19

CHAPTER

DEVELOPMENT ADMINISTRATION

Introduction As of 2002, there were 1,212 regular personnel both elective and appointive and 1,601 as casual personnel
occupying the different positions of the 17 local offices. It is very obvious that casual employees are much
Calbayog became a chartered city on October 16, 1948 by virtue of Republic Act 328 (R.A. 328). This was at
bigger in terms of number, however, hiring of these casual employees is not that expensive because they were
the time of the incumbency of Municipal Mayor Pedro Pido. The first to be elected City Mayor was Jose
being hired on a on-the-job bases indicating flexibility of manpower requirements. This also means less burden
Roño. The 1948 charter then, has been the basic law of the city’s administration for several years. In 1961,
on the financial capability of the local government.
Republic Act 3879 (R.A. 3879) revised the city charter giving more authority to the local government over the
city’s affairs.
Table 19.1
Regular Personnel Profile, 2002
Calbayog City
Calbayog City has been upgraded from a third class city to a first class city effective July 1, 1996 per
Department of Finance (DOF) Bureau of Local Government Finance (BLGG) Memorandum Circular No. OFFICE/ Elective Perma-nent Tempo- Co- TOTAL
DEPARTMENT rary terminus
97-2 dated 30th April 1997. The basis of the reclassification was the respective average annual income of cities
for CYs 1992 to 1995 reflected in the financial statement as certified to by the Commission of Audit and the City Mayor 1 77 - 1 79
Sangguniang Panlungsod 15 114 - 1 130
revised income brackets prescribe by same Department per its Order No. 24-97 dated 26th March 1997. City Administrator - 16 - 1 16
Accordingly, those cities having an average income of P120M or more shall be categorized as first class in City Human Resource Office - 18 - - 18
City Planning & Dev’t. Office - 29 - - 29
which the city had even surpassed. City Civil Registrar - 18 - - 18
City General Services - 96 - - 96
City Solid Waste Mgmt. Office - 77 - - 77
The City’s Organizational Structure. City Budget Office - 12 - - 12
City Accounting Office - 39 - - 39
City Treasurer’s Office - 58 - - 58
Pursuant to Republic Act 7160 (1991 Local Government Code) and other laws pertinent thereto, the city City Assessor’s Office - 29 - - 29
mayor, as head of the executive body of the city provides necessary guidance and implementation over 17 local City Information & Tourism Office - 16 - - 16
City Arts & Culture Office - 13 - - 13
executive offices. City Legal Office - 11 - - 11
City Health Office - 90 - - 90
City Drug Abuse Prevention Office - 12 - - 12
The city mayor exercises such power of supervision and control of the civil affairs and public administration of City Social Welfare & Dev’t. Office - 83 - - 83
the city government and gives necessary order for the faithful execution of all laws and ordinances within the City Agriculture Office - 51 - - 51
City Veterinarian Office - 24 - - 24
territorial limits of the city. In this function, he is assisted by the City Administrator. City Env’t. & Natural Resource Office - 16 - - 16
City Engineering Office - 160 - - 160
City Cooperatives Office - 26 - -- 26
The Sangguniang Bayan, on the other hand, acts as the legislative body of the city. It enacts ordinances, City Economic Enterprise Office - 103 - - 103
decide on resolutions and appropriate funds for the general welfare of the city. However, the local City Population Office - 6 - - 6
Sangguniang Bayan is also charged with the proper exercise of the corporate powers of the city. TOTAL 16 1,193 - 3 1,212

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 FIGURE 19.1
2003 ORGANIZATIONAL STRUCTURE
CALBAYOG CITY
OFFICE
SANGGUNIANG
OF THE CITY
PANLUNGSOD CITY MAYOR HUMAN RESOURCE
MANAGEMENT OFFICE
OFFICE
OF THE CITY
CITY VICE-MAYOR SOLIDWASTE
MANAGEMENT OFFICE

CITY
SANGGUNIANG
CULTURE AND ARTS
MEMBERS
OFFICE OFFICE
OF THE
CITY ADMINISTRATOR DRUG ABUSE PREVENTION
OFFICE AND REHABILITATION
OF THE OFFICE
SP SECRETARY
ECONOMIC ENTERPRISE
DEV’T. AND MANAGEMENT
OFFICE
SANGGUNIANG CITY ARCHIVES
SECRETARIAT CITY
URBAN HOUSING
DIVISION

