Nomination Documents

for the

City General Services Office (CGSO)

Management Team
Island Garden City of Samal

NOMINEE TO THE CSC ANNUAL SEARCH FOR OUTSTANDING

PUBLIC OFFICIALS AND EMPLOYEES FOR 2010
PAGASA AWARD CATEGORY

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 CONTENTS

Particulars Page/s

• Narrative Report About the Office Performance

 Part I - Introductory Remarks -------------------------------1-3

 Part II - The City General Services Office Management Team -------4-8
 Part III - Highlights of Performance Areas ----------------------------9-27
 Part IV - Significance of Work Performance ---------------------------28-37

 Supplemental Photo Documentation

 The Members of the CGSO Management Team While at Work

 CGSO Regular Operations

¤ Deliveries Made for Infrastructure Projects

¤ Keeping Vital Facilities Functional
¤ Responding Calls for the Maintenance Services Operation Center Action
¤ Reproduction of Thousand of Various Documents
¤ During the Office Personal Assessment Activity
¤ Working on the Electronic Management and Service Delivery System
(eMSDS)
¤ Beautifying the Kaputian District Hall (During and After Scenario)
¤ CGSO Environmental Stewards at Work
¤ Flower Planting at Baywalk Project in Babak District
¤ The Fruits Gained for Walking the Extra Mile

 Isla Nga Maanyag Management Program (IMMP) Implementation

¤ The IMMP Leading Advocates

¤ Winning the Search for Pinakamaanyag Nga Opisina 2009 (3rd
Edition)
¤ Second Search for Pinakamaanyag Nga Barangay
¤ Participating Schools
¤ Sunset at Tandawan (Licup-Guilon Boundary)
¤ Planting of Flowers Along the Main Thoroughfares, Barangay Roads
and Tandawan Overview
¤ Adopt-A-Barangay Strategy
¤ Household Level Practices
¤ Orientation Activity at Talikud Island

 The CGSO Family

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 Part I
Introductory Remarks

The City General Services Office is a staff department of the Island Garden City
of Samal. It has a total of ninety (90) employees with the following particulars:

PERCENITO O. BUSTAMANTE, MPA.

City General Services Officer

1 - Department Head
4 - Section Heads
5 - Unit Heads
80 - Rank-and-File Employees

The Office is mandated to handle such major service concerns as follows which
are considered as its regular functions:

• Supply Management Services

These services are generally regarded as managing the

systematic process of various aspects of acquiring goods and
services and releasing the same to the end-users. It also
includes coordinating and managing inventories for Engr. Arbel G. Acedillo
organizational consumption which is the prime concern of the Admin Officer I
office.

Actually, supply management is a key part of the supply chain which is aimed at
controlling the movement and storage of materials under the warehousing system. With
this, the office sees to it that there is proper management of the process associated with
receiving of the supplies and materials, inspection, releasing and conducting post
delivery assessment to determine how this had been handled and the extent of the
status of utilization.
.
• Property Management
and Insurance Services

This is based on the principles of Mirasol M. Batoon stewardship of public

resources, accountability for users and Admin Officer I continuous
improvement of related systems and processes. Further, aside from undertaking the
usual task of inventory taking, the other basic consideration in property management is
to ensure their proper use and performance, thus, there should be a continuous
assessment of their operational status. The office therefore, will have to see to it that
property stewards are deemed accountable to the day-to-day management, use, care,
records-keeping and disposal of these assets.

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 • Building Maintenance, Office Equipment Maintenance and
Communication Services

These tasks, take off from the principles espouse for

facilities management. As such, the Office manages the safe,
secure, and proper operations and maintenance of government
assets in the context of environmental considerations and the
preservation of their performance level. The Office also Vincent Eric A. Silawan
considers it a necessity to maintain and ensure the Admin Officer V
functionality of the work place. In view hereof, it sees to it that the integration of the
multi-disciplinary activities of people in the work place, the processes and technology
that they are involved in are properly undertaken in coordination with the different
stakeholders within this built environment. With this, the practice of coordinating the
physical workplace with the people and work of the organization likewise integrates the
principles of quality service delivery which makes it necessary for the Office to be always
adept to the needs of keeping the facilities functional all the time.

• Parks and Plazas Management, Diolito D. Cerna

Transport Maintenance and Public Officer III
Security Services

As far as parks and plazas management is concerned, this one allows the office
to interact with the communities except for transport and security services since these
are of facilities maintenance endeavors. Their having been integrated into this service is
mainly for the purpose of distributing supervisory functions. In effect, the parks and
plazas management tasks of the Office is more concerned on three things, namely;
maintenance of existing facilities, developing new ones with the involvement of the
people in the neighborhood where these are established and urban greening.

Transport services are concerned with preventive maintenance scheduling for

the city government transport vehicles. Meanwhile, the security services’ primary duty is
the protection of lives and properties within the various work places in the city hall and
other government facilities. Hence, the security personnel do enforce institutional rules
relative thereto.

• Administrative Support Services

These services provide for the management of the day-to-day

Voltaire M. Solamo
Public Service Officer I
activities of the office personnel in connection with their
responsibilities that include monitoring of their whereabouts,
keeping records of their accomplishments, seeing to it that regular
administrative requirements are religiously complied with and
continue designing through research operational innovations to
meet the office client’s demands which are changing overtime.

With electronic-based practices being the bottomline of the Office operations,

these service area serves as the center for office linkage with its clients. (Some of the
updates of office operations are regularly uploaded to its blogspot at cgso-
igacos.blogspot.com which is also serving as the site for on-line services and for
electronic management).

