VISION:
Promote sound governance; a government
that imposes fairness, justice and transparency; that is accessible to
the common tao; that is concerned and responsive to its people and
environment and prioritizes programs in health, peace and order, sports,
education, agro-industrial economy, poverty alleviation, food security
and tourism; a leadership that adheres to a politically matured
citizenry.
MISSION:
Promote local autonomy by developing and
strengthening the capabilities of the municipal government in order to
effectively provide necessary basic services and facilities to the
people, institutionalize people empowerment by enjoining them to
participate in local governance in order to achieve a progressive and
self- reliant community.
GOAL:
To strengthen the capabilities of the
Municipal Government in order to promote a strong and dynamic political,
social, cultural, physical, moral foundation and continuously link with
other municipalities within the Integrated Area Development Program,
barangays, provincial, and national agencies and civil societies
organizations for the attainment of these goals.
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OBJECTIVES:
1.
To effectively deliver the necessary basic
services to the people.
2.
To strengthen the economic capability of
the municipality through effective ties with barangay, municipal,
provincial, national agencies and civil societies thereby pulling out
the people from the quagmire of poverty.
3.
To strengthen the organizational structure
of the LGU by encouraging its human resources to undergo trainings,
seminars and other forms of activities to fully enhance their
competency.
4.
To strengthen all forms of cooperatives
and extend financial support thereto.
5. To strengthen the administrative
capabilities/skills of barangay executives in the different areas of
local government development thereby helping them promote grassroots
involvement in governance.
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SECTORAL GOALS, OBJECTIVES,
STRATEGIES, AND TARGETS
SOCIAL SECTOR
A) EDUCATION
GOALS
1.
To raise the pupils’ achievement level by
10%, from 47% to 57% level of proficiency;
2. To
improve the school administrators’ supervision and management style;
3. To
improve the teachers’ effectiveness in teaching-learning processes;
4. To
rehabilitate the school buildings in the 29 schools;
5.
To face lift the Santa Barbara Central
Elementary School, a No.1 school in the Division of Iloilo, as show
window of academic and non-academic excellence;
6.
To improve the educational technology of
the schools.
OBJECTIVES
1.
Identify slow learners and non-readers;
hold remedial classes in English and Mathematics.
2.
Ensure effective supervision by the
administration.
3.
Use support instructional materials to
improve the teaching-learning process. Attend seminars and conferences,
and improve the structures of classrooms in order to have a propitious
atmosphere.
4.
Identify schools with and without
dilapidated school buildings and rehabilitate them through solicitation
and LSB.
5.
Network with the LGU through Mayor Isabelo
Maquino, Cong. Augusto Syjuco, and Gov. Neil Tupas.
6.
Solicit computers for hands-on experience.
STRATEGIES AND TARGETS
1. Extensively screened transferees and
repeaters by 2003.
2. Enticed incoming school
administrators to finish their Master’s Degrees.
3.
Procured school facilities/solicitation
from the Division Office.
4.
Rehabilitated school buildings through
PTA, LSB and LGU by year 2004.
5.
Requested for the construction of
ancillary school buildings by year 2002.
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B) HEALTH
GOALS
1.
To address the inadequacy of personnel;
2.
To conduct resource inventory for the
repair/renovation/construction of BHS buildings;
3.
To increase budget for the purchase
of medicines, medical supplies, laboratory, and equipment for maternity
clinic;
4.
To increase the catchment areas from 8 to
12 catchments;
5.
To secure an additional ambulance as well
as communication facilities for the said vehicle;
6.
To address the high incidence of
malnutrition and diarrheal cases.
OBJECTIVES
1. Request the hiring of additional health
personnel.
2.
Submit recommendation for the increase of
catchment areas from 8 to 12.
3.
Submit inventory report to the LCE of all
BHS building and identify whether these buildings need renovation/new
construction/relocation.
4.
Continuously conduct trainings to assure
efficiency in service of BNS, BHW and TH.
5.
Submit to the Local Chief Executive the
priority list of all laboratory equipment needed for his information and
financial assistance;
6.
Continuously request for water sampling
analysis to determine the potability of water and submit a project
proposal so that facilities could be immediately provided;
7.
Request for an additional ambulance and
communication sets thereto;
8.
Address the high incidence of
malnutrition and the prevalence of diarrheal cases.
STRATEGIES AND TARGETS
1.
Increased the number of health personnel
from 18 to 22 by December 2002.
