CGSO Training Program

8/9/2019 CGSO Training Program

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I. Overview and Rationale

1.1 The Future of CGSO

The long term projections for the City General Services Office in the context of its wider quality service delivery horizon is to institute a service-driven departmentwith accommodating personnel building and sustaining a tradition of excellence inperforming its mandated functions thereby ably helping in creating an enablingenvironment for development institutions within the LGU to deliver quality services tothe general public and at the same time contribute to the establishment of a GardenCity in real terms. In effect, anent to this, is its being a model for leadership andmanagement innovations and a learning destination at that.

Actually, in the midst of the foregoing being in place, it will still be a long way togo before it can be said that the Office had already attained the highest level of quality service delivery. Yet, suffice it to say that the foundation upon which suchachievement is anchored is already in place and is a matter of how the nextgeneration of service delivery managers of this office sustain it. In reality, this is a callthat they shall consider as a continuing responsibility that shall be passed unto thesucceeding generations who will be handling the different responsibilities thereof.

1.2 Reengineering the Office Operational Structure

After more than ten (10) years of its existence, the office had gone throughlots of experiences. One of these is the fact that the needs of its clients hadconstantly changed over time while the capability of the service delivery managers inthe office did not go through total transfiguration to meet such change.

For instance, the Office administrative support services unit had only beenfocused on personnel administration and documents management for those that go

through the appropriate action of the Department Head prior to their processing or further actions. As of the moment, the functional unit had been involved in theconduct of studies on specific service areas to improve on their delivery for theinterest of the office clients. In effect, this resulted to the institution of the ElectronicManagement and Service Delivery System (eMSDS) which makes operationalmanagement by the Department Head easy to handle. This also provides access toclients on information relative to the status of transactions that they make with theOffice and so with the services that they can avail thereof. Consequently, the unit isworking on the terms of reference for archival system which is preparatory to itsestablishment and full operation later. Somehow, with the establishment of the OfficeLearning Center, this unit is in the forefront in relation to its operations. In effect,these broaden the scope of its responsibilities.

Moreover, at present there is already a realization that when we deal withsimple housekeeping, repairs and maintenance tasks in the work place there is aneed for a defined direction, that is, transforming such perspective into facilitiesmanagement that shall involved the whole context of office functionality wherepeople or service providers, logistics and technology shall be inseparable indimension. Functionality, therefore, means a secured and conducive workplacewhere the technological processes that form part of service delivery are operational.

Meanwhile, as far as parks and plazas maintenance is concerned, since theoffice had been implementing the Isla nga Maanyag Management Program (IMMP)upon which the next generation Living Legacy Program based on the concept of

Tungod Ko, Limpyohon ug Paanindoton Ko will be anchored, there is likewise aneed to further evolve on related tasks from mere maintenance in nature to suchwhere the grassroots will have to be reached out including other stakeholdersthrough community organizing. Actually, part of this Living Legacy Program is thedevelopment of pocket parks by the office with their maintenance to be handled bythe households within the neighborhood where these are located. It is basicallypeople participation in beautifying the Citys landscape.


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Figure 1: The Reengineered CGSO Functional Structure

Parks and PlazasMaintenance andDevelopmentServices

- Maintenance of Parks andPlazas

- UrbanGreening- Parks and

Plazas/PocketParksDevelopment

- IMMP

/ Tungod Ko,LimpyohonUg

PaanindutonKo (A LivingLegacyProgram)

FacilitiesManagementServices

- SecurityServices

- Office

EquipmentMaintenance- Comm.

FacilitiesMaintenance

- TransportMaintenance

- BuildingMaintenanceServices

/ Housekeeping/ Carpentry andMasonry

/ Plumbing/ Electrical

Installations

SupplyManagementServices

- DeliveriesMonitoring

- Inventory andWarehousing

/ Acceptance

/ Inspection

/ Releasing

- ExcessSupplies and

MaterialsManagement

- Post deliveryAssessment/Evaluation

PropertyManagementServices

Inventory

/ Physical

Count

/ Report onstatus of Inventories

Insurance

Disposal

CGSO

Admin SupportServices

eMSDSArchival System- Communication

Services- Documents

Reproduction- Documents

Management- Personnel

Management or HRD

- Learning Center Administration


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On the other hand, in terms of Property Management, the traditional task hadbeen confined only on the physical counting of government assets. While their statushad been taken into consideration, however, this had not been organized into onecomprehensive report complete with appropriate recommendations for managementactions. With this, the current thrust of the Office is to come up with an inventorystatus report that shall be presented before the department managers on a regular frequency for them to be apprised on what is the status of the city governmentsassets which are under the care of the personnel in their respective offices. Inrelation to supply management, the conventional tasks that are involved arereceiving and acceptance, inspection and releasing of supplies and materials to thedifferent end-users. As of the moment, however, it is working on the monitoring of excess materials for appropriate accounting and utilization which makes thefunctional units responsibilities widened.

