Presentation on theme: "Governance & Social Accountability Mechanisms - Naga City, Philippines"— Presentation transcript:
1 Governance & Social Accountability Mechanisms - Naga City, Philippines JESSE M. ROBREDOMayor, Naga CityPhilippines
2 Showcase Initiatives1. Kaantabay sa Kauswagan (or Partners in Development) ProgramEmpowering the urban poor2. People Empowerment OrdinanceBroadening, deepening democratic space3. i-Governance ProgramEmpowering individual citizens4. Participative Planning and BudgetingSocial accountability in planning and budgeting processes
3 Limitations and Challenges Not centrally located377 kms south of Manila (national capital), 380 kms north of Cebu (2nd biggest urban center)The core of Metro NagaA fast-growing area comprised of 14 municipalities and Naga City belonging to Metro Naga Development Council (MNDC)A medium-sized city137,000 population (2000 census)Daytime population of around 250,000
4 Kaantabay MechanicsConceptually, program is a form of social housing. Its core is securing tenurial rights for urban poor beneficiariesAccomplished by acquiring occupied landholding through various innovative schemesCity government plays a critical facilitative and mediating roleWhen negotiations are completed, beneficiaries amortizes homelots under very affordable terms through community mortgageUrban poor embraced as partner-beneficiary of the program
5 OutcomesInnovative approaches to land acquisition, community development and project financing enabled achievement of near universal coverageCovered a total of 8,763 urban poor households, representing 30 percent of the total citywide, as of December 2005.
6 Accountability Mechanisms Community Organizing – A necessary first stepThere are now around 80 urban poor associations belonging to the Naga City Urban Poor Federation (NCUPF) compared with the only nine in 1989Tripartism - 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; andprivate landowners
7 Institutional Structures Naga City Urban Development and Housing Board - defines, monitors and evaluates city’s urban development directions; sets policies governing Kaantabay programComposed of 20 members, half comes from government, other half from civil society. Equal sharing by NGO and NCUPF representativesNaga City People’s Council (NCPC) - federation of local NGOs and POs. Mandated to partner with city government under Empowerment Ordinance of 1997.
8 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 LGCInitiated city’s engagement with local NGOs and POsFacilitated by “open” city hallBuilt up confidence among progressive sectorAffirming advantages of being inclusive and participative on the part of the city government
9 People Empowerment Program Multi-level consultation mechanismsSpecific sectors, groups, or the entire constituency can participate in identifying and affirming developmental prioritiesReferendum on development issuesOn August 6, 1993, Naga pioneered a citywide referendum when three development issues were submitted to Nagueños for decisionCity government demonstrated that participation even at this scale worksThe Empowerment Ordinance and the Naga City People’s CouncilThrough 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
10 Naga City People’s Council Appoints NGO representatives to local special bodies of the City GovernmentObserves, votes and participates in the deliberation, conceptualization, implementation and evaluation of projects, programs and activities of the City GovernmentProposes legislation, participates and votes at the committee level of the Sanggunian, andActs as the people's representatives in the exercise of their constitutional right to information
11 The Naga Governance Model Governance FrameworkGuided by its experience, Naga City evolved its own governance modelProgressive development perspective. Seeks prosperity-building tempered by an enlightened perception of the poorFunctional partnerships. Vehicles that enable the city to tap community resources for priority undertakingsParticipation. Mechanisms that ensure long-term sustainability of local undertakingsThe Naga Governance Model
12 The i-Governance Program Identifies and uses various tools to:encourage participation in government decision-making, especially by individual citizens and householdsconcretize the governance principles of transparency and accountabilityAllows city government to meet the challenge of sustaining innovative approaches by:Doing more with lessImproving and ensuring equitable service delivery