To some extent, aside from undertaking its inherent tasks as mentioned above,
the Office is likewise involved in the implementation of programs that contribute in one
way or another towards building the Island Garden City of Samal as an urban center in a
garden setting. Hence, it is implementing the “Isla Nga Maanyag Management Program”

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(IMMP), a “Flagship Advocacy Program” of the City
Government. Relative hereof, it is managing the
Search for Pinakamaanyag (most beautiful) Alicia N. Mondejar
nga Opisina for local offices and some national Admin Aide III
government agencies. It is likewise one (IMMP In-charge)
of the key figures in the Search for
Pinakamaanyag (most beautiful)
nga Barangay, an island-wide event that is aimed at enjoining all the people in the City
to practice the essence of the Program. In due time these types of endeavor will be
replicated to other institutional levels, like the schools, stores, community associations
and the like. Actually, while it is not entirely the responsibility of the office to come up
with this kind of undertaking but thinking that it has the responsibility to take part in
achieving the City’s vision of creating an urban center in a rural setting in this part of the
country, it pursued the conceptualization and eventual implementation of the Program.
(Please see related information regarding the Program at
islangamaanyag.blogspot.com)

Through the years since its creation, the Office with its Management Team at the
helm, handled properly its mandated tasks and program implementation working on the
attainment of quality in terms of tasks specification requirements and timeliness. In
effect, while the personnel concerned had experienced some difficulties thereof as a
result of manpower limitations for some technical works, nonetheless they were able to
come up with solutions to make the undertaking of these tasks easier to manage. As
such, realizing that its clients needs are increasing in terms of quantity and at the same
time demanding a higher service quality, the Office established its Learning Center
which is responsible in building a tradition of excellence anchored on undertakings that
promote positive work values system and skills enhancement. Actually, these are two (2)
important factors which are the bottomline towards attaining success in any field of
endeavor that possesses the positive values of doing things with a sense of urgency and
accomplishing these to the highest degree of quality and timely at that.

Lastly, the basic philosophy that the Office is in adherence to is its vision of being
a service-driven department with accommodating and friendly personnel building and
sustaining a tradition of excellence in public service delivery and ensuring that
government services are able to change people’s lives to better conditions. As such, its
core values are anchored on its being customer friendly and doing its best to satisfy its
customer's needs guided by the character of being responsible and accountable.
Relative hereof, it sees to it that these services have reached the beneficiaries through
regular conduct of assessments which are also the bottomline in coming up with
workable management decisions to improve the same.

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 Part II
The City General Services Office Management Team

2.1 The Essence of Creating the Office Management Team

The herein cited broad-based responsibilities that the Office has to discharge
benefit a wide array of customers and service beneficiaries that include the different
departments in the City, national and local, Barangay Governments and other
development stakeholders. With this diversity in its tasks that require personnel with
varying levels of expertise not to mention the range of positive behavioral patterns
among them, the Office employed the team approach and as such formed teams among
the different functional units. Overall, the Office Management Team is composed of the
department head and heads of the five major teams, namely: Supply Management
Team, Property and Insurance Management Team, Building, Office Equipment
Maintenance and Communication Services Team, Parks and Plaza Management,
Transport Maintenance and Security Services Team and Administrative Support
Services Team and the one taking charge of the implementation of Isla Nga Maanyag
(Beautiful Island) Management Program. This one is an undertaking that is considered
as the holistic approach to achieve the City’s vision of becoming an urban center in a
garden setting. In its entirety, the City General Services Office Management Team is
responsible in managing the Office operations with convergence as the bottomline.

Actually, the evolution of the Office in its operations being mainly directed by the
Department Head into a team-based department went through different levels of growth.
The attribute of this is that given the big number of personnel that it has, obviously, there
are likewise varying levels of personalities among them that dictate their behavioral
patterns. With this and having noticed that the accomplishments of the Office tasks were
superficial in nature when everything was being handled solely by the department head,
the latter eventually gave more responsibilities to the heads of the different functional
units thereof employing the strategy of mentoring and coaching.

2.2 Basic Problems Encountered

This has reference to the various initiatives by the Office in terms of improving
the quality of its operations wherein it has experienced difficulties seeking the support of
other stakeholders whom it is working with. These are being considered as material to
the office operations because these affect very much on the decision making process of
the Management Team members. Yet, in the midst of these experiences, they were able
to endure all of these with sheer determination motivated by the fact it is well aware that
they are doing the right things that are required in them being services delivery
managers. Some of these experiences are as follows:

2.2.1 Unwillingness of Some People to Cooperate

What had been experienced here is that some people seem not interested in
what the Office is doing because their perspective of a public servant’s involvement in
development is limited to their immediate needs rather than thinking on addressing their
long term necessities and that of other people they are working with especially the
general public. Hence, what they think is that these initiatives are all just for a show so to
speak and not really meant to make public service truly a mission for fulfillment.

2.2.2 Prevalence of the so-called “not my responsibility syndrome”

This one had been encountered when the Office implemented the Isla nga
Maanyag (beautiful island) Management Program. In this regard, some people and so
with personnel in the government have this attitude that since its implementation is not in
line with what they are doing, their support is limited. Their thinking is that it is not their
responsibility so that they are not obliged to extend such support thereof.

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2.2.3 Conflict Among the Members of the Group

It is said that when two or more personnel work on the same task, conflict is not a
remote possibility. This is so since each individual will have varying perspective on how
to undertake said task and so with the reality that they bring their contrasting
personalities to the group. In the context of managing the Office operations, the
Management Team had encountered this conflict. However, with constant mentoring and
coaching from their department manager, they were able to survive such stage of the
team building process and were able to instead strengthen their relationship.

2.3 Achievements

The achievements that will be stated hereafter come in various forms. In its
entirety, these are gained through the years of the Office existence as a result of the
unwavering support of each member of the Management Team together with the staff
who are motivated to work doubly hard to deliver quality services to its clients. Of course
credit is also given to the clients whom they are working with. Being the Office that is
being looked upon by other departments in the City Government to be their main base of
support for them to be able to carry out their tasks which likewise express public service
delivery, it does have one mission to accomplish, that is, to keep its manpower
complement coping up and even initiate preemptive measures to meet the increasing
demands of its clients.