2.
Repaired at least 3 bhs/year and had a new
construction at of least 4 bhs/year by 2003 thereby increasing the
catchment areas that will cater to the need of the constituents.
3.
Increased the budget of health services by
100% by December 2002.
4.
Reduced the incidence of diarrhea by 20%
by the end of December 2002.
5.
Constructed at least 80 water sealed
toilets/year by the end of December 2002.
6.
Reduced the incidence of 3rd
degree malnourished children by 30% at the end of December 2002.
7.
Acquired laboratory equipment
(centrifuge-urine, blood) by the end of 2002.
8.
Conducted trainings at least once a year
for the BHW, BNS, and TH by the end of 2003.
9.
Fully equipped the maternity clinic by the
end of 2003.
10.
Acquired an additional ambulance and
secured communication facilities for the vehicle by 2004.
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C)
HOUSING
GOALS
1.
To identify the Socialized Housing
beneficiaries (squatters, municipal employees etc.) acquire possible
housing sites, and secure funds for housing programs; and
2.
to
conduct survey of all squatters within the municipality specifically in
the poblacion.
OBJECTIVES, STRATEGIES AND TARGETS
1.
Continuously conducted inventory of all
squatters within the municipality in preparation for the social impact
of the airport with international standard.
2.
Appropriated funds, identified the site
and established a housing programs for the beneficiaries by 2002-2004.
3.
Formulated a housing program for the
squatters and the municipal employees ( rank and file) by 2003-2004.
4.
Acquired property and passed an Ordinance
which will embody the scheme for the Socialized Housing Program by 2003.
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D) SOCIAL
SERVICES
GOALS
1.
To alleviate the people from the quagmire
of poverty;
2.
To provide capital assistance/skills/livelihood/self-enhancement
trainings to qualified beneficiaries in all income generating
programs (food processing, sewing, toy and craft making);
3.
To conduct group counseling/sessions on
maternal and child care development;
4.
To conduct leadership trainings,
seminars/Parent Effectiveness Services;
5.
To organize supplemental feeding for 2nd
and 3rd degree pre-schoolers;
6.
To organize a Child’s Welfare Program;
7.
To reactivate the BCPC (Brgy. Council for
the Protection of Children);
8. To provide center/office for the
senior Citizen;
8.
To establish data-base needed to combat
poverty through the Comprehensive and Integrated Delivery of Social
Services (CIDSS)
OBJECTIVES
1.
Conduct resource inventory and identify
the top 10 depressed barangays of the municipality and make them as the
focal point of development in terms of capital
assistance/skills/livelihood/self-enhancement trainings.
2.
Continuously conduct research and project
proposal and coordinate with the lined departments as to the needed data
and submit for budgetary appropriation to the LCE and other support
agencies both in private and in government.
3.
Continuously coordinate with the PO’s,
NGO’s for any form of assistance for the welfare of women and children.
4.
Implement to the full extent the Child
Labor Law and continuously monitor related cases within the
municipality.
5.
Address the unemployment rate by providing
capital assistance to those who are engaged in income generating
projects.
STRATEGIES AND TARGETS
A)
Youth
1.
Organized/assisted the youths in the
barangays regarding their economic needs and welfare in the continuing
year.
2.
Conducted youth seminars with the
assistance of the HRMO by year 2002.
3.
Involved the youth in physical fitness and
sports programs by 2001.
4.
Provided skills/leadership trainings by
year 2002.
B)
Women
1.
Provided capital assistance/counseling
every year and evaluated its effect to the respondents.
2.
Provided a range of services for the
protection and rehabilitation of women especially in difficult
circumstances geared towards reintegration into their families.
C) Senior
Citizens
1.
Maximized the contribution of Senior
Citizens to nation building.
D)
Disabled
1. Maximized the contribution of the
disabled persons to nation building.
2. Coordinate with the TESDA for the conduct
of skills trainings to develop that will enhance their capability and
contribution towards nation building thereby reducing their insecurities
and prejudices against the society.
Others:
1.
Reduced the unemployment rate by 50% by
year 2001 to 2003.
2.
Conducted a resource inventory of the ten
most depressed barangays in the municipality by year 2002.
3.
Incoming construction of buildings must be
monitored, and al first floors must provide a ramp to cater to the
disabled as indicated in the Building Code of the Philippines.
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E)
PROTECTIVE SERVICES
Philippine National Police
GOALS
1.
