ISA Public Governance Forum - Mandaue Initiation Revalida Report

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Onwards to anOutstanding

Mandaue

The PGS Initiation Journey of The City of Mandau

Public Governance Revalida Handout

Public Governance Forum

March 30, 2012



PGS Initiation Journey

Public Governance Forum

March 30, 2012

City of Mandaue

Province of Cebu

Republic of the Philippines



Table of ContentsIntroduction:

Onwards to an outstanding Mandaue 6

Mandaue City Profile 7

A look to the Past for a Brighter Tomorrow 8

Mandaue: Where the Heart Is 9

When Mandaue Celebrates 9

Infrastructure 10

Major Products 10

Land Use 10

Mandaue at a Glance 10

Mandaue’s hidden opportunities 12

Mandaue’s PGS Journey 13

Taking the first steps 14

Mandaue and ISA: Partnering for an Outstanding Mandaue 17

LED Assessment 17

PGS Initiation Output

On the road less taken / Vision and Mission 19

Development strategy Map 20

Road Map 22

Mandaue’s Governance Scorecard 23

Strategic Initiatives 25

Initiatives Profiles 29

Early Gains 44

Annex

E.O. no. 1 Series of 2012 46



Foreword

As public servants we tried to encapsulate the dream of everMandauehanon: to make the city the premier businesdestination in Central Philippines by 2016 with a communitfree from want, living in an environment that is friendly toman, and nurturing life through the arts, culture and sports.

It may sound like a motherhood statement but the way ware doing we mean business. We have realized that in ordeto achieve this, we must have a paradigm shift from businesas usual to actual transformation in all aspects ogovernance.The entry of Institute for Solidarity in Asia (ISA) is a blessinand very timely. Through its help, we were able to come upwith a “development strategy road map” and translated thiinto a set of measurable targets to be able to achieve ouvision.

What we have done may not be perfect but it embodies oucommitment to make Mandaue truly “my home, my pride, mfuture.”

Our greatest challenge now is how to cascade this to thlowest ranking worker in the city government and the “manon the street.”

We have completed “one step towards a journey of athousand miles” and we are confident we can reach our goal

Our spirits are high because we believe in the words of St Augustine of Hippo: “Work as though everything dependeon you, pray as though everything depended on God.”

Jonas C. Cortes Mandaue City Mayor



Definition of Terms / List of AcronymsISA Institute for Solidarity in Asia

PGS Performance Governance System

Metropolitan Cebu Main urban center of the province of Cebu in the Philippines. Metro Cebu is located along the central eastern portion of the island including the nearby island of Mactan. METRO CEBU comprises of seven cities and six municipalities. These are: Carcar City, Cebu City, Compostela, Consolacion, Cordova, Danao City, Lapu-Lapu City, Liloan, Mandaue City , Minglanilla, Naga City, San Fernando and Talisay City

TWG Team Technical Working Group aka Core Team

LED Local Economic Development

Measures:

LPGMS Local Governance Performance Management System

BOD Biological Oxygen Demand; used to measure water quality

IMR Infant Mortality Rate

MSMED Council Mandaue Small and Medium Enterprise Development Council

MCCI Mandaue Chamber of Commerce and Industry

CSSEAZ City South Special Economic Administrative Zone

RAFI Ramon Aboitiz Foundation, Inc.

Sulong Mandaue A contest among the barangay in the city on waste management, sponsored by MCCI

Initiative:

MIPAC Mandaue Investment Promo Action Center

PPP Palambo sa Panudlanang Publiko

MCRC Mandaue City Resource Center

OTAP Online Tax Assessment and Payment

TCC Traffic Command Center



O N W A R DS TO A N

O UTST A N D I NG

M A N D A U E

You want change?

If you watch Prime time TV, a Chinese lookingchef asks this of the viewer almost every hour.

No, we are not selling some Chinese fast foodhere. We are, however, asking the samequestion. Do we want change in Mandaue?

Yes, we want change! We want to improve howthings are done in Mandaue, not only in how thecity is governed, but also the individual, thus the

community’s participation on how the city isgoverned.

An overhaul in paradigm is needed to ensure thatthere is reform in the City Government ofMandaue. With such a daunting task, decisionparalysis sets in: too many things to decide andeven more things to do.