With the Office working on to excel in its service delivery efforts providing its
clients their needs, it was rewarded in manifold ways. As such, the following milestones
had been achieved during the more than eleven (11) years of the office existence:

2.3.1 Individual Level

Kawani ng Taon, Employee of the Year, Provincial

City Level 2002 (Utility Worker) Level, 2003 (Utility Worker)

Tagapangasiwa ng Taon, City Level, Finalist, Search for Kawani ng Taon,

2005 (Department Manager) (2009 (Admin Aide III – Utility worker)

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 Outstanding City General Services Finalist, Search for Kawani ng Taon, 2006
Officer, Provincial Level, 2006 (Administrative Aide III – Utility Worker)
(Department Manager)

Finalist, Search for Kawani ng Taon,

2008 (Administrative Aide IV – Driver)

2.3.2 Group level

Group Award/Sinag Samal, 2007

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 Finalist, Search for Sinag Samal, 2008 Best in Landscaping, 2007
(Integrated Services Team)
2.3.3 Office Level

• Major Awards

Pinakamaanyag (Most Beautiful Office) Group Award/Sinag Samal, 2009

nga Opisina, 2009

• Special Awards

Best in Christmas Decorations, Search for Most Clean and Orderly Office, Search for
Pinakamaanyag nga Opisina, Pinakamaanyag nga Opisina
2008 (Out of 24 entries) (2008 (Out of 24 entries)

Most Friendly Office, Search for Best in Christmas Decorations, Search for

Pinakamaanyag nga Opisina, 2009 Pinakamaanyag nga Opisina,

(Out of 28 entries) 2009 (Out of 28 entries)

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Most Clean and Orderly Office, Search for
Pinakamaanyag nga Opisina,
2009 (Out of 28 entries)

3rd Place - Best in Records Management

Search for Pinakamaanyag nga Opisina
2009 (Out of 28 entries)

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 Part III
Highlights of Performance Areas

In the context of the performance areas of concerns that will be cited hereof, it
shall be noted that these are expressed in terms of the Office regular tasks and those
which are deemed as significant in the context of innovations. The latter are actually so
defined because of the fact that these are initiatives that are being considered following
the “think out of the box and continuous improvement principles”, which are attributes of
total quality management. In view hereof, these innovations no matter how simple these
are, had been creating a dent on the perspective of the Office personnel on the values
and significance of service delivery.

In the context of its regular functions, the Office accomplishments are noted
down in the following performance areas which are the specific tasks under the major
service areas of concerns as stated earlier:

3.1 Regular Functions

3.1.1 Supply Management Services

• Conduct of inspections and

preparation of reports for Supplies and Materials which are needed by the
different Offices for their operations involving 22 Local Offices and 12 National
Government Agencies

• Conduct of hundreds of
inspections for the repair
and maintenance of various

government vehicles and deliveries of

construction supplies and materials for infrastructure projects.

• Conduct of inspection for acquired

government assets that include
equipments and other machineries
and livelihood programs that involved
dispersal like livestock such as cattle,
swine, goats and poultry that benefit
hundreds of farmer-recipients.

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3.1.2 Property Management and Insurance Services

• Insurance of government buildings, registration of motor vehicles,

storage of non-running vehicles and licensing of firearms for the City’s peace and
order program.

CADO CGSO

• Conduct of inventory amounting to

millions of pesos for unserviceable
equipment and waste materials for
disposal.

• Inventory and accounting of various properties acquired for use in the

different operations of government Offices (22 Local Offices and 12 National
Government Agencies) to determine their utilization status to avoid wastage such
as but not limited to equipments, furniture and fixtures, agricultural, fishery and
forestry equipment, information technology equipments and software, military-
police equipment, motor vehicles, other machineries and equipment and other
properties, plant and equipment .

3.1.3 Building Maintenance Office Equipment Maintenance and Communication

Services

• Regular conduct of inspections of a number of

government offices concerning their status
like roofs (including loft space), walls, gutters
and rainwater pipes, underground drainage,
external joinery and plants growing on or near
the building walls, wiring and pipe lagging to
maintain their functionality

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• Maintenance of housekeeping services for
various Offices.

• Maintenance of hundreds of air-conditioning

units, illumination of office rooms based on standards and undertaking of
improvement on plumbing and electrical rewiring works to prevent further
damage.

• Undertaking repair works for office buildings

and other furniture and fixtures thereby meeting the needs of government
workers for an environment that is conducive to working conditions.

• Sending and receiving thousands of radio messages to facilitate service

delivery among government personalities and for the convenience of the general
public.

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3.1.4 Parks and Plazas Management, Transport Maintenance and Security
Services

• Extending assistance in the landscaping of Offices and some areas

within the City Hall Site.

In front of City Health Office At the City Hall Ground

• Bagging of thousands of several species of indigenous ornamental plants

ready to be planted in the city-initiated landscaped areas and those along the
main thoroughfares including resettlement areas.

• Preparation of landscaping plans.

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• Conduct of landscaping activities at Barangay levels

• Servicing of lots of vehicles for tune-up and overhauling thereby

facilitating the mobility of government personnel who are into service delivery.

• Regular conduct of inspection for building facilities to prevent any

untoward incident like theft or robbery, unplugged power cords, unused lights,
shutdown and turned on computers, water pipes and checking wastages of
power and damage to records.

• Keeping the transacting public and

government personnel safe always
through regular conduct of inspection
of belongings of all incoming visitors
and keeping of records of their whereabouts.

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3.1.5 Administrative Support Services

• Serving of internal and walk-in clients through the reproduction of vital

documents that they need in their works and operations involving hundreds of
thousands and even millions of copies.

• Conduct of studies as tools for management decisions

• Maintenance of the Office Electronic Management and Service Delivery
System (eMSDS).

• Managing the Office human resource development undertaking like

personality development, personal assessment processes and general
assemblies or “get together” activities and other administrative or personnel
management concerns.

3.1.6 Integrated Support Management Services

This is another significant feature of the general services functions. In essence,

there are services where no particular Office had been considered to respond to them.
Actually, going through the mandate of the City General Services Office, these are
likewise not part of. However, whenever needed by the clients, the latter’s personnel
who are from the different service areas make themselves available to deliver the same.

With the foregoing, the Office Integrated Support Management Services Team
(ISMST) have been assisting various types of activities sponsored by different agencies
and organizations. These activities include Basketball League, Civilian Volunteers

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Organization Day, Festivals like Pangapog, White Nights and Kabasan, Inter Barangay
Volleyball Tournament, Cooperative Annual General Assemblies, Graduation Rites and
Recognition, Medical Missions, Barangay Health Workers quarterly general assemblies,
Araw ng mga Barangays to mention among them. The rest of the tasks numbering
hundreds of them are usually undertaken once in a while. Most often, the services that
are being extended hereof are related to the operations of public address system,
preparation of the venues and restoration thereof.