CITY CITY CITY CITY CITY CITY OFFICE ON CITY

TREASURER’S ASSESSOR’S ACCOUNTING LEGAL PLANNING & BUDGET GENERAL AGRICULTURE
OFFICE OFFICE & INTERNAL SERVICES DEV’T. OFFICE OFFICE SERVICES SERVICES
AUDIT

CITY SOCIAL CITY TOURISM CITY CITY ENV’T. &

CITY CIVIL CITY CITY OFFICE FOR CITY
WELFARE & & PUBLIC POPULATION NATURAL
REGISTRY ENGINEERING VETERINARY DEV’T. OF HEALTH
DEV’T. INFORMATION DEV’T. OFFICE RESOURCE
OFFICE OFFICE SERVICES COOPERATIVES OFFICE
SERVICES OFFICE OFFICE

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City Income City Expenditure

One of the cardinal rules in tax or revenue collections is that “revenue is obtainable only from sources expressly The city’s expenditures have grown by an average of 2.6 percent from 1998 to 2002 period, with conservative
authorized by law”. Authorized under the RA 7160 otherwise known as the “Local Government Code of spending very prevalent during the last two years. Comparatively, city’s expenditures is growing in stark
1991”, the city currently has adjusted the tax rates through the passage of Local Tax Code. Said tax code aims contrast to the city’s income during the same period.
to generate more income to the city to attain self-sufficiency.

Looking at the available data for the five-year period from 1998 to 2002, the city’s income experienced an Figure 19.3
Nature of Expenditures
unstable trend. The downward trend in income from 1998 could be traced mainly to the declined share in its
Calbayog City
Internal Revenue Allotment (IRA) from the national government. The Internal Revenue Allotment (IRA) still
constitutes a large portion of the city’s over all revenue. 100%

80% Capital Outlay

Analysis on the profile of city’s income sources reveals that roughly 90 percent to 93 percent of the city’s 60% MOOE
receipts came from this source, while the meager 7 percent to 10 percent from the local sources. This clearly 40% Personal
indicates that the degree of self-reliance is very low as the city relied so much on external sources, particularly 20% Expenses
from IRA, to fund its basic requirement on current operating expenditures and to implement local projects. 0%
1998 1999 2000 2001 2002

Source: CTO
Figure 19.2
City Income Pattern
Calbayog City
Items that constitute the city’s expenditures are: personal services, maintenance operating and other expenses
40.00
(MOOE) and capital outlay. Among the expenditure items mentioned, personal services concerned the bulk of
30.00
Local the total expenditures for the period of 1998-2002. Personal services constitute payment of salaries, wages and
Growth Rate (in %)

20.00 Sources
External other compensation of all employees of the local government unit.
10.00 Sources

- Total
Revenue
1998-99 1999-00 2000-01 2001-02 In terms of sectoral expenditures, general public services was given the outmost importance followed by the
(10.00)

(20.00)
economic services as far second. Unfortunately, important services like housing, social welfare, health, sports
and manpower development are not given much attention in terms of public spending due to the fact of less
Source: CTO
financial capability of the local government. However, different regional and national offices provide
complementary services to the city. These services include legislative services, agricultural services, veterinary
However, as noted, efforts have been exerted to increase revenue derived from local taxes as surmised by the services, tourism-related services, infra-support services, budgeting and accounting services, treasury services,
financial data during 2000 to 2002 period. These local sources are derived from real property taxes which protective services, adjudication services and many others. Likewise, the city government has been operating
accrued to the general fund and special education fund, city business licenses, and receipts from market and in close coordination with the Non-Government Organizations (NGOs), People’s Organization (POs) and the
slaughterhouse. Private Sectors (PS) through active involvement of the latter in the local special bodies and other government-
initiated program and projects.
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 and loan concession matters a lot to the city of Calbayog. There are various grants and loans from the Overseas
Development Assistance (ODA) and various European countries which the city of Calbayog can benefit of.
Figure 19.4
Proportion of Public Expenditures
Calbayog City Incorporates Management Iinformation System (MIS) to the proposed Geographic Information System (GIS)
100% center. MIS/GIS center is long been practiced in other well-developed countries. In the Philippines, MIS/GIS

80% Other Obligation utilization is also practiced however the coverage is not yet that wide that only few establishments are using the
Other Dev't. Services
Economic Services system. MIS/GIS is a very useful tool to coordinate and benchmarking plans and accomplishments. It also
60%
Social Welfare
Housing & Comm.
harmonizes in monitoring and evaluating project impact and implementation.
40%
Health, Nut.& Pop'n.
20% Educ, Sports, Manpower
Gen. Public Services
Development Goal and Objectives:
0%
1998 1999 2000 2001 2002 1998 1999 2000 2001 2002
Create an institutional infrastructure and system promoting better economic management, efficient and
Source: CTO effective governance, and promoting a genuine local empowerment.