Enter: Institute for Solidarity in Asia’s (ISA)

Performance Governance System (PGS) and thinstitutionalization of the Balance GovernanceScorecard. The PGS scorecarding systemintroduced by ISA helps us shrink our goals intomanageable measure. Broken into smaller goalthe change that we want to achieve no longerseems as gigantic as it once did. It gives us mofocus on whom, how and to what extent we wathe change to happen.

In effect, we want to see a change in paradigm

three (3) levels: the individual, the organization,meaning the city government, and ultimately,society.

Through reforms set in this handout, we aim totransform Mandaue from what it is today to anOutstanding Mandaue – a Mandaue preferred bmost as a business destination and a place tocall home, committed to uplifting the lives of thproud and empowered Mandauehanons.



A community was established inMandaue by a flourishing groupof Indonesian, Malayan andChinese merchants in what wascalled the barangay.

When Ferdinand Magellan came,Mandaue was already a busyport with a thriving communityactive in commerce wherepeople from nearby villagers andforeign tradersm e e t t o

e n g a g e i nb u s i n e s s .Incursions ofMoro piratesin the town ledt o t h econstructiono f t h eBantayan saHari or King’sWatch Tower in

Barangay Looc where it stillstands today.

The Venetian chronicler AntonioPigafetta wrote about asettlement called Mandani thatexisted in the area with achieftain named Apo Noan.

Years later, when the Spanishcolonized the Philippines,

Mandaue natives were forcedinto a town as decreed by theSpanish authorities. This mayhave started off as a missionvillage (which included presentday Consolacion and Liloan)serving as a bulwark for thechurch in the northern Cebu andwas managed by the Jesuit in

1638 then, a century later, by theRecollects.

The Philippine revolution in 1898gave the town a new form ofadministration in accordancewith the organic decree of theC e n t r a l R e v o l u t i o n a r yGovernment. The short livedrevolution was overthrown by the

American Troops and a battlenearly destroys the

town on 1901,

k i l l i n gP r e s i d e n t eBenito Ceniza.In 1920, underthe Americans,C o n s o l a c i o nand 19 o fM a n d a u e ’ sp u e b l o sdetached from

M a n d a u e t o

become a separate town.Mandaue was Independent fromb e i n g a n A m e r i c a nCommonwealth and a JapaneseGarrison on July 4, 1946 alongwith the entire nation.

Mandaue became a charteredcity upon the approval ofRepublic Act 5519 on August 30,1969. Mayor Demetrio Cortes

Sr., who lobbied for the CityCharter became the lastMunicipal Mayor and the firstCity Mayor. Upon its charter,Mandaue changed the spellingof its name from Mandawe towhat it is today. The city wasrecognized as a HUC (HighlyUrbanized City) on 1991.

Mandaue Presidencia

National Shrine of St. Jos

Old Salt beds

Bantayan sa Hari

Señor de C



Not many people know where Mandaue is; muchless know that it exists. Many who visit Cebu donot even know that they have been to Mandaue.This is one of the perceptions, or lack thereof,

which we want to change.

Mandaue City is located on the middle easterncoastal region of Cebu Island, bordering to itsright-side are Mactan Island where Lapu-LapuCity, and the airport is located. Mandaue isconnected to Mactan Island via two bridges whichincludes the Mandaue – Mactan Bridge andMarcelo Fernan Bridge and is bounded south andthe west by the Provincial Capital, Cebu City and

north by the Municipality of Consolacion whicis linked with Cansaga Bay Bridge.

Simply put, when you are coming from th

airport in Mactan Island and heading towardCebu Island, the second you get off the bridgeyou are in Mandaue. If you want to go to thnorthern part of the mainland, you need to pasby Mandaue. The same goes if you want to gsouth.

As you can see, Mandaue is strategicalocated at the heart of Metro Cebu.

Panagtagbo FestivalFor about 30 years, ever since the beginning of the SinuloFestival, an often overlooked ritual happens in Mandaue. Ever3rd Friday of January, the Holy image of the Sto. Nino de Ceband the Lady of Guadalupe travel to the National Shrine of SJoseph where they stay overnight. This once a year event is thonly time where the Holy Family converges under one roof. Las

year, the City of Mandaue launched the Panagtagbo Festival tcelebrate the meeting of the Holy Family. This festival sets tremind and inspire families to stay together and keep their bonstrong that no obstacles, including distance, can break.

Bibingkahan sa MandaueTogether with the Panagtabo Festival and on several occasions the year, Mandaue celebrates her delicacies, the most famous owhich is the Bibingka sa Mandaue. The bibingka may bubiquitous in the country, but, Mandaue has made it distinct. It

so good; you can eat it as is, with no toppings. Just ask anyonwho has tasted it.