3.2 Office Innovations

In regards to the Office innovations, these are considered as initiatives that had
helped a lot the office in terms of facilitating delivery of services in one way or another to
its clients. Relative hereof, the Office Management Team is responsible in making these
operational and integrating the same into its systems of operations.

These include the conceptualization and implementation, institution and

establishment of the following:

3.2.1 Human Resource Development Program

Institutions that exist to deliver services just like

business organizations demand a high level of
performance so that simply complying with rules and
obeying supervisors is no longer enough. This is so
since organizations need employees who are highly
committed and willing to work in new ways. Hence,
well organized institutions which will use effectively
teams in the work place will greatly increase the
probability that they will achieve their strategic
goals. In this regard, organizational leaders shall
realize that employees at all levels must be contributing and participating members of
the workforce if they want their organization to remain relevant.

With the foregoing, the Office conceptualized its human resource development
program to pave the way for the institution of a professionally set up organization. With
this in place, the team building, empowerment, leadership and management
development processes had been evolved. In this regard, the goal of the program is to
provide better services to the Office customers through a professionalized personnel
complement. As such, it is aimed at attaining the service vision of being a service-driven
department with accommodating and friendly personnel building and sustaining a
tradition of excellence in public service delivery, in such service areas as supply
management services, property management and insurance services, building
maintenance, office equipment maintenance and communication services, parks and
plazas management, transport maintenance and security services and administrative
support services. In effect, these are all driven by the desire at ensuring that government
services are able to change people’s lives to better conditions.

Somehow, the Office had gone a long way in terms of putting in place its
operations considering that its creation was a result of the merging of the former
municipalities of Samal, Babak and Kaputian in Samal Island, Davao Province into the
Island Garden City of Samal. Being a new Office then was not easy since, management
had not yet been defined in the context of its needs. With this, the first thing that the
Office did was the crafting of its manual of operations. Then, there was the holding of its
first anniversary on July 14, 1999 which was based on the City Ordinance that created
the Office together wit the rest of local government departments. During that year was
also the composition of its first advocacy song, “We Belong” and pledge of commitment.
This was initiated to set the atmosphere for its direction. A year later, the second
advocacy song entitled, “Puno ng CGSO” was composed which told the story of the
difficulties that was experienced by the Office as a new department. All these were
contained in the human resource development program as a strategy that was seen then
to be appreciated in the later years of the Office existence. (Please log on to cgso-

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 igacos.blogspot.com for the advocacy songs and pledge of commitment as mentioned
herein)

In the midst of the foregoing were the undertakings of more meaningful human
resource management processes like the following:

• Regular Conduct of Clean-up Activities During Fridays

These are activities where the Office had been rendering a total of more than
3,000 hours each year of cleanup activities at 1 hr. per week and which is being done
every Friday involving majority of the employees regardless of their position and nature

City Hall Site

of job. This practice actually had been carried out since 2002. This weekly activities is
undertaken within the City Hall Site and other designated areas within the City
depending on impending necessities. Having been motivated to expand the scope of
their work on Fridays to undertake the same, in effect, had helped to some extent in the
promotion of teamwork in the Office considering that this is a sort of easing up the
burden among the park and plaza attendants of maintaining the cleanliness and
orderliness within the City Hall site on Fridays.

• Personality Development

In order to know and understand better the behavioral

patterns of the Office personnel, a seminar on personality
development had been conducted which was designed to
pave the way for crafting the appropriate management
rules on operations. With this, given the varying
personalities that the personnel possess, they came out
with a values-based Office Norms and Standards. This is
in addition to the work-based standards that the office
already had. With this, the Management Team was able
to initiate the right options on what is appropriate for the
different personnel based on these behavioral characteristics.

• CGSO Performance Evaluation Approach

This evaluation approach is a personal assessment or self reflection process and

is aimed at providing the Office workforce the opportunity to work in an environment of
unity, sincerity, honesty, responsibility, accountability and with a sense of urgency in
undertaking assigned tasks. With this, its purpose is to develop the right work value
system and self management in handling these responsibilities. This is being
contemplated to be addressing a particular issue about the employee and his managing
of his tasks. In most instances quantitative-based evaluations just lead him to be more
mechanical than emotional in handling the same. This approach therefore, attempts to
break into the emotional state of the personnel for him or her to understand better that

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 being in the government service is a gift rather than as a privilege given to those who
have strong connections so to speak.

The bottomline of the processes are as follows:

 Task-based evaluation process with the Performance

Management System-Office Performance Evaluation System philosophy
as the bottomline and which is anchored on work related and office norms
and standards.

 Workplace behavioral factors evaluation covering tardiness,

absences, wearing of uniform, attendance during random checking,
participation or attendance to LGU/Office activities (cleanup, human
resource development, etc.), timely compliance of administrative
requirements like daily time records, monthly performance output reports,
performance evaluation system documents and other related documents
as maybe required from time to time, sense of urgency or time
maximization in undertaking tasks, peer relations, etc.

 Experienced gaps from norms and standards.

The supervisor and personnel concerned describes what had been

done and match the same against norms and standards. (Work Related and
Office Norms and Standards)

 Personal commitment

The supervisor and personnel concerned express their commitment to

accomplish their tasks and what they intend to do to meet the set Office
Norms and Standards.

 Process of implementation, monitoring and evaluation.

The supervisor and personnel concerned prepare their Individual

Implementation, Monitoring and Evaluation Activities based on the Office
approved Implementation, Monitoring and Evaluation System that focuses of
regular reflection on work processes and behavioral patterns.

• Computer Operation Learning Session

This program is designed for those personnel in the Office who are not
equipped with the knowledge relative to computer operations because the nature of
their job does not require thereof. The rationale behind is that in order for
them to be utilized to undertake various types of jobs especially those that
require computer literacy they must have possessed certain levels of expertise on
this. The learning sessions are done on Fridays at 3:00 o’ clock in the afternoon. Those
who had successfully undertaken the same are the Office Administrative Aide III or Utility
Worker. With this acquired knowledge they are now given clerical assignments in

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 addition to their existing tasks and had been helping in the encoding of data for various
forms that are part of the office operations.

