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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.
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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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) HEALTHGOALS
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
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
SERVICESGOALS
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.
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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
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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
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
To provide secondary extension lines to remote sitios which until now are not reached by electricity through project proposals, and implement the same upon the availability of the budget.
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
To expand the coverage of communication facilities and identify all areas where the focus of development will take place, with consideration to the areas where the airport will be constructed.
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.
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
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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Copyright © 2002 Municipal Government of Santa Barbara
A) EDUCATION