City FiestaMandaue celebrates the feast of her patron saint, St. Josephevery 8th of May. Festivities enfold weeks leading up to that datsuch as Ms. Mandaue, Queen, Prince and Princess of MandauPageants, nightly entertainment, and a sports tournamenHaving St. Joseph, also the patron saint of workers, as the citypatron saint is apt considering that Mandaue is home to manlaborers who work in the many industries located in the city.



Mandaue City's road network is composed of a nationalhighway which connects the city to its neighboring citiesand municipalities, a national secondary road whichtraverses the City's metropolitan area. The total length ofthe city road network (paved and unpaved) and the four

bridges, is about 133,676 kilometers, broken down into:

National road - 13.1587 kilometersCity road - 57.0954 kilometersBarangay road - 63.4219 kilometers

Road density is 3.83 kilometer per square kilometer ofland. In terms of population, road density is about 0.52kilometre per one thousand inhabitants.

Land transportation is being served by PUJ, Utility

Vehicles, mini-buses, multi-cabs, tricycles, trisikads andfor cargoes, trailers and vans. Mandaue is located in themiddle of the major sea and airports located in theneighboring Cebu and Lapu-Lapu City respectively. Seatransport of Mandaue is highly dependent on Port of Cebuand Cebu International Port, because of the city'sproximity to these facilities. Likewise, air transport isthrough the Mactan International Airport has directinternational flights to Hong Kong, Singapore, Japan,China, Palau, Malaysia, Taiwan, Qatar, South Korea andother key Philippine Cities, via the two Mandaue-Mactan

bridges.

Mandaue At a Glance

Coordinates 10°20′N 123°56′E

Region VII (Central Visayas)

Province Cebu

District 6th District

No. of

Barangays27

Land Area34.87 sq. km (2ndsmallest in Metro Ceb

Population

(March 2011

Census)

• Total - 346,693

•Density 9,900/sq.km

Zip Code 6014

website www.mandauecity.go

Social

Network

• www.facebook.commandauepresidencia

• www.twitter.com/ piomandaue

• Aluminumware

/ Enamelware• Animal Bone

Processing • Industrial

Gases• Lumber•

MarineProducts

• Batteries• Matches• Beverages• Milling • Construction

Materials• Chemicals• Nylons and

Rope

• Coconut Crafts• Packaging

Products• Commercial

Plastics• Concrete

Products•

Poultry/livestock farms

• Rattan• Cosmetics• Drugs• Electroplating • School Supplies• Fire

Extinguishers• Shellcrafts• Floorwax

• Ceramics• Foam Produ

Steel• Galvanized • Food

Processing • Stonewares•

Garments• Styrofoam• Gas Cylinde• Furniture• Carrageenan• Glass, Wrou

Iron and

Rattan• Iced Produc

http://www.twitter.com/piomandaue




http://www.facebook.com/mandauepresidencia




http://www.mandauecity.gov.ph/

http://www.mandauecity.gov.ph/



“We are continually faced by great

opportunities brilliantlydisguised as insoluble

problems.” — Lee Iacocca



Mandaue’s hidden opportunitiesLike any city in the metro, we have our fair share of

perennial problems. With a little rain, flooding

happens in many city and barangay streets, somecausing traffic. Dilapidated ridden streets with no

drainage system and no sidewalk are also causes

for concern. There are also the decrepit buildings,

lack of classrooms and health centers, the

proliferation of informal settlers and a lack of care

for the environment that adds to the city’s blight.

Also, Mandaue has long been considered as number

2 in Metro Cebu in more ways than one. Mandaue is

second to her neighbors in terms of being a

preferred business and tourist destination.

In fact, as mentioned earlier, not many know

of Mandaue nor see her as a separate city

from her more famous neighbors.

For us to achieve our vision of being the

premier business destination in Central

P h i l i p p i ne s

we need to place Mandaue on the map, so to spea

We need to market Mandaue and make her “top

mind” for potential investors.The plans to address these issues have been thoug

of in piece meals resulting in no real improvements

our lives. The City wanted to implement so man

projects, but for some reason or another, thes

failed to set off simply because it needed t

commitment of the community to lift it off t

ground. These are some reasons why Mandaue h

partnered with ISA and implemented the PGS



The Institute for Solidarity in Asia and their PerformanceGovernance System wasintroduced to Mandaue duringa trip to one of ISA’s partnerLGUs in a neighboringprovince. Seeing the progressof that city opened my eyes tothe heights Mandaue canreach when governance

b e c o m e s a s h a r e drespons ib i l i t y i n thecommunity.