With the foregoing, there is an eminent necessity to set in place a well-organized functional structure, complete with a capability-building mechanisms for the organization to be responsive and able to cope up with the changingdevelopment administration landscape as time goes by. This reengineered functionalstructure of the office is shown in figure 1 hereof.

1.3 The Need of the Organization

1.3.1 Supervisory Level

In as much as the office will be reengineering its office tasks and functions for the purpose as herein cited, it needs to have the following:

Supervisors who can be leaders and managers rolled into one to their subordinates;

Supervisors who can organize teams effectively;

Supervisors who make decisions and be accountable thereof;

Supervisors who perform regular performance evaluation among their subordinates;

Supervisors who conduct feedbacking and immediately act onperformance issues and concerns, positive or negative;

Supervisors who place a high priority on coaching and mentoring

their subordinates

Supervisors who had undergone the basic skills of leadership,management and supervision;

Supervisors who embrace and practice the principles of total qualitymanagement; and

Supervisors who consider customer satisfaction as their ultimate goal.

1.3.2 Rank-and-file Personnel

While the Office needs supervisors who acts the way they are expected tobe, however, to have them is not sufficient since the frontline service providers or therank-and-file personnel are equally necessary in the conduct of public servicedelivery. With this, there is likewise an urgency to have them possess thecompetence to do their tasks. On top of this, they must have the followingdisposition:


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Rank-and-file employees who possess an open mind to accept theorganizational processes that they will be taking part;

Rank-and-file employees who are willing to be trained and practicewhat they learned:

Rank-and-file employees who consider employment in the publicservice as a gift and as such should be valued:

Rank-and-file employees whose behaviors in the workplace begetsinspiration;

Rank-and-file employees who appreciate self reflection as the bestoption for performance evaluation;

Rank-and-file employees who are active in all of the office activities;

Rank-and-file employees who are compliant to the office work-basedand values-based norms and standards; and

Rank-and-file employees who are visionary and see working for thefuture today as an opportunity because they know well that allowing asecond to go by without doing something worthwhile may have greatimplications to public welfare.

1.4 Significance of the Program

With the foregoing, it is imperative that a sustainable human resourcedevelopment program (HRDP) should be in place to pave the way for theestablishment of a professionally set up organization to respond to the emergingresponsibilities of the office that go with the changing trends in the environment. Withthis, the City General Services Office shall pursue a workable undertaking in order that its personnel complement will be able to carry out their respectiveresponsibilities thereby giving its customers the best services that they areexpecting.

The bottomline here is that as spelled out in existing notions on developmentadministration, it is said that institutions that exist to deliver services just likebusiness organizations demand a high level of performance so that simply complyingwith rules and obeying supervisors is no longer enough. With this, organizationsneed employees who are highly committed and willing to work in new ways. Inattaining these expectations the latter have to go through massive learningprocesses because its the only way for them to become responsive since theexperiences that they are going to gain out of these will make them realize howimportant they are in their organization.

Hence, well organized institutions which are equipped with appropriateknowledge will greatly increase the probability that they will achieve their strategicgoals. In this regard, the employees shall realize that everybody must be contributingand participating members of the workforce if they want the office to remain relevant.This is so, since overtime such relevance must have to be maintained because theclients needs keep on increasing in magnitude and in qualitative terms as a result of their coping up with the changing trends in the environment. Precisely, this makesthe organization highly flexible, a significant survival factor.

II. Program Goal, Objectives and Strategies

The goal of the program is to provide better services to the Office customersthrough a professionalized personnel complement.


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On the other hand the objectives that are considered to be realized are asfollows:

To provide an Office operational environment where the supervisorspractice workable leadership styles, initiate effective managementparameters, employ appropriate supervisory strategies, implementcohesive teambuilding processes and adopt the principles of qualitymanagement to attain a sustainable customer satisfaction on the servicesthat the office provides;

To expose the rank-and-file personnel to the dynamics of leadership,management, supervision, team building, total quality management andcustomer satisfaction concepts for them to realize and understand theprocesses that their supervisors will initiate relative thereto;

To promote creativity, exchange of ideas and shared decision-makingprocesses that are valued and practiced by the personnel; and

To provide an environment where the personnel are inspired to desire for growth and development.