13 Delivery Mechanisms1. Analog or paper-based tools. Addresses need of around 67% of population without ICT accessPerformance PledgesCitizens BoardNaga City Citizens Charter2. Digital or ICT media (eGovernance)naga.gov initiative, through the city’s website3. Mobile Governance. Uses cellphones which have higher penetration rate than dial-up internet. Around 67% of households own a mobile phone.TxtNaga4. Network access improvement. Addresses digital divide through strategic IT investmentsCyberschools (Click Project)Cyberbarangays
14 The Citizens Charter GREATER ACCOUNTABILITY IN SERVICE DELIVERY A guidebook on 130 key services being delivered by the City Government to customersProcedureResponse timePersonnel responsible for each serviceRequirements checklist to facilitate service deliverySchedule of fees (if applicable)Location maps sketching office/s handling the serviceA “contract” that can be enforced through feedbackProvides for customer feedback formDirectory of city hall agencies
15 www.naga.gov.ph Maximizes web technology Within reach of local resources and capability in a developing countryOffers access to information on Naga, including city government financial reportsproposed and approved annual operating budgetquarterly financial statementsbid tenders, and bidding outcomesPlatform for communicating requests and complaints in cost-effective and efficient mannerContains a digital version of the Charter (called NetServe) and the Citizens Board
16 TxtServe Naga A MOBILE GOVERNANCE ENGAGEMENT TOOL Allows citizens to send complaints, other concerns to City Hall through SMS or text messagingPreviously uses Smart Telecommunication’s 2960 facilityReconfigured early this year to meet local needs more fullyOwned by city government, instead of being Smart network dependentWHY 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?
17 TxtServe Naga, Reloaded i-GOV’S MOST PROMISING FRONTIER TXTNAGA Hotline – a locally managed and controlled SMS messaging systemConsists ofa PCa GSM/GPRS modemTXTNAGA hotline with Globe Telecoms (0917-TXTNAGA or ), andSMS applications developed by local programmersADVANTAGES:Locally managed, customizable and therefore more flexible, instead of being network dependentMore accessible to ordinary citizens. Less than P1 per SMS sent vs. P2.50 under the 2960 serviceMore cost-effective in the long-run
18 Participative Planning and Budgeting Adopt the Millennium Development Goals (MDGs) and the Public Governance System (PGS) vision-mission statement and scorecards as plan targetsNo need to reinvent the wheel and go through time-consuming visioning processUpdating local land use and development plans with 9-year time horizonRevisit outputs and refine targets setAlign city plans towards attaining these targets
20 Sectoral PlanningTap 16 existing and mandated councils in coming up with sectoral components of local plansThere is already more than adequate GO-CSO representationDeliverables:Establish baseline dataAssess needsCraft programs, projects and activities (PPAs) that will respond to these needs Cost out these PPAs, andLay out 9-year action plan for implementation, monitoring and evaluation
21 Sectoral Councils as basic planning unit Social SectorChildren’s Council, Women’s Council, Health Board, Urban Poor, Senior Citizens, Youth CouncilEconomic SectorInvestment Board, Livelihood Council, Agriculture and Fisheries Council, TourismEnvironmental SectorSolid Waste, Airshed, Watershed CouncilsDevelopment ManagementAssociation of Barangay Councils, Peace and Order, Housing and Urban Development BoardInfrastructure SectorInfra and Utilities, TransportCity Development Council
22 Advantages Higher data quality Stakeholders will have opportunity to validate and reconcile official (i.e. those collected, generated by the local government staff) and non-official data (community-based)Shared ownership and responsibility on outputsMore strategic role for local councils and special bodies
23 Participative Budgeting Planning process involving NCPC has positively influenced local budgeting processes of the city governmentEnsured alignment of local budget with the city vision and mission statements and scorecards that incorporate the MDGsLocal Special BodiesDepartmental Planning and Budgeting with SectorsNCPCSanggunian CommitteesSectoral Councils
24 Lessons Local society must secure strong voice Variety of social accountability mechanisms exist, one often building up on othersLocal planning and budgeting can further institutionalize accountabilityThere is always a better way