They say the hardest step totake is the first. This holds truewith Mandaue’s partnershipw i t h I S A a n d t h eimplementation of PGS. Toconcretize this partnership, a

M e m o r a n d u m o f

Agreement was signedbetween Mandaue and ISA on November 28, 2011. TheMOA defines the tasks andnature of the partnership

To set the ball rolling with theISA and learn about thePerformance Governance

System, we had a Meetingof the Minds Session withthe different departmentheads on December 19, 2011

where we met ISA chair JesusEstaneslao and his team.

Soon, just after New Year’s,Mayor Jonas C. Cortes signedexecutive order no. 1 series of

2012 formulating the ISAPGS Core Team composingof key department andsection heads, as well athe secretariat.

On January 16 to 19, 2012Dr. Lloyd Bautista and ISALGU Team came toMandaue to conduct

L o c a l E c o n o m i c

Development Assessmen

and Validation to get a betteunderstanding of Mandaue’Competitiveness compared toher neighboring cities. Thteam visited the PlanningOfficers of Cebu, Talisay andLapu-Lapu Cities.

Panelists

First Lady

Sarah W. Cortes



PGS Activity Date Remarks/Notes

MOA signing Nov. 28, 2011 Partnership between Mandaue City and ISA sealed.

Meeting of the Minds / Orientation

Dec. 19, 2011 PGS Orientation and Initiation work plan

TWG/ Core TeamFormation

Jan. 6, 2012 E.O. no. 1 Series 2012 signed and released

Working Session 1:LED Assessment

Jan. 16-19, 2012(Session Hall)

LED Assessment and Validation conducted by Dr. LloydBautista to assess the city’s competitiveness. The Assessment Team also visited the Planning Offices ofneighboring Talisay, Cebu and Lapu-Lapu Cities.

Working Session 2:Strategy Road Map andScorecard

Feb. 8-10, 2012(Days Inn Hotel)

First multi-sectoral session to formulate strategy map angovernance scorecard.

Clean Up Session:Strategic Measures

Feb. 15-16, 2012(MargaritaLounge)

TWG met with Jeremy Pintor from ISA to clean up StrateMeasures

Working Session 3:Strategic Initiatives

Mar. 8 -10(Amara)

TWG met with Jeremy Pintor and Cyril Benedicto from IS

to develop strategic initiatives. Priority programs set for next 4 years.

Clean Up Session:Strategic Initiatives

Mar. 11-14, 2012(1521 Recreation

Center SMC)Refining of Strategic Initiatives and Initiatives profiles

Formal Roll out andPresentation

Mar. 16, 2012(Days Inn Hotel)

Presented Road Map and Scorecard to multi-sectoral grduring the Stakeholder’s Consultation and ValidationSession

ISA Audit and Revalida Mar. 30, 2012

PGS Initiation Conferral

On February 8 to 10, 2012, thefirst multi-sectoral gathering washeld in Days Inn Hotel where the

Strategy Mapping and

Scorecard Session asdiscussed according to theneeds of Mandaue. A week later,

the Core Group met to clean upthe measures set by thescorecard discussed earlier. Forthe 2 weeks that followed, theCore Team met informally tofurther refine the strategicmeasures in the scorecard.

On March 8 to 10, the CoreTeam met again with ISA Representatives to develop

strategic initiatives that the citywill implement as priority

programs for the next 15 yearsfocusing on achieving settargets from now up to the next4 years.

On March 16, 2012, the InitiationP r e - r e v a l i d a d u b b e d

Stakeholders Consultation

and Validation Session ,happened at the Days Inn Hotelwhere Mayor Cortes and City

Administrator and ISA Focal

Person presented the Roadmand Scorecard to 10 panelisDepar tment Heads, members with Vice Mayor GleBercede, Barangay Captaand multi-sectoral leaders.

Those present also signed

covenant which states: It is mutual commitment as PuS e r v a n t s , s t a k e h o l d econstituents and most of Mandauehanons to invest

best of our abilities, time, e and resources for the fulfillm and vision through this RMap which we have hereu

pledged this 16th Day of Mar 2012 at Mandaue City.