To study and implement all existing
ordinances that were never implemented by the previous organization.
2.
To educate and conduct a quarterly seminar
to all drivers in the Municipality re: Traffic Rules and Ordinances;
3.
To be responsive to the needs of the
community for the protection of their rights and property as well as in
the maintenance of the Peace and Order;
4.
To strengthen ties/relations with the
community through the Civil Relations Office of the PNP which will
eventually result in bringing back the trust and confidence of the
people to the PNP members;
5.
To conduct anti-drug campaigns through
proper coordination among the Peace and Order Council, Brgy. Officials,
various stakeholders, and the youth sector;
6.
To facilitate the construction of a
separate building for the PNP station;
7.
To minimize if not eradicate the incidence
of cattle rustling within the municipality.
OBJECTIVES
1.
Continuously conduct awareness seminars to
all quarters/various stakeholders with regard to the implementation of
all existing ordinances.
2.
Conduct “Pulong-pulong” with all sectors
on how to combat drug proliferation within the municipality.
3.
Conduct seminars to and strengthen the CVO
members so as to utilize their force in the implementation of peace and
order and CVO visibility in all barangays.
4.
Facilitate the construction of a separate
building of the Philippine National Police.
5.
Formulate plans and strategies in
countering cattle rustling in the most effective way.
6.
Formulate plans and programs that will
strengthen the relationship of the PNP and other peace and order groups
with the community.
7.
Conduct an Inter-LGU conference (New
Lucena, Cabatuan, and Sta. Barbara) in the formulation of plans and
strategies as a new approach in combating cattle rustling.
STRATEGIES AND TARGETS
1.
Conducted awareness seminars to the
various stakeholders regarding the implementation of all existing
ordinances by year 2001 to 2002.
2.
Conducted “pulong-pulong” with all sectors
on combating drug proliferation within the municipality.
3.
Brought about the conduct of seminars and
other activities to strengthen the CVO members to further utilize them
in the implementation of peace and order.
4.
Facilitated the construction of a separate
building of the PNP by 2004.
5.
Formulated plans and strategies to
effectively counter cattle rustling.
6.
Devised plans and programs that will
strengthen the relationship of the community with the PNP and other
peace and order groups.
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Bureau of Fire Protection
GOALS
1.
To be responsive to the needs of the
community for the protection of their lives and properties.
2.
To enhance public awareness on fire
prevention measures.
OBJECTIVES
1. Facilitate the provision of additional
fire trucks for the local government unit.
2. Formulate plans and programs that will
enhance public awareness on fire prevention measures.
3. Continuously conduct inspections on all
buildings for fire safety measures.
STRATEGIES AND TARGETS
1. Secured additional fire trucks by the year
2003.
2. Formulated yearly plans and activities
that will enhance public knowledge on fire prevention.
3. Conducted inspections on all buildings for
fire safety measures annually.
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Bureau of Jail Management and Penology
GOALS
1.
To help in the implementation of good
governance through fairness and justice;
2.
To be concerned and responsive to the
needs of the people and the environment;
3.
To protect women’s welfare;
4.
To prioritize and consummate the BJMP
goals, objectives and principles;
5.
To coordinate with the TESDA and the DSWD
to conceptualize projects and livelihood programs for the inmates;
6.
To effect a better system of jail
management nationwide;
7.
To devise the separation of minors so they
won’t be influenced by adult offenders;
8.
To facilitate the construction of
additional cells especially for women and minor offenders;
9.
To facilitate the construction of an
office for the Jail Warden;
10.
To hasten the provision of adequate jail
facilities;
11.
To improve the living condition of inmates
in accordance with the accepted standards set by the United Nations;
12.
To
enhance rehabilitation and reformation of inmates in preparation for
their eventual reintegration to the mainstream of society upon their
release.
OBJECTIVES
1.
Effect a better system of jail management
nationwide.
2.
Coordinate with the TESDA and the DSWD to
conceptualize projects and livelihood programs for the inmates.
3.
Separate minors so they won’t be
influenced by adult offenders.
4.
Facilitate the construction of additional
cells especially for women and minor offenders.
5.
Construct an office for the Jail Warden.
6.
Hasten the provision of adequate jail
facilities to improve the living condition of inmates in accordance with
the accepted standards set by the United Nations.
7.
Enhance rehabilitation and reformation of
inmates in preparation for their eventual reintegration to the
mainstream of society upon their release.
STRATEGIES AND TARGETS
1.