In achieving the foregoing, the following strategies will be employed:

Exhibiting openness to new ideas from co-employees;

Helping the personnel feel competent in their work by recognizing andcelebrating their small successes;

Providing regular feedback on operations;

Sharing relevant information about the organization operations to thepersonnel on a continuous basis;

Ensuring that the personnel have the necessary resources and conduciveworkplaces to working conditions (equipment, space, and time) tosucceed in his/her work;

Helping teams make decisions and implement their ownrecommendations;

Providing the team members a clear picture of organizational direction,

goals, expectations and procedures; Ensuring that standards of excellence characterize the teams work;

Helping the team to work toward preventing mistakes, not just correctingthem;

Utilization of the mission statement as a criterion for determiningsuccess;

Ensuring that the vision and mission statements are widely understood,agreed upon, and communicated throughout the organization and to itsmembers;

Ensuring that decisions made at all levels of the organization are guidedby the mission and values of the organization;

Making certain that there is prevalence of continuous innovation andlearning throughout the organization;


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Continuously identifying the service expectations of the customers andhow the organization will respond to them;

Conducting periodically a comprehensive review and evaluation of itsservice delivery efforts to ensure that the needs of the customers are met;

Providing feedbacking mechanisms to team members regarding their performance;

Conduct of exposure for the staff to learn what is happening in other workenvironments like the operational systems and procedures and servicevalue systems;

Empowering the supervisors and rank-and-file employees by providing aforum where they can openly communicate their needs, opinions toimprove systems and other concerns; and

Providing the supervisors and rank-and-file employees with adequatehuman resource training to promote their core competencies.

III. Training Program Foundation: Roadmap of Significance

In the context of this training program, the bottomline is that the basic needfor customer satisfaction follows the leadership-customer continuum or roadmapwhich involves leadership, management, supervision, teambuilding and total qualitymanagement. This means that these factors are the foundation of customer satisfaction. This is so since acquiring these skills provide a complete ingredient for the personnel in the office especially the supervisors to cope up with the intrinsic

needs of the clients that they are serving. Hence, the same can be considered as anintellectual package that they have to take hold of since while these will give themthe opportunity to grow emotionally and intellectually, the ultimate beneficiaries willbe the people, the very purpose why the Office has to maintain its relevance as oneof the vital departments in the City Government.

Moreover, as shown in Figure 2, the factors that will affect customer satisfaction as earlier mentioned include leadership, management, supervision,teambuilding and total quality management.

Leadership is a skill that follows the principle of self sacrifice on the part of the leader for the interest of the majority in the organization. The leader sets an

example for the subordinates to emulate. Management on the other hand, connotesexpertise on procedures that should be followed strictly by everyone in theorganization. Meanwhile, supervision demands that supervisors must be able toguide their subordinates towards doing the rights things through constant coachingand mentoring.

Teambuilding requires that everyone in the organization had fully understoodwhat their roles are for them to play their best given their capabilities. Further, totalquality management conveys constant or continuous improvement in operationalmethodologies and processes to meet the demands of the customers. All theseundertakings are aimed at customer satisfaction which changes over time.


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Figure 2 Training Program Foundation: Roadmap of Significance

Management

Dimensions

Fundamentalsof Total Quality

Management

Concept of Teambuilding

Essence of Supervision

Customer Satisfaction

Perspective of Leadership


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IV. Training Course Framework

4.1 Course Framework

The course framework acts as the guide upon which related training activitieswill be anchored. It presents a step by step process that should be strictly adheredfor coherence purposes. These are as follows:

4.1.1 Presentation of the Terms of Reference

The facilitator during this initial stage discussed with the participants theconcerns covered by the training activity. Relative hereof, they will be oriented on thepreparation of training expectations. It shall be noted here that this will be preparedin advance to give time to the participants to come up with expectations that aremore or less workable within the scope of the research activity.

In view of the foregoing, each team prepares the same in relation to theconcepts that would be explored under the assigned topic and those being given tothe other teams. After the workshop at team levels, consolidation of outputs followswhich will be presented later.