The PGS is a system that revolutionizes the way of doing things in government. This

task, although easily said is never easy. However, under the ISA, PGS is realized withfour steps which outline the pathway to responsive and proactive governance longedfor and aimed by the City of Mandaue. We believe that through the facility of PGS,such aim can be achieved in the near future. The imperative to undertake a systematicchange in local governance has increased relevancy in the past years after the CityMayor assumed office and experienced firsthand the mediocre standard embedded inthe local government services. It is both a necessity and an ambition for Mandaue Cityto peak in efficiency and maximize relevant output, a dream which only PGS can bringabout. Through PGS, Mandaue City, hopefully initiated and eventually have a kind ofgovernance which performs, shall be institutionalized.

LED AssessmentBefore any planning could begin, Mandaue needs to know what she has and what sheneed. In January, ISA sent it’s LED Specialist, Dr. Lloyd Bautista to study theMandaue’s economic development as well as to compare her standing among herneighbor Talisay, Cebu and Lapu-Lapu Cities. During the 3 day activity, Dr. Bautistavisited the planning offices of these cities.

Advantages of Mandaue• Strategic Location• Highly educated and skilled work force• Political resolve or political will of Local Chief Executive• Business friendly community

Weaknesses of the City • No integrated land use plan• Rising urban commercial blight• Poor or lack of infrastructure

To ensure the success of local economic development, the following areneeded:• Improve business Climate• Invest in hard infrastructure• Invest in soft infrastructure• Target inwards investments

Now that we know what needs to be done, we plunged into the creation of the cityroadmap and scorecard using PGS.

Mandaue and ISA:

Partnering for an Outstanding Mandaue



On the road less takenBefore we can become anything, first need to have a direction or a vision of where we want to go.

We are transforming our city into an Outstanding Mandaue. The partnership between ISA and the City of

Mandaue is a perfect fit. With the help of ISA and the PGS’s emphasis on community involvement,Mandaue will be able to carry out our mission, and thus achieve our vision.

The vision and mission of Mandaue was crafted during the Executive Legislative Agenda in early 2011,

which is being adopted for the roadmap.

During the crafting of the vision, two perspectives were taken into consideration, outward looking and

inward-looking. On the one hand, the outward looking perspective takes into consideration how the city

wants to be seen by its external stakeholders. For similar reasons stated in the LED advantage above, the

city wants to become the premier business destination in Central Philippines.

On the other hand, the inward-looking perspective takes into consideration the following: a) social and

economic impact, people, environment, and infrastructure. This perspective, in essence, aims to capture

the needs and wants Mandaue to have an empowered and responsible citizenry, a dynamic and

sustainable economy supported by a well-balanced environment and strategically placed hard and soft

infrastructure.

Vision

Mission

Become the premier business destination in Central Philippinesby 2016 with a community free from want, living in an

environment that is friendly to man, and nurturing life through

the arts, culture and sports.

Provide balance between sustainable growth and a livable society

through good governance, business social responsibility and

multi-sectoral involvement.



The challenge lies in translatingour vision and mission into

measurable and manageableobjectives that has to be metby all stakeholders withconsistency. This can be doneby closely inter-relating ourvision and mission withstrategic objectives. Theseobjectives are then translatedinto measures and targets toserve as the basis forformulating deadline-governed

initiatives or projects.

We arrived at our DevelopmentStrategy Map with a commonfocus on shared goals. Informulating this map, weinvited leaders from differentsectors with the emphasis thatresponsibilities are properly

distributed between publicofficials and ordinary citizens.

During the

session, wetackled manycomplex issuesand dreamt ofhow outstanding,in more waysthan one,Mandaue canbecome once weall start workingtogether. We tookinto consideration

the needs of eachsector and triedto incorporatethese in thestrategy map.

The DevelopmentMap hascategorized itsobjectives into 4perspectives,each affecting the

others. Theseperspectives are: Socio-economic, internalprocess,organization andfinance.

Finance Perspective As one of thepanelists mentionedin the Initiation Pre-revalida: Moneymakes the world goround. Thus, webegin with finance.This perspective isimportant because ifwe fail in our financeobjectives, we willnot be able to fund

any of our programs. In finance aim to do 3 things:

a) Enhance resource

generation throughtechnological innovation strengthening of localeconomic enterprises,

b) Prioritize allocation fordevelopment projects anbasic services; and,

c) Simplify and pursuetransparency in all fiscaltransactions. Simply putthe finance objectives aimto make the most use of

our financial resources fothe delivery of services toMandauehanons.