Effected a better system of jail
management nationwide.
2.
Coordinated with the TESDA and the DSWD
regarding projects and livelihood programs for the inmates by year 2002.
3.
Facilitated the construction of additional
cells separating women, minor offenders and adult offenders by 2001 to
2004.
4.
Facilitated the construction of an office
for the Jail Warden by 2002 to 2003.
5.
Hastened the provision of adequate jail
facilities to improve the living condition of inmates.
6.
Enhanced rehabilitation and reformation of
inmates in preparation for their eventual reintegration to the
mainstream of society upon their release.
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F)
SPORTS AND RECREATION
GOALS
1.
To strengthen and institutionalize sports
especially football;
2.
To work out an ordinance declaring
football as the municipal sport;
3.
Organize the youth and sports afficionados
for the conduct of basketball, football league, etc.
4.
Facilitate with the business sector to
hold/sponsor a sports festival;
5.
To strengthen the active involvement of
all SK chairman and members.
OBJECTIVES
1.
Work out an ordinance declaring football
as the municipal sport.
2.
Organize the youth and sports aficionados
for the conduct of basketball, football league, etc.
3.
Facilitate with the business sector for
the holding/sponsorship of a sports activity.
4.
Ensure and strengthen the active
involvement of all SK Chairmen and members.
STRATEGIES AND TARGETS
1.
Worked out an ordinance by 2001 declaring
football as the municipal sport by 2001.
2.
Rehabilitated the football field by year
2001-2002.
3.
Renovated the covered court and stage by
2001-2002.
4.
Secured funds for t construction of a
Sports Inn which will be used for housing guest, visitors, sports
participants, players, and which must be equipped with bedrooms, shower
rooms, etc. by year 2002-2004.
5.
Strengthened the involvement of the SK and
youth sector.
6.
Conducted a little league baseball,
basketball, etc.
7.
Conducted sports festivals in coordination
with the business sector by 2002-2004.
8.
Incorporated sports activities in the
Master Tourism Plan by year 2001-2002.
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ECONOMIC SECTOR
A)
AGRICULTURE
GOALS
1.
To address low production;
2.
To introduce organic farm inputs thereby
answering the problem on high cost of inorganic fertilizer;
3.
To extend low interest loan/subsidy to the
needy farmers;
4.
To develop a scheme that will address the
low price of palay during harvest season;
5.
To make the irrigation facilities
sufficient and accessible;
6.
To establish sufficient post-harvest
facilities;
7.
To improve all farm to market roads;
8.
To make the supply of fingerlings
sufficient;
9.
To continuously train farmers on the
latest agricultural technology;
10.
To stop agricultural land conversion and
enforce strict implementation of zoning ordinance.
OBJECTIVES
1.
Promote organic farming and use of IPM
technology for rice and vegetables and continuous trainings/seminars on
FFS;
2.
Provide assistance to farmer cooperatives
through extension of credit and farm inputs;
3.
Secure government support through linkages
on marketing of farm products and strong farmers’ cooperative as a major
vehicle for marketing and economic development;
4.
Establish irrigation facilities on
identified irrigable rainfed areas;
5.
Avail farm to Market Roads and other
interventions through GMA Program;
6.
Expand the existing hatcheries;
7.
Conduct trainings for all agricultural
technicians on the latest agricultural technology;
8.
Limit the conversion of agricultural land
to non-SAFDZ areas.
STRATEGIES AND TARGETS
1.
Increased rice production from 4.0 M.T. to
5.0 M.T. per hectare for irrigated areas and from 2.8 M.T. to 3.5 M.T.
per hectare for rainfed areas by 2001 to 2004;
2.
Established demo farms for orchard and
vegetables using compost to improve soil condition before the end of
2001;
3.
Established plant nursery and produced
5,000 planting materials annually up to year 2004;
4.
Established one earthen pond for catfish
production by 2001 to 2004;
5.
Established three demo farms for seed
production by 2002;
6.
Improved livestock breed through Livestock
Dispersal Program at 10% annually;
7.
Conducted Farmers Field School (FFS) with
an average of four sites starting 2001 up;
8.
Conducted a resource inventory of all
possible rainfed areas that can be irrigated by 2001 and secure
appropriations thereof by 2002.
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B)
COMMERCE AND TRADE
GOALS
1.
To concentrate all vendors at the public
market for efficient revenue collections;
2.
To relocate the slaughterhouse and
standardize the construction of the same;
3.
