusen Jr.. The MIMAROPA top man summed his policy thrusts in acronym "REEBUT".
For 2006, Region IV-B Thrust and directions are summed up in an acronym "ASPIRE". A - Alternative S - strategies and P - Program I - Interventions for R - Reform and E - Excellence
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Department of the Interior and Local Government Region IV-B MIMAROPA)
3rd and 4th Floors Calderon Building, Dapdap St. cor. Aurora Blvd., Cubao, Quezon City