These objectives aim to increasthe city’s revenue while decreasits expenditures. It aims to lessethe city’s dependence on itsInternal Revenue Allotment andstrengthen its economicenterprises and privatepartnerships. For transparency,

financial reporting will bemeasured.



Organization PerspectiveThis perspective is more about personnel,government work culture, employee disciplineand the like. Many times we hear complaints ofunprofessionalism from people who transactbusiness in the city hall. We want to change this,

thus, we set 3 objectives:a) Pursue competency build-up starting

with strategic departments andpersonnel,

b) Promote a professional cultureappreciated by the public; and

c) Establish an integrated KnowledgeManagement system for effectivedecision making.

The bottom-line here is to create a disciplined,professional culture from the governmentemployees.

Internal Process PerspectiveWith our finances and our people attuned, we willbe more effective in the delivery of services to the

Mandauehanons. This is the most comprehensivepart of the roadmap.

Under the Internal Process Perspective we aim toa) Ensure rational and judicious allocation of

land for various uses,b) Upgrade basic social services compliant

with national standards,c) Modernize public infrastructure for better

mobility and accessibility,d)Establish state-of-the-artenvironmental infrastructure,

facilities and practicese)Undertake urbanredevelopment and renewalstarting in blighted areas,f)Promote InvestmentOpportunities for Privatepartners, andg)Intensify intra-businesslinkages among enterprises.

This perspective aims tooptimize the delivery of basicservices to theMandauehanons. It willaddress problems of the citylike flooding, health care,environmental management,and even linkages between theprivate and public sector.

Socio-Economic PerspectiveIn aiming for the objectivesstated above perspectives, we

will be able to bring aboutsocio-economic changes andmake Mandaue a 1) Premierbusiness destination of CentraPhilippines with 2) anenvironment friendly to manand 3) Mandauehanons filledwith life and free from want.



P #STRATEGIC

OBJECTIVES# STRATEGIC MEASURES

Baseline

('09 - '11)2012 2014 2016

S

O

A

Fullness of life and free

from want 1

Overall Development Index

based on LGPMs 2.7 2.7 3.1 3.5

C

I

O

- BEnvironment that is

2Biological Oxygen Demand

(BOD) of the Butuanon River

44.6 mg/l(class D

river waterstandard)

10 mg(class

river wastanda

E

C

O

3 Average Gross Daily Waste

Disposed per Capita0.0005768 0.000561 0.000452 0.0003

N

O

MI

C

C

Premier business

destination of CentralPhilippines

4 Annual Gross Sales per sq

km P3,847,8

73,948.21 / sq. K

P6,353,7

05,660.13 / sq.K

P10,491

7,628.6sq.K

Intensify intra-business 5Index of linkage among

enterprises0/5 1/5 3/5 5/5

enterprises 6Number of SMEs based on

declared capitalization681 766 965 1,164

I

E

Promote Investment

Opportunities for

Private partners

7 Amount of Investment of

Private PartnersTBD

TE

R

FUndertake urbanredevelopment and

renewal starting in

blighted areas

8 Average Redevelopment

Index RatingTBD

N

A

L

G

Establish state-of-the-

art environmental

infrastructure, facilities

and practices

9

Average Barangay Rating

(based on Sulong Mandaue

Scorecard)

TBD

P Modernize public 10 Average Travel Time in

minutesTBD

O

C

H

better mobility and

accessibility 11

Percentage of flood prone

areas along roads made

passable

15.7% 47.3% 78.9%

S

12 Infant mortality rate12.05/1,000live births

10/1,0live birt

S

I

Upgrade basic social

services compliant

with national standards

13

Percent of Elementary

Schools that meet the

standard* PCR Ratio

*standard PCR = 1:46

8% 32% 56%

14Disaster Risk Reduction

Management Index 2 3 4

City of Mandaue Governance Scorecard



P #STRATEGIC

OBJECTIVES# STRATEGIC MEASURES

Baseline

('09 - '11)2012 2014 2016

I

Upgrade basic social

services compliant

with national

standards (Cont.)