4.1.2 Setting off the Training Workshop

The training workshops formally starts through the conduct of an openingprogram. This activity will be held where the prominent personalities will be invited.On this occasion, the rationale of the program will be presented which will focus onthe office Human Resource Development Program. This will be carried out if there isa need to.

Furthermore, the consolidated training expectations will likewise be presentedby the different teams upon which they will take note on what are expected in them inthe context of the research work.

4.1.3 Conduct of Research

After the opening program had been held, the actual conduct of the researchrelative to the topics assigned to the different teams will commence. The mainactivity is to probe into the different concepts related to the topic and at the sametime prepare the needed materials for verbal presentation.

4.1.4 Verbal Presentation

After the research, the team will be presenting their outputs. The outline shallfollow these stages:

a. Overview

This will tackle the significance of the researched topic to oneself, to the teamas it carries out its duties, to the Office as it performs its mandates and to the CityGovernment in general as it delivers services to the general public. Likewise, thereshall be identification of the problems to be addressed or situations to be enhancedfor better performance. Then the goals and objectives shall be set including themethods used.


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b. Perspective of the Concept

At this juncture there will be a discussion of the key elements of the concepts,their characteristics and dynamics and how they work on certain conditions. This willalso include as the case maybe their practitioners and how they influence others toemulate the practice.c. Insights and Analysis

The participants will be integrating the concepts in relations to actual practice.This has to be carefully considered since in most cases theories are seen as notentirely applicable when one deals with reality. Some of the citations here mayinclude experienced failures or successes, the impacts and outcomes thereof.

d. Concluding Remarks

The participants here will convey their conclusions on the research workssignificance to the conduct of public service delivery in the workplace. As such, theyare expected to make recommendations as to what should be done after gainingknowledge on the theories attendant to public management.

e. List of References

This list is necessary so that the researchers as well as the readers of theoutput will be able to know from whom the concepts had been obtained. It is actuallya manifestation that the ideas that will come from them are substantially groundedand not loosely thought of.

4.1.5 Assessing Meeting of Expectations

The participants here determine whether or not the expectations that they setwere met. Otherwise, any gap or gaps thereof must be resolved through theguidance of the facilitator who will be integrating the entire training activity.

4.1.6 Preparation of Written Report

Following the outline under item 3.1.4 the participants will prepare the writtenreport on their respective topics as their reference when they proceed to the nextlevel which is the application of the learning that they gained from the researchthrough narrative presentation.

4.1.7 Organizing the Final Output: Designing of the Planning, Implementation,

Monitoring and Evaluation Mechanism

Here, the team concerned prepares their respective implementationschedules in connection with the concepts that they unraveled after the researchtask had been done and apply the same in their respective workplaces. A separatepresentation by team will be undertaken which will be consolidated into the officelevel output.


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Figure 3: Course Framework

Terms of Reference

(TOR)Preparation(Facilitator)

Conduct of Research

VerbalPresentation

AssessingMeeting of

Expectations

FacilitatorsInputs

Organizing thefinal output

- PIME Phase(Planning,

Implementation,Monitoring and

Evaluation

Setting off the trainingworkshop

Preparation of the Written

Report


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V. Learning Process

In undertaking thisd office training program, the principle being espoused isthat the learning process shall be centered on the participants. In other words, thebulk of the responsibilities lies in them. Hence, this does not entirely follow theconventional method. While the traditional practice involves the preparation of inputsby the facilitator including their presentation except when workshops are beingconducted, it is a different procedure that the participants will have to adopt. This hadbeen contemplated to be the approach that will be applied in order to bring in a newdimension of such process. Actually, this is the methodology that is being practicedin the academe and had been proven to be effective compared to the existingmethod where its all the business of the facilitators to conduct his research and giveinputs on the concerned topics that are the subject of the training activity. Yet, itsreliability is not actually one hundred per cent as of the moment since the impacts of the approach is still to be seen. However, one is ensured here. That, the participantswill have themselves responsible in the conduct of their learning process.

In the midst of the foregoing and to begin with, the department manager acting as the program facilitator provides for the topics and distribute these to thedifferent teams which will be taking charge in conducting a research relative thereto.Then, before the start of the research, the different teams will have to give what aretheir expectations that the team concerned will have to unravel in connection withthese topics. These will be presented in a forum called for the purpose. In effect,

these serve as reference for these teams to consider during the conduct of research.In fact, all throughout the presentation, the different teams shall have to make it apoint that their expectations had been considered by the one who is rendering thereport.