In addition to the foregoing, the department manager and the members of the
Management Team are conducting mentoring and coaching activities during regular
feedbacking activities. In essence, these resulted to acceptance by the personnel
especially those who are doing housekeeping and other maintenance tasks of client's
feedbacking form distribution. Actually, this strategy calls for the obtaining of monthly
feedback from the clients of personnel involved in discharging the tasks. Before, they
were hesitant because they don’t want to hear negative feedbacks. But later, as a result
of the office regular conduct of coaching and feedbacking, their outlook towards this had
changed.

At present, it is a common observation among them holding regular discussion

on these feedbacks upon which they come up with intervention for areas of operations
that are problematic (the feedback form is hereto attached). In general sense, the office
personnel are now giving it a positive response to other initiatives of the Office related to
human resource development like the following:

 Holding of Office anniversary every July

This is an event where the office celebrates its accomplishments. Various

activities are undertaken ranging from the presentation of work achievements
and skills competition among them.

 Travel Order and Whereabouts Request System

Before the personnel can leave the office on official business he or she must
first secure a request for the purpose to be recommended by the concerned
team leader and approved by the department manager. Hence, these requests
are pre-requisites prior to the issuance of the document that they need.

 Preparation of Accomplishment Based on Personnel Whereabouts.

Whereabouts forms are issued to personnel who have field works to

accomplish. With this, as they return back to the Office, they are required to
render reports immediately on what transpired in the field.

 Field Work Plan for Rank-and-File Personnel and Monitoring Activity Plan
for Supervisors.

The field work plan a document that contains the schedule of tasks to be
undertaken by the personnel who have field works to accomplish. On the other
hand, monitoring activity plan are required for supervisors. All these are
uploaded to the office “blogspot”. The purpose of these is for the department
manager to be apprised as to the personnel whereabouts on a specific day and
time upon which he has the option to conduct random monitoring whether
these personnel are in their respective destinations or not.

 Random Daily Attendance Monitoring.

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 This task is done by the designated Administrative Officer of the office wherein
the attendance of the office personnel is randomly checked. The reason for this
is that given the big number of personnel, the office has to see to it that they
are always in their respective workplaces attending to the needs of the clients.

 Teaching Administrative Aides to undertake complicated tasks

This is particularly designed for the Administrative Aides (Utility Workers) upon
which they are exposed to such tasks as conducting lectures in relation to the
implementation of Isla nga Maanyag Management Program, computer works,
preparation of reports, taking of minutes during staff meetings and others.

Taking of Minutes during a Staff Meeting Encoding Pertinent Document

 Observance of work-related and Office task-based Norms and Standards

After years in the government service sometimes the perspective of the

personnel at the time they were hired up to a few years after is altered. Most
often from being aggressive for new things, committed and responsible, after
years in the public service they end up passive and no longer responsive and
in fact prefer to embrace outdated practices rather than accept changes as
they come which is actually the only way to survive in an environment where
change is constantly taking place. With this as the bottomline, the personnel
are kept abreast with the norms and standards that they have to observe to
keep on maintaining a high level of satisfaction of the office clients or
otherwise, that renders the office irrelevant. Actually, the office has its Norms
and Standards Committee composed of the representatives from the different
personalities that were unraveled among the staff after the personality
development seminar. This committee is responsible in seeing to it that
operational norms and standards, work-based and values-based are strictly
adhered to in the performance of duties and responsibilities.

 Conduct of weekly meetings as

avenues for Mentoring and
Coaching to enhance supervisory
capabilities.

Every Friday, the office Management Team conducts meetings where

mentoring and coaching activities are being undertaken. This is aimed at
maintaining a high level performance among the staff through the supervisors.

 Tardiness and Leave of Absence Monitoring

Sometimes, employees just don’t mind these two (2) important factors that
affect performance especially if these are caused by their negative behavior.
With this, the office Designated Administrative Officer regularly renders on
monthly basis and in graphical presentation to makes it easier to analyze, the

21
recorded tardiness and leaves of absence, official or otherwise, of the
personnel concerned to determine how massive these are.

• Sample monitoring of tardiness and leave of absence through graphical

presentation.

Summary of Tardiness
January to March 2010

Summary of Leave of Absences

22
 January to March 2010

3.2.2 Maintenance Services Operation Center

The Maintenance Services Operation Center (MSOC) or Service Call Center

(SCC) had been conceptualized and which is presently being implemented to pave the
way for immediate and appropriate feedbacking to the service requirements of the Office
clients. This had been designed in view of the reality that these clients are demanding

for the delivery of quality services on time. The concept actually revolves around this
principle which makes the office operation client friendly in terms of responding to their
needs. Relative hereof, a personnel is assigned to respond to calls and requests for
services and sees to it that immediate feedbacks as to the status thereof is
adequately communicated to the office service providers and so with the requesting
party for his or her information. The personnel concerned actually has to determine as to
the waiting time before the services are delivered.

3.2.3 Electronic Management and Service Delivery System

This is an approach where monitoring of

operations can be done through the Office “blogspot”.
In this context, all vital information of the Office
operations are uploaded thereof which paves the
way for the Department Manager to have a regular
glimpse on operational updates. With this, most often,
there is no need for him to inquire directly to those
involved thereof because all he had to do is log on
to the blogspot. Likewise, clients of the Office can
have access to information in regards to their
needs such as the availability of downloadable forms for request, updates on supply
management, availability of technical personnel, status of monthly expenditures with
regards to water and power bills and other related information about general services
functions.

3.2.4 CGSO Learning Center

In view of the diverse operational areas that have to be managed with a high sense
of efficiency and effectiveness, the Office is preparing its manpower complement
through the establishment of its Learning Center which is responsible in bringing out
the best from the employees through constant capability building processes and
work values integration. Its core value is anchored on the fact that knowledge
sharing shall be a continuing legacy to the future generation of employees in the
Office in particular and the City in general at least under the current circumstances.