15

Number of HH who are

informal settlers living

along danger zones

3,547 HH 2,482.9 2,128.2 1,773

J

Ensure rational and

judicious allocation of

land for various uses

16

Percentage of land area

(in sq.km) compliant with

the Zoning Ordinance

TBD

O

Promote a

rofessional culture17 Customer Service Rating 75% 80% 85% 90%

G

A

appreciated by the

public 18Personnel Evaluation

Index30% 50% 75% 85%

N

IZ

A

L

Pursue competency

build-up starting withstrategic departments

and personnel

19

Percent of fill-up strategic

positions with full-timequalified personnel

65% 70% 75% 90%

T

I

O

N

M

Establish an

integrated Knowledge

Management System

for effective decision

making

20Level of knowledge-

centric organization0 1 3 4

NSimplify and pursuetransparency in all

21

Average Monthly Days

Past Due in preparation,

processing, submission &

posting of FinancialReports

30 days 25 days 18 days 5 day

F22

Average Number of Days

for Disbursement Process

to be Completed

6o days 30 days 20 days 5 day

N

A

N

C

O

Prioritize allocation for

development projects

and basic services

23

Allocation for

Development Projects and

Basic Services on top of

the 20% IRA

13% 20% 25% 30%

E

Enhance resource

generation through

24

Percentage increase in

total local revenue

collections

14.73% 113.41% 190.23% 630.07

P

innovation &

strengthening of local

economic enterprises25

Total Amount of Subsidy

to Finance Loans and

Operations of Economic

Enterprises

- 160M - 120M - 80M - 40M



The Strategic Initiatives now put into action the objectives andmeasures set forth in the scorecard. Each initiative has a set odeliverables that need to be met. In doing this, we are able to“shrink” our goals to come more doable.

Below are 14 Strategic Initiatives or priority projects set forth bthe PGS Core Team of Mandaue. These projects were chosebecause of their impact to the change we wish to happen in thecity. These projects are grouped into 3 based on its impact to theperspectives set forth in the Strategy Map. These are: InternaProcess, Organization, and Finance.

Internal Process

The Internal Process Initiatives aim to address the delivery obasic services to the constituents of Mandaue in an effective andhumane manner. This service-centric group, as you can imaginecontains the most number of priority projects. The objectives othe roadmap that we aim to address here are the businesslinkages, urban redevelopment and land use, environmentamanagement, informal settlers, disaster risk reductiomanagement, mobility and accessibility, education and health.

1. Mandaue Investment Promotions Action Center (MIPAC)

The project aims to build a facility (physical and IT

Infrastructure with personnel) that will promote tradeand investments, actively assist investors, and facilitatebusiness linkage within the City. The project features aMIPAC Website and Directory of all businesses withbrief descriptions of their products and contactinformation. The project shall start this year and end onthe 3rd quarter of 2014.

2. Mandaue South Point

The project aims to spur economic activity in the

reclamation area outside of the city's current industrialzones and to spread out growth and decongest the citythrough active stakeholder participation. Notableamong its milestones are the Investment Promotional

Activities on August of 2012 (during the MandaueBusiness Month) and the provision of technical andsupport services to further develop this particular area.The project will end on June of 2013 with thedatabasing of interested locators.



3. Urban Oasis

The project is an innovative approachin the prevention of informal settlersalong danger zones by installingpreventive infrastructure (such asactual walls or plants) and/or by theconversion of these spaces into parks.

The project will end on the 4th Quarterof 2014.

4. My Mandaue (Urban Core Redevelopment)

The project aims to redevelop theCity’s Central Business District byimproving public physicalinfrastructure, involving thecommunity and imposing adiscipline zone. Among its key

deliverables is the improvementand construction of shadedsidewalks in identified streets.The project is on going and shallend on December of 2014.

5. Kaabag sa Kalikupan (GreenRevolution)

The project aims to encourageeco-preneurship among ordinarycitizens by providing them with

technical assistance, specificallyin trainings and the further processing

of theirrecycled or compost products, and inmarketing to prospective buyers.

Among its notable deliverables is theestablishment of potential demandprior to project implementation and the

Eco-Summit to showcase the producof the Eco-prenuers. This project haalready started and shall end this yeaon August 2012.

6. Bantay Mandaue Command Centers

The project is a two-

pronged strategy thawill address DisasterRisk Reduction issuesat the barangay and clevel. It aims to clustethe barangays into 5groups, provide theseclusters with adequateequipment and trainingand acquire acommunications system

akin to “911”. Among notable deliverables is t

clustering of the barangays and theestablishment of mini-commandcenters to cut down response time toemergencies and disasters. Theproject shall end on the 3rd quarter o2015.