To establish a Terminal Market and other
support facilities to encourage more investors.
OBJECTIVES
1.
Address the depreciating business activity
of the public market by establishing a Terminal Market.
2.
Implement to full extent the Municipal
Zoning Ordinance.
3.
Construct and provide a new relocation
site for a standardized slaughterhouse.
4.
The LGU should assist the cooperatives
engaged in business by providing access to banks and other Government
Financial Institutions for lower interest rates.
STRATEGIES AND TARGETS
1.
A feasibility study should have been
formulated for the construction of a Terminal Market by 2001 to 2002.
2.
Acquisition of land intended for the
slaughterhouse and the construction of the same should have been
addressed by 2001 to 2003.
3.
Must have strengthened the cooperatives
and provided subsidy/ access to loans by 2001 to 2004.
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C)
INDUSTRY
GOALS
1. To establish an agro-industrial zone in a
strategic area;
2.
To provide necessary facilities,
utilities, and support services;
3.
To encourage a non-pollutive and
environmentally friendly practice among the industries;
4.
To provide livelihood opportunities to
skilled workers.
OBJECTIVES
1.
Regulate the proliferation of large
poultry farms and piggeries.
2.
Institutionalize capability building and
continuously train skilled workers to become globally competitive.
3.
Continuously coordinate with the Tourism
Council and develop a strategy that will push for the promotion of
locally made products.
STRATEGIES AND TARGETS
1.
Incorporated into the tourism plan the
conduct of agro-industrial fair as part of pushing locally made products
and farm produce by 2002.
2.
Coordinated with TESDA and other National
agencies for the conduct of training of skilled workers in order to
strengthen their capability and training skills by 2001 to 2004.
3.
Provided capital to small entrepreneurs to
further enhance investment and livelihood programs by 2002 to 2004.
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D)
TOURISM
GOALS
1.
To draft a tourism Master Plan or Action
Plan which will focus on handling the tourism industry;
2.
Utilize and maximize town tourism
potentials re: culture, heritage, and historical landmarks;
3.
Promote and package tourist destinations
in the municipality;
4.
Properly coordinate the LGU with the
private persons who have direct supervision and control over particular
tourist destinations;
5.
Promote/maintain cleanliness within the
municipality (Clean and Green Program);
6.
Make the Sta. Barbara Museum operational;
7.
Provide visible directional
signs/billboards with descriptions of all tourist destinations;
8.
Make the road networks going to tourist
attractions passable;
9.
Initiate yearly cultural festivals,
programs and entertainment that can attract tourists to the
municipality;
10.
Encourage the involvement, cooperation and
support by the townspeople to tourism- related activities;
11.
Organize the business and transportation
sector as key players in the tourism industry;
12.
Promulgate a tourism ordinance, or
identify tourism belts or estates within the municipality;
13.
Appoint a Municipal Tourism Officer to
oversee all tourism-related programs;
14.
Formulate or conceptualize activities
which could boost the tourism industry.
OBJECTIVES
1.
Draft a Municipal Tourism Master Plan to
serve as a guide of the municipality in its conceptualization and
implementation of tourism-related activities;
2.
Utilize the historical landmarks and
town’s rich culture and heritage in promoting its tourism industry by
way of creating programs and cultural shows that could enhance its
conjuncture.
3.
Establish institutional linkages
especially with the private sectors and entities who have direct
supervision and control over some tourist destinations in the
municipality;
4.
Maintain cleanliness all over the
municipality and instill awareness among the townspeople as to the
importance of a clean community;
5.
Launch an intensive campaign and
invitation for the donation of artifacts and antiques with direct or
indirect historical roots in Santa Barbara and which also showcase
freedom;
6.
Preserve and protect the historical
landmarks and other things that have historical significance.
STRATEGIES AND TARGETS
1.
Filled up the Municipal Museum and
Information Center and open the same for public visit by 2001;
2.
Established a yearly cultural festival
during the Cry of Sta. Barbara by year 2001;
3.
Opened a Souvenir Shop and an Information
Center in the Municipal Museum by 2001;
4.
Incorporated new activities during the Cry
of Santa Barbara celebration by 2001;
5.
Inventoried the tourist destinations in
the municipality by 2001.
6.
Established a monthly activity for the
entire year with the Cry of Santa Barbara and Patronal Fiesta as the
highlight by 2002 to 2004;
7.