To some extent, the different teams will have to prepare their conceptualinputs as obtained throughout the research activity after which they are going tomake a presentation and discussion during the predetermined schedule which will becarried out simultaneously. In this regard, they are expected to conduct workshopsas frequent as they want it since being work related these can be done on weekdays.Further, each member of the team will be assigned sub-topics to experiencethemselves the processes of learning that they have to go through.

With the foregoing, it is apparent that the training program will have theparticipants as responsible in sharing knowledge through themselves which is apractical way of internalizing the various relevant concepts that they are going to putinto practice.

While the learning process is in progress, the role of the facilitator-departmentmanager of the office will be on directing the proceedings and give inputs whencalled for especially when there are gaps of information which were not coveredduring the research works.

In its entirety, with the Learning Center being operational where relevant

learning materials are already available in the shelves and with the office havingbeen connected to the internet, the different teams will not find it difficult to undertakethe research activity.

VI. Training Courses

The training courses as identified herein are those which are found to benecessary as the office embarks on the new dimension of public management in


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relation to its reengineered office functions. These may vary from year to year depending on emerging necessities. With this, the Office through its managementteam will have to determine what other courses may be considered as relevant totheir line of functions. Actually, these tools are deemed as invariably the ones thatwill help the personnel in the office, as they pursue in the achievement of their avowed vision and goals.

The training courses that are due for undertaking this year are as follows:

6.1 In-House Training (IHT-2010)

Training Course No. (IHT-2010-01) - Computer Operations LearningProgram (COLP)

Training Course No. (IHT-2010-02) - Capability-Building Training(CBT)

Module 1 Perspective of LeadershipModule 2 Management DimensionsModule 3 Essence of SupervisionModule 4 Concept of TeambuildingModule 5 The Fundamentals of TQM and Customer Satisfaction

Training Course No. (IHT-2010-03) - 5S

Training Course No. (IHT-2010-04) - Climate Change

Training Course No. (IHT-2010-05) - Basic Communication Course

Training Course No. (IHTL-2010-06) - ResourceAdministration (SPM

Perspective)

Training Course No. (IHT-2010-07) - Work Values

Training Course No. (IHT-2010-08) - Archival System and RecordsManagement

Training Course No. (IHT-2010-09) - Dynamics of Local GovernmentOperations

Training Course No. (IHT-2010-10) - Perspective of Development

6.2 External Training Course (ETC)

Training Course No. (ETC-2010-01) - Facilitating Seminars andPreparation of Modules

Training Course No. (ETC-2010-02) - Counseling

With the foregoing, as far as the identification of Training Course No. (IHT-

2010-02), it shall be noted that the five (5) modules thereof are considered relevantto the attainment of customer satisfaction. The rationale behind is that these are theintegrating factors that support the foundation of an excellent delivery of services.The fact is that a development administration practitioner shall have to possessthese skills for him or her to be able to conduct himself well as he or she works onachieving quality in service delivery.


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Premised on the foregoing integrated approach, it follows that subsequentcourses will adopt this one whenever there are more than one topics that can belumped together to achieve one purpose.

VII. Support Systems

Critical to the sustainable success of this training program are the supportsystems that have to be set in place which are expressed in various forms to beclassified as internal which refers to those that are established at the office level andthose which may come in terms of assistance from other stakeholders. These are asfollows:

7.1 Internal

Learning Center Reference Materials

Learning Center Conference Room

Office Logistics

Skilled Manpower As Facilitators

Internal Funds Office generated funds

Office Budget Allocation

7.2 External

Human Resource Management Office Personnel and Logistics

City Mayors Office Personnel and Logistics and Executive Policies

City Administrators Office and Logistics and Executive Policies

Other stakeholders who want to take part in the undertaking

External Funds contribution and institutional allocations VIII. Issuance of Certificates of Completion

For each of the course that will be completed by the participants, a certificateof completion will be issued which will form part of their personnel records. Theseshall be signed by the facilitator, Human Resource Management Officer and theLocal Chief Executive. However, tangible accomplishments relative to the completionof the course shall be available as proof thereof. This accomplishment proofs varyfrom one course to another.

Prepared By: The CGSO Management Team

Thru:


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PERCENITO O. BUSTAMANTECity General Services Officer April 26, 2010

APPROVED:

ANIANO P. ANTALANCity Mayor April 25, 2010

CGSO Training Program

Documents

Transcript of CGSO Training Program