23
 (For more information about the Learning Center please log on to
cgsolearningcenter.blogspot.com)

CGSO Learning Center

3.2.5 Isla nga Maanyag (Beautiful Island) Management Program

As conceptualized, Isla nga Maanyag Management Program is an undertaking

on the holistic approach towards attaining total development for the City whose success
requires the participation of all stakeholders. In this regard, two (2) important measures
had been adopted by the Sangguniang Panlungsod, namely: 1) A Resolution Adopting
the “Adopt-A-Barangay Strategy” as one of the government’s approaches towards the
realization of the Program and where each Local Government Office adopts two
Barangays and extend assistance thereof for concerns related to the latter’s
implementation and 2) A Resolution Adopting the Isla Nga Maanyag Manageent
Program (IMMP) as a Flagship Advocacy Program of the Island Garden City of Samal.

The main activities of the Program and which are considered as its foundation
are as follows:


Advocacy Management
which is focused more on
awareness creation
among the stakeholders in
relation to the practice of the
principles of the Program
as stipulated in its
components. In effect,
this is being carried out
through orientation activities,

formulation and distribution of

advocacy materials (fliers,
handouts, documentary, etc.)
and installation of advocacy
structures (billboards,
tarpaulins, etc.) in strategic
locations to mention among
them; and

24
 What is distinct here is the fact that the Office Advocates who conducted
orientation activities at Barangay levels are administrative aides (utility
workers) who were trained to undertake the tasks concerned.

 “Best Practices Management”

where the stakeholders initiate their respective undertakings in the context of
the Program principles. For instance, some Barangay Governments had
initiated already their landscaping
projects within the surroundings of their respective Barangay Halls and other
specific spaces within their sites, planting of flowers along the thoroughfares
and the conduct of competition among their Puroks and other relevant
endeavors especially on human development and good governance
dimensions. The other instance in terms of
practice by a stakeholder is the City Government’s Search for
“Pinakamaanyag nga Opisina” which had gained ground in terms of support
from the different Local Offices and National Government Agencies in the
City.

In its entirety, some of the foregoing tasks had been undertaken successfully so
that it can be safely said that in a matter of time the goals and objectives of the Program
can be achieved. Of course, this claim is always founded on the sustaining support of all
the stakeholders. In terms of accomplishments these are presented below:

A. Advocacy Aspect

a.1 Barangay Level (As December, 2009)

• The total number of participants after the three-round orientation

activities – 20,048

• Total percentage based on the City’s projected population – 21.42%

a.2 School Levels (As of December, 2008)

• The total number of participants – 17,231

• Total percentage based on the students/pupils population – 71.77%

B. Best Practices Management

b.1 Search for Pinakamaanyag Nga Opisina

This undertaking had been practiced for the past three (3) years. Relative hereof,
household participation among the randomly selected employees as what had been
considered in the search for Pinakamaanyag (Beautiful) nga Barangay had been
incorporated thereof. The particulars in terms of Office participation are as follows:
(Criteria can be found in the Program Blogspot – islangamaanyag.blogspot.com)

• 1st and 2nd Editions (2007/2008) – 24 Offices

25
 • 3rd Edition (2009) - 28 Offices

CGSO got the first place in the Search for

Pinakamaanyag Nga Opisina 2009, 3rd Edition
• Participating Office

City Accounting Office City Treasurer’s Office

b.2 Search for Pinakamaanyag Nga Barangay

The Search for Pinakamaanyag Nga Barangay had been successfully carried out
for the City’s 46 Barangays with household level evaluation as the usual highlight
selected on random basis. (Criteria can be found in the Program Blogspot –
islangamaanyag.blogspot.com)

Barangay Toril, Babak Dist., IGaCoS won in the Search for Pinakamaanyag nga Barangay 2009

b.3 Landscaping Projects

The Office had undertaken landscaping projects with the following particulars:

• Number of Assisted Barangays (As of December, 2009) – 12 out of 46 Barangays

• Number of Office Recipients (As of December, 2009) – 3 out 22 Local Offices and
a number of National Government Agencies stationed in the City.

26
 • Planting of flowers at Baywalk Project in Barangay Villarica, Babak District (This
is a flagship baywalk project)

Baywalk at Barangay Villarica, Babak District, Island Garden City of Samal

Documented practices at household levels who are keeping their immediate
environment beautiful (Some of these practices can be viewed at
islangamaanyag.blogspot.com)

Household Level Practices

b.4 Flower Planting Along the Main Thoroughfares, Barangay Roads and
Specific Locations

• This is an undertaking initiated by various Barangays in their levels where

different kinds of flowers are being planted in the main thoroughfares and
Barangay roads. In effect, it is a sight to behold seeing these springing up with
some others being full grown already that make these road networks beautiful to
view to the passing public, some of whom are tourists coming from nearby
localities. It’s a good start actually in terms of practicing the essence of the
program.

• This undertaking is evident in some Barangays and specific locations like

Guilon, Licup, San Agustin, Mambago B, San Miguel and Tandawan along the
boundary of Guilon, Licup and Penaplata to mention among them.

Barangay Guilon Barangay Licup Barangay San Miguel

27
 Barangay Mambago-B Barangay San Agustin

Tandawan Overview (Guilon – Licup Boundary)

• The strategy being employed by some Barangays to make this endeavor

widely participated by all of their constituencies is by assigning the road networks
within the Barangays to the different Puroks upon which the members thereof are
likewise given areas for maintenance purposes. Then, after everything is set in
place the concerned Barangays hold regular Purok evaluation activities that
include at household levels selected on a random basis. These undertakings are
being instituted by Barangays like Guilon, Mambago A, Tagbay, Sta. Cruz to
mention among them.

b.5 School Level Participation

Various schools had coordinated with the Office as they implement the Program
in their levels. As such, they requested materials necessary for the purpose of
beautifying their respective surroundings like flower pots and spare rubber tires.

Mambao-A Elem. School Samal National High School

(Samal District) (Samal District)

28
Tagbitan-ag Elem. School San Isidro Elem. School
(Samal District) (Kaputian District)

Peñaplata Central Elementary School

(Samal District)

29
 Part IV
Significance of Work Performance

4.1 Noteworthiness of Performance/Contributions

The accomplishment of the tasks as herein mentioned are necessary since the
role of the Office in the Local Government Operations is to see to it that government
assets are ready and available all the time for the use of all government agencies
operating within the City as they deliver services to the people upon which they are
expected to undertake the same on time and with the highest degree of quality. In short,
as a service provider, in the accomplishments of its tasks the Office has lived up to
expectations being in the forefront of extending support to these Offices and Agencies.