7. Traffic Control Center

The project aims to establish a systwherein a traffic manager has omniscient perspective of the trasituation of the City with the ofcommand center and a network that he can monitor the traffic flow aimpose interventions remoteThereafter the system shall be usedgather data to allow further analysis



PUV routes. The project is already ongoing and shall end on June of 2014.

8. Share a School

The project is a combination of ideasstarting with the gathering of data,

proper planning on the use of availablecity owned lots, and the active searchfor private partners in the constructionof school buildings. The project willend on April of 2013 with the signing ofMOA with Private Partners.

9. “I Care” Program

The project aims to construct andestablish Basic Emergency Obstetricaland New born Care (BEMONC)Centers within the City. 5 barangayshave been found to have sufficientspace to accommodate theBEMONCs. Upon construction andthe acquisition of the necessaryequipment the City Health Office shallapply for DOH and PhilHealth

Accreditation to make themeconomically viable. The project shall

end on the 4th

Quarter of 2013.

Organization

The next set of strategic initiatives set forthchanges in the way things will be done at the cityhall. With these programs and projects, a moreprofessional culture will be expected of theemployees. Also, a knowledge managementsystem will be implemented.

10.Mandaue City Resource Center (Knowledge Management Systems)

The project aims to enhance gathering, storing, retrieval and usedata by the City Government

establishing systems and constructthe necessary infrastructure therefo

Among its innovative deliverablesthe City Hall Virtual Academy whCity employees may receive training line akin to the distance-learnprogram of the Civil Service. Tproject is the biggest in terms amount because of the use technology and shall approximatend on the 4th Quarter of 2015.

11. City “HotelExperience”

The project aims establish and defias far as practicabt h e t r a n s a c t ipublic’s first contwith the City acreate a good “fi

i m p r e s s i o n ” constructing a CHall front destraining city personon customer relatioand re-examine are-evaluate city h

processes to make them customfriendly. A major milestone is



actual construction of the front desk.The project shall end with the projectevaluation after the business permitrenewal period on 2014.

Finance

Finally, this group of initiatives is aimed atincreasing the city’s revenue and lessening itsexpenses to maximize its resources to fundthe initiatives stated above, as well as otherprograms and projects of the city.

12.Palambo sa Panudlanang Publiko (PPP)

The project aims to harness private

sector participation in running cityeconomic enterprises with theobjective of improving overall efficiencyand (collectively) make themeconomically viable. The projectincludes a “buddy coaching system”where an economic enterprise is pairedwith a successful private sectorenterprise for sharing of practices. Theproject will end on the first quarterof 2013.

13.Revalidation of Tax MappingData

This project is aimed atincreasing the revenue ofthe City by the re-verification or revalidationof data generated by theCity Assessor during its

tax mapping operations by a privatecontractor/supplier. Among itsprominent deliverables is the use ofcameras to digitally capture the imagof each RPT. The data and imagesmaybe used by the City Treasurer forauditing purposes and/or by the City

Zoning to determine compliance withthe Zoning Ordinance. The project ha timeline of more or less 20 months shall end on February of 2015.

14.Online Tax Assessment and Payment (OTAP)

The project aims to increase the revenue of the City by making it easy for taxpay to apply and pay their taxes through onl

infrastructure Currently, taxpayers renew their businesses at decentralized

Business One StoShops (BOSS) asfrom the City HallThis project takesone step further. Tproject shall end othe 2nd Quarter of2015.



(Cont.)



From the initial meeting of theminds to the preparation of this

handbook has been one of themore challenging 3 monthsrecently. During the course ofthe initiation stage of the PGS,Core Team has been workingalmost

everyday to set the city’sRoadmap and Strategic

Initiatives, these sessionsometimes lasting late in theevening and even on weekends.Other department heads and

city consultants have also joined in the session to helpplan the city’s future.

However, the biggestgain of the city ishaving a very active

and interested multi-sectoral group whoare willing to go leaveform work just to jointhe planning sessionsand later thepresentation of theroadmap. This givesus much hope thatwe are indeed headed

towards the right direction wthe PGS.

Plans moving forwardThe momentum for goodgovernance reforms is high. now time for the city to spreathe Roadmap to all thedepartments and other sectoso that they too can join the

bandwagon.



ANNEX

ISA Public Governance Forum - Mandaue Initiation Revalida Report

Documents

Transcript of ISA Public Governance Forum - Mandaue Initiation Revalida Report