Beautified the Victory Plaza including the
areas enclosing the football field by year 2002 to 2004;
8.
Constructed and Landscaped the “Path of
History” Park with the miniature replica of historical landmarks and
tourist spots of the municipality as centerpiece by 2002 to 2004;
9.
Established Gift Tree Parks, Fire Tree
Lanes, Birds and Butterfly Sanctuary, and Botanical and Floral gardens
by 2002 to 2004;
10.
Published the “Maragtas”-a historical
account of the Municipality of Sta. Barbara, by 2001 to 2004;
11.
Completely organized the local business
entrepreneurs and restaurant owners, including their accreditation in
the Department of Tourism by 2002 to 2004;
12.
Conducted a regular tourism awareness
seminar for the business and transportation sector by 2002 to 2004;
13.
Completed the posting of directional signs
and caption billboards upon all landmarks and tourist destinations in
the municipality.
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INFRASTRUCTURE AND UTILITIES SECTOR
GOALS
A)
TRANSPORTATION
-
To provide well-developed and properly
maintained road facilities and continuously submit to the local Chief
Executive project proposals for the proposed alternate routes, road
widening, and extension thereof.
-
To coordinate with the planning office in
the formulation of a Comprehensive Traffic Management Plan. This will
involve intensive study, with special focus on volume of traffic, origin
and destination survey per important roads/routes and on the
establishment of routes as area of operation for a specified group of
tricycles, especially with the entrance of the Airport with
International Standard.
B)
POWER
D)
WATER
-
To continuously locate the source of
potable water in the upland barangays and other areas to minimize, if
not fully solve, the water problem;
-
To make proper representations with the MSWD in behalf of the municipal government and all barangays in relation
to water works and programs.
E)
COMMUNICATION
OBJECTIVES
1.
Identify the priority areas/site for
construction of farm-to-market roads and other alternate routes/roads.
2.
Ensure the continuous concretion
/maintenance/widening of municipal /barangay streets/roads.
3.
Conduct resource inventory of possible
water resources/source of potable water and establish a water communal
system in areas that could not be possibly reached by services of the
MIWD.
4.
Establish a cost sharing system between
the barangay and the private sector in the expansion of power lines.
5.
Establish linkages with the different
telephone companies and extend the same facilities in areas not covered
by communication lines to ensure an effective coordination and delivery
of services in the remote areas.
STRATEGIES AND TARGETS
1.
Installed deep wells/water system at Brgys.
Tugas, Bantay, Buayahon, Cadagmayan Norte, Cadagmayan Sur, Lacadon,
Balibagan Este, and Camambugan by 2002-2004.
2.
Rehabilitated the water system of Brgy.
Inangayan by 2001 to 2002.
3.
Concretion of the the Municipal streets
with a length of 1.525 kms at Castilla St., Libertad St. and the
circumferential road (public market) and access road to Bangga Dama by
2002-2004.
4.
Maintained the 117.20 kilometers Brgys.
roads and 25.49 kms of municipal streets starting 2001.
5.
Consummated the concretion/maintenance of
municipal streets/barangay roads every year.
6.
Achieved a 100% energization of the
remaining five sitios located at the five different barangays of Sta.
Barbara by year 2003.
7.
Constructed and develop a circumferential
road at the proposed Terminal Market and another alternate (proposed)
road from the public market leading towards FACOMA at Bangga Dama by
year 2004.
8.
Provided 100% communication
lines/facilities in all barangays by year 2004.
8. Reconstruction of waiting shed along public plaza and Bngga. Dama;
9.
Inclusion of Roosevelt St. in the road widening (esp. from GMTD St. to
Arroyo St. by 2002.
10.
Transfer of the power lines being tapped
by the Municipality from Delgado to Rizal St.
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LOCAL ADMINISTRATION
A)
ORGANIZATIONAL EFFECTIVENESS
The Municipality has 13 departments with a
total work force of 97 permanent, 2 temporary, 3 co-terminus, 12
elective, and 34 casual employees. The total position as approved under
the local organizational structure is 134 and out of these, 114 are
filled positions and 20 are unfilled positions. Out of the filled
positions, 3 are appointed and 12 are elective.
The following are the offices of the
municipality of Sta. Barbara:
1.
Municipal Planning and Development Office
2.
Municipal Budget Office
3.
Municipal Accounting Office
4.
Municipal Civil Registrar
5.
Municipal Assessor’s Office
6.
Municipal Engineering Office
7.