Development Issues and Needs Strategies – Administrative Governance:

Although classified as first class city, it has still experienced financial difficulties in coping up with the various
priority needs of its different sectors. It has been said, “while the urge to spend is boundless, the means of
earning is limited”. Because of the expanded role of government, continuous improvement of the monetary
and fiscal system is necessary to meet the demands of the city’s growing economy.
In line with this, those agency/offices in whose hands the collection of revenues had been entrusted must exert
extra effort and creativity to intensify collection of taxes to attain, if not surpass the programmed level of
revenues. On the other hand, those agency/offices responsible for the incurrence of expenditures must observe
the highest degree of prudence so that government resources are put to best use thereby eliminating wastage of
limited funds of the government. In short, essential measures should be taken to enhance local income of the
city at the same time conform with its expenditure. Share of expenditures associated to personal services should
also be minimized and regulated.
In the area of local administration, the foremost concern is the formulation of the overall development policies
and strategies for an efficient and effective organizational structure – a very essential aspect of which is
personnel administration.
Reengineering, Streamlining
Promote an efficient and effective governance through reengineering, streamlining and right-sizing the
bureaucracy. By enhancing public service for public satisfaction there is a need to inculcate certain core values
among public servants.
Customer-Oriented Services
Adopt and inculcate the orientation of public service by treating the public as customers.
Focused and Directed Services
Redefine the configuration of the government structure of bureaucracy and proper focusing of government
programs and projects, giving priority of development focused highlighted in the Master Plan.
Management Information System (MIS)/Geographic Information System (GIS) Center

The technical capability of the city should also be developed to undertake or identify potential source of funds, Establish MIS/GIS Center to help cater the technical needs of local legislative and executive agencies in
aside form the usual paternalistic source. Technical knowledge to prepare project proposal, feasibility studies information and spatial program/project identification.
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Performance Indicator Privatization

Establish performance indicators and benchmark standards and replicating best practices of foreign, national, Focus government priorities under a privatization framework. Pursue a privatization program of inefficient
regional and local government agencies for continuous improvement of public service. public services and local enterprises to a certain extent will protect the interests of consumers. Privatization
shall be utilized only to eliminate inefficiency and imperfections and prevent any adverse effects of competition
Information Technology to consumers such as monopolies, oligopolies, cartels and other forms of profiteering.

Expand the use of information technology to enhance productivity, efficiency and effectiveness of government Poverty Alleviation
operations. Proper and judicious use of IT will ensure compatibility, sustainability and cost-effectiveness vis’a-
vis adopted systems and procedures and to create a value-chain for the customers or clients of public service. Enhance government responsiveness to the poor by ensuring that policies on poverty alleviation are supported
by specific programs and projects. Encourage community participation to fully and comprehensively
Capability Building addressed the poverty situation.

Continuous building of capacities, core competencies and skills of civil servants and civil society organizations Strategies – Political Governance:
to handle new demands in a changed environment. Specifically, skills training on loan and grants negotiation,
preparation of project proposals, feasibility studies, etc. Graft and Corruption

Compensation and Incentives Eliminate graft and corruption by adopting a multi-pronged strategy to combat corruption.

Rationalize the compensation and incentives based on a productivity system taking into consideration the Law Enforcement
reengineering objectives. Specifically, define and rationalize the institutional set-up and policy-making process
on compensation and set up a system that can address specific dysfunction. Improve peace and order and law enforcement. Professionalize the police force; improve recruitment
standards and training and increasing the salaries and performance incentives for policemen.
Strategies – Economic Governance:
Community Participation
Effective Financial Management
Empower non-government organizations (NGOs) and people organizations (POs) in the war against poverty
Set up an effective public expenditures management system for better allocation and prioritization of public and crime. Empower NGOs and POs through joint ventures in poverty programs while assist the
resources. Adopt a multiyear perspective in budget planning and establish an effective local accounting and strengthening of the five pillars of the criminal justice system.
auditing system.
Sister City

Pursue a sister city relationship and arrangements with local and foreign cities.

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Common Regional, Provincial and Local Facilities

Putting up of a common government center that will cater the regional, provincial and local government
facilities is also recommended. This is in order to smoothen and fastrack coordination of government activities
as well as coordinated implementation of programs and projects.

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