Further, the accomplishments of the above mentioned tasks contributes to

making the local government unit as an institution able to respond to the needs of its
clients as it helped these offices in their service delivery undertakings through providing
them their needs expressed in terms of supplies and materials, properly accounted
properties, adequately maintained logistics and other equipments, well-secured and well
maintained workplaces to mention among them.

Meanwhile, in relation to the communities being recipients of government

services, the Office for one was able to be part of the cause towards building an island
garden city through the implementation of the Isla Nga Maanyag Management Program.
In effect, this endeavor had laid down the foundation for action in relation to this vision of
the locality for the stakeholders that include the general public (local-based, visitors and
guests), non-government institutions like the private sector, religious sector, people’s
organizations, civil society organizations and government agencies, both national and
local. There is an urgency for this because these stakeholders shall realize that:

• The development of the City is the responsibility of

all and should not be
taken as the sole obligation of the government; and

• The development of the City would be realized in

the immediate future if the government, the people and other stakeholders
will work together towards its attainment.

With the foregoing in mind, having started this noble undertaking, the Office
actually had touched base the essence of real development that is anchored on human
dimension, environmental perspective and governance aspect.

In essence, human development is important because it is the goal of any

development undertaking. The same principle holds true for environmental development
and management since it is a fact that the common life support systems are considered

30
as the bottomline of human survival. Meanwhile, ensuring that both dimensions endure
the pressures of development is the function of management, hence, good governance
mechanism shall be in place.

The Program, therefore, had enabled the stakeholders to some extent to keep
their development efforts on track towards attaining the City’s vision. With this, the
efforts of the Office are aimed at increasing the range of its ownership by all the
stakeholders which is anchored on how massively they participate in its related
undertakings. Hence, these advocacy undertakings and “best practices” management
that the Office had been pursuing during the last four (4) years are significant to bring
these stakeholders together to jointly work for the attainment of the City’s vision.

4.2 Impact of Performance/Achievement

In its entirety, the accomplishments of the Office responsibilities through the

Management Team had brought about impacts to the clients that it is serving. Such
impacts can be observed in terms of the enhanced capabilities of the different Offices to
undertake their service delivery efforts. In specific terms, this can be discerned in the
following areas of concerns:

4.2.1 Regular Tasks

A. Supply Management

• Deliveries of supplies and materials are always translated as services

delivered because these facilitate the conduct of public services in different forms
by the government service providers. Their timeliness and quality speaks of the
kind of assistance that are being delivered

B. Property Management and Insurance Services

• Effective and efficient management of properties throughout their life

cycle ensures that the City Government activities are performed in accordance
with defined norms and standards. These include policies, procedures and other
systems that would facilitate the undertaking of institution’s administrative
mission

• Insuring buildings which are workplaces to many Local Government

employees will insure that in times of emergencies which may be caused by fire
of earthquake, it is expected that a replacement will always be possible given the
fact that a certain amount for the purpose can be recovered through the
insurance system

• Vehicles running with complete LTO documents and insurance will give
protection to the user of these logistics in terms of expenses once an accident
inevitably takes place

• Accounting of all government properties ensures that their use for service
delivery is maximized so that these are properly maintained and utilized

• Proper conduct of inspections for deliveries will cause the immediate

implementation of projects which most of the time directly help the people in
terms of their needs

C. Building and Office Equipment Maintenance

• From the perspective of facilities management, what the Office is able to

achieve is the provision of the built environment or workplaces the functionality
that is required integrating intra-office surroundings, people, process and
technology. This functionality keeps the building atmosphere conducive to

31
 working conditions anchored on security and safety, cleanliness and orderliness
that had contributed to the productivity of the City Government employees.

D. Communication Services

• This government’s communication system, over the years, had helped

our clients, the general public and government personnel, numbering about
hundreds if not thousands of them especially in times of emergencies.

E. Transport Maintenance Services

• This facilitated the different Offices in their delivery of services to their

respective clients. Such diversified services are considered vital towards
improving the lives of the disadvantaged sectors of the City’s population.

F. Security Services

• Keeping facilities always safe results to high productivity.

G. Park and Plaza Management Services

• The accomplishment of the projects related to this performance area had

contributed much in terms of providing a manifestation on how to start doing
things that can contribute to the cause for IMMP.

H. Administrative Support Services

• The institution of the Office online services provide the clients easy
access to the its operations and those which benefit them most without
necessarily seeing personally the one in-charge of a particular service.

• The Department Manager is having access on the operations of the

Office even if he is out of town for official businesses through the internet. With
the advent of the broadband technology he does not have to go to the internet
café. As such, he does not find it difficult of maintaining the operations of the
Office to deliver quality services.

I. Integrated Services

• Since these are services where no Office had been mandated to deliver,
institutions and the general public who are recipients of these gain the most for
being attended to by the City General Services Office.

4.2.2 Office Innovations

A. Human Resource Development Program

a.1 Regular Friday Cleanup Activities

The Friday Cleanup Activities had brought about new insights and work value
systems among the personnel in the Office so that they realize that environmental
development and management as a component of “Isla nga Maanyag” Management
Program is the responsibility of all and not only of those who are directly taking charge
thereof. As such, though they have legitimate tasks of their own but they take their time
to contribute to the city government’s effort of advocating the essence of a beautiful
environment.

a.2 Personality Development

This human resource development strategy had helped a lot in the office
management of its personnel. This is so since during the conduct of a seminar-workshop

32
on personality development among its personnel, the so-called values-based norms and
standards had been crafted. These are in addition to the already instituted work related
quality standards. To further strengthen the compliance of the latter, the Office
Management Team had created the Norms and Standards Committee which is tasked to
handle behavioral problems of the office employees. This is composed of the
representatives of the nine (9) different personalities at two (2) each.