Municipal Treasure’s Office
8. Rural Health Office
9. Social Welfare and Development Office
10.
Municipal Agriculture Office
11.
Office of the Mayor
12.
Office of the Sangguniang Bayan
13.
Office of the Municipal Administrator
With regard to salary range, the LGU has
implemented the highest salary range of 24. However, personnel in the
rank and file receive a salary grade 15 and below.
The present administration believes that
the most important resources is human resource. For so long, the needs
of municipal employees had been neglected especially with regards to
trainings, programs, workshops designed for them to become effective and
efficient instruments in the delivery of social services. Indeed, for
them to be more service oriented, they should be given the chance to
attend trainings on moral recovery, group dynamics, teamwork and
performance valuation.
GOALS
1.
To realign the personnel having multiple
responsibilities being carried especially on the part of the casual
employees;
2.
To properly allocate in some personnel
regarding their respective powers, functions, and responsibilities;
3.
To provide a dynamic organizational
structure and operating mechanism that will meet the priority needs and
service requirements to the community;
4.
To enhance capability among the barangays
because the municipality failed to empower the barangay government by
providing them opportunities to participate actively in the
implementation of national and local programs and projects;
5.
To effectively provide mechanisms that
will ensure effectiveness, efficiency, competency, and accountability of
the LGUs to their respective constituents;
6.
To encourage the participation of the
private sector in local governance particularly in the delivery of
social services;
7.
To reorganize the rank and file and
upgrade their salaries.
8.
To request for the creation of position of
Municipal Tourism Officer to focus on the tourism activity, General
Services Officer, Sports Coordinator, Zoning Administrator, additional
health personnel, additional personnel at the Municipal Agriculturist
Office to focus on the Agri-Infra projects and an effective, qualified,
and efficient Human Resource Management Officer to focus on personnel
matters.
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OBJECTIVES, STRATEGIES AND TARGETS TO
ENSURE ORGANIZATIONAL EFFECTIVENESS
a)
Human Resource Management Service
1. Formulate human resource policies,
processes, systems, plans and programs starting 2001.
2.
Revitalizes competencies in managing human
resource by 2001.
3.
Conducts organizational diagnoses and
designs, OD plan, value formation, team strengthening and change in
management program to align organization with mission, vision,
objectives, and strategies of the present dispensation by 2001 to 2002.
4.
Oversees competency development (technical
and management) through curricular development and conduct of trainings
and other intervention 2002.
5.
Provides accurate and timely HR
information including management of 201 files.
6.
Conducts investigation and provide
assistance and counseling on employee discipline cases.
7.
Must be in the frontline in the
recruitment and selection.
8.
Oversees employees relations program.
b)
Planning Service (MPDC
Functions)
1.
Orchestrates the strategic planning
processes and activities by providing planning frame work, guidelines,
timetable and technical assistance.
2.
Conducts reality checks on performance
targets.
3.
Undertakes research/evaluates new
strategic approaches/issues in the conduct of research.
4.
Provides management plan with timely
reports on program/plan accomplishment, progress and impact.
5.
Provides macro-economic indicators and
other external development.
c)
Administrative Service
1.
Formulate policies, processes, guidelines
and procedures on administrative concerns.
2.
Maintains records and handles releasing of
administrative orders, issuance’s, cases, and other circulars and
ensures their proper disposal.
3.
Spearheads competency development in
administration management.
Others:
1.
Requested for the creation
additional/filling of positions like HRMO, GSO, Tourism Officer, Sports
Coordinator, Zoning Administrator, health personnel, 5 drivers and
additional staff at the Municipal Engineers Office by the end of 2001
and until 2002.
2.
Re-organized the rank and file employees
not just to upgrade their salaries but to properly allocate their
competency to the position where they are deemed fitted or suited.
Further, under the Office of the Mayor is
the Economic Enterprise. This office is in-charge of the management of
the Public Market and the Slaughterhouse.
The Local Finance Committee is composed of
the Planning Officer, Budget Officer, and the Treasurer. The Planning
Officer takes charge of the programs and projects of the Municipality
whose funds come from the 20% Development and other Trust Fund. The
Budget Officer takes responsibility over the General Funds.
The formulation of the municipal plan
starts from the barangay which prepares its own barangay development
plan. All projects that cannot be funded in the barangay are
incorporated in the Municipal Investment Plan.
The municipal plans are passed and
approved by the Municipal Development Council which regularly meets. The
approved plan is then endorsed to the Sangguniang Bayan for adoption.
The Municipal Development Program is
submitted to the province to be incorporated into the Provincial
Development Plan and for possible funding from the Province.
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B)
FISCAL MANAGEMENT
GOALS
1.
To increase local revenues through
effective and efficient fiscal machinery;
2.
To resolve the inadequacy of financial
resources by intensifying tax collection and preparing proposals for the availment of grants, aids or loans from Government Owned and Controlled
Organizations, NGO’s, and PO’s.
3.
To establish a computer linkage between
the assessor and the treasurer to facilitate the billing;
4.
To conduct “Pulong-pulong sa Barangay” so
as to increase public awareness on taxes thus encourage taxpayers to pay
their tax dues;
5.
To facilitate the provision of
transportation facilities and assign or hire personnel to expedite the
delivery of notices or warrants.
OBJECTIVES
1.
Identify other sources of revenues.
2.
Increase and intensify tax collection.
3.
Avail of grants, aids, or loans from
GOCC’s, NGO’s or PO’s
4.
Introduce new measures to the Sangguiang
Bayan for a passage of an ordinance with regard to other possible
sources of revenues.
STRATEGIES AND TARGETS
1.
Created a tax force to intensify tax
collection by 2001.
2.
Secured grants, aids, loans from GFIs,
NGO’s amd PO’s
3.
A computer linkage between the assessor
and the treasurer had been set to facilitate the billing by 2001-2002.
4.
Conducted a “Pulong-pulong sa barangay” as
one way of intensifying tax collections by 2001-2002.
5.
Expedited the distribution of notices to
all delinquent tax payers within the municipality by 2001-2002.
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C) ENABLING AND SUPPORT REQUIREMENT
The Internal Revenue Allocation is not
enough to finance all programs or projects of the Local Government Unit.
So aside from the IRA, the municipality should strengthen and intensify
its campaign in the collection of all forms of taxes.
These actions do not also guarantee a
sufficient fund, so primarily, this is the very factor why the LGU of
Sta. Barbara entered into a MOA with the Local Government Support
Program purposely to strengthen its capability which is not only focused
on the organizational effectiveness but also in the form of financial
assistance.
The LGU of Sta. Barbara, as part of its
fund sourcing to address its several problems and concerns, also
strengthen its ties with the following institutions:
1.
Government Financial Institutions (LBP,
Local Government Finance and Development Project etc.) - Funding for
Slaughterhouse and Terminal Market
2.
DA - Funding for farm facilities and farm
support
3.
NIA- Funding for irrigation facilities
4.
NEDA - Formulation of Economic Promotion
Plan
5.
DOH - Support for Health Services
6.
DAR - Support to farmers and farm system
development
7.
DPWH - Infrastructure Support
8.
Cooperative Development
Authority - Enhancement and Training needs of Cooperatives
9.
PCSO - Assistance to health and social
services
10.
TESDA - Trainings and enhancement of
technical skills
11.
CDF of Cong. Syjuco, Senators, and members
of the provincial board - support to all forms of project.
12.
Government Schools, Colleges, State
Universities (ASU etc) - support to technical training and capability
building
13.
NGO’s, PO’s and the Barangay Officials
These are national agencies/institutions
that are identified as source of support, whether technical, financial,
or otherwise.
Under the present set-up, there are at
least 25 NGO’s and PO’s accredited in this municipality. Through these
various stakeholders and after proper consultations could be made with
them, then the municipality will be assured of the successful
implementation of its programs.
The municipality has at present the
following equipment:
Computer - 13
Typewriter - 17
Copying machine - 1
Fax Machine - 1
Overhead Projector - 1
Scanner - 1
Radio Equipment - 1
Because of computers, the response time in
the issuance of certificates and mayor’s permits within one half hour to
one hour at most.
For mobility, the LGU has the following
service vehicles.
Motorcycles - 4
Ambulance - 1
Service Vehicle - 1
Patrol Car - 3
Fire Truck - 1
Service Truck - 2
It is the main thrust of Sta. Barbara to
promote its economic enterprise and develop its support facilities and
likewise strengthened its capability building towards a more efficient,
effective, competent, transparent and dynamic style of
governance/leadership.
If this vision would be realized, the LGU
will not only increase in tax revenue from local sources and develop its
infrastructure projects but it will also enhance competency among its
personnel thus ensuring an effective delivery of basic and social
services to the populace.
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