Moreover, by knowing the personalities and upbringing of the employees

concerned, the Management Team was able to discern on their strengths and
weaknesses. As such, the members had learned how to handle the personnel
complement so that they make rules and regulations appropriate to addressing their
behaviors. This is in view of the fact that based on experience, the strict implementation
of such rules and regulations does not necessarily mean that the management is able to
discipline them. In most cases, these seldom develop in them that sense of
accountability and responsibility. To some extent these rules only made them passive in
the performance of their duties. The result is that when being watched they are good
performers but once left alone they gallivant around. This circumstance is actually
personality-based. It is this reality that convinced the office to consider the unique
personality of individual personnel in managing their behavior in the workplace.

a.3 Office-Based Performance Evaluation Approach

This is actually a complementary undertaking in relation to the personality and

individual issues as above discussed. Actually, the City had been adopting the
evaluation approach as instituted by the Civil Service Commission like the performance
evaluation system (PES) and the Performance Management System – Office
Performance Evaluation System (PMS-OPES).

Yet, while the foregoing had been proven to be effective, the Office had
supported this with an office-based performance evaluation approach. Relative hereof,
the office experienced more or less personnel talking on deeper sense the value of their
work and the needs of the office clients. Being an approach that employs self-reflection,
this paved the way for sense of commitment and responsibility to seep in their system.
Thus, in the performance of the tasks, some are already doing well in their work.

a.4 Computer Operation Learning Session

Knowing the basic of computer operation through this activity had boosted the
self-confidence of the office Administrative Aides because they know that their work can
not just be all about utility chores but an opportunity to do clerical works as well. As an
office with more than 50% of personnel complement who are non-professionals this
strategy is so significant because they can look forward to a work situation in the Office
that are not just among the professionals to discharge but can likewise be pursued by
them because they are already adept to the basics of computer operation which is the
common language of the work in any office for that matter.

B. Maintenance Services Operation Center

The Operation Center helps in reducing the response time when there are
services being secured through various media like the existing telephone system and the
Electronic Management Service Delivery System eMSDS). Moreover, since it is likewise
tasked to monitor the client feedbacking system of the Office, the quality of the work
have been regularly examined to meet the needs of the clients.

C. Electronic Management and Service Delivery System (eMSDS)

This service gives an opportunity for the clients to have access to the Office
regular operations and status of the Isla Nga Maanyag Management Program
implementation without having to visit frequently the office. Massive utilization of
supplies in a form of queries and requests had been averted not to mention the time that
had been saved in responding to their needs. The following are its characteristics:

33
 cgso-igacos.blogspot.com

This offers online services like the following:

 Downloadable request forms for services

 Supply management updates (Served Purchase Orders, Deliveries,
Supply and Materials Releases, Records of Payment and Post Delivery
Analysis)
 Status of Facilities Maintenance

- Government Properties and Ground Maintenance

- Payments of Water and Electric Bills in Graphical Presentation
- Schedule of Emission Testing for Government Vehicles and Insurance

 Program (IMMP) Implementation Updates

 Office operational updates

islangamaanyag.blogsopt.com

This contains vital information about the implementation of Isla Nga Maanyag
Management Program like the following:

 Program perspective
 Barangay-based maanyag initiatives
 Maanyag places
 Maanyag programs and projects
 Maanyag initiatives at household levels
 Maanyag practices
 Barangay level orientation activities
 Program milestones
 Program slogans by Office
 Maanyag advocacy songs

On top of the foregoing, these electronic systems give the Department Had a
grasp on the day to day operational activities of the Office. All he has to do is log on to
the concerned blogspot and in a few minutes he will have access to the latter which will
help him in monitoring the efficiency and effectiveness of the Office in terms of service
delivery.

D. CGSO Learning Center

This facility provides opportunities for the Office personnel to learn more about
their work, the perspective of government services and the things that are happening in
their environment without necessarily spending much for the conduct of trainings where
thousands of pesos will have to be spent. For instance, the Office Computer Operation
Learning Program provided prospects for the Administrative Aides to learn about the
basics of computer operation. The fact is that they are now utilized for Office works that
require computer literacy. Actually, the facility can be accessed through its blogspot,
cgsolearningcenter.blogspot.com which contains the rationale behind the
establishment of the facility including the list of the learning materials that are available
and so with the members of the Learning Center Administration Team who are the ones
being tasked to manage the same.

E. Isla Nga Maanyag Management Program

As far as the implementation process is concerned, the past four (4) years of
advocacy was quite revealing in terms of hope that the Program will be successful.
Signs were manifested that Barangay Governments and the different Offices in the City
as stakeholders are already playing their respective roles being key actors in the
program implementation processes. Their initiatives had so far been enlightening that
deserves appreciation.

34
 Further, there are activities related to the Program that are being considered as
“Best Practices” in the making. These refer to the “Search for Pinakamaanyag Nga
Opisina” and “Search for Pinakamaanyag Nga Barangay”. The fact is that these
undertakings had brought about the best among these stakeholders in terms of skills
and their capability to work together. Actually, these endeavors will tell us that we can
exchange our experiences of what we are doing with some who had already achieved a
certain level of quality in their undertakings. In fact, these stakeholders’ activities can be
considered as local destinations in terms of best practices in the realization of the
Program principles. In other words, from these experiences, the challenge is to continue
building local institutions towards becoming quality-oriented so that there shall all be
quality drivers and eventually become the paragon or model of quality in the
development undertakings for the city’s constituents to emulate. Somehow, these
experiences had brought about the following:

e.1 Advocacy Component

• Personality Development Among the Advocacy Group’s Members

- In the implementation of the Program through advocacy activities which are

being carried out by Utility Workers (Administrative Aide III), the common notion
is that they are not expected to have the capability of undertaking lectures before
a mixed crowd of the so-called educated and less-educated individuals. Yet, as
far as they are concerned, this reality had not constrained them from making
themselves available to do such tasks in order to spare the government from
hiring highly skilled personnel along this line of endeavor which would be costly.

Hence, having no experience at all, for them is not a hindrance so that during the
actual demonstration on how to conduct lectures they submitted themselves to
criticisms from a panel of assessors and readily accepted the negative
observations and worked on to improve such deficiencies. The result was that
self-confidence was developed in their inner self. In short, personality
development among them had evolved that made them highly dependable on the
tasks of conducting orientation and advocacy activities about the Program.

- While before, these utility workers seemed to have low self-esteem, now they
developed self-confidence because of their experiences as Program lecturers so
that they had the opportunity to face people from all walks of life so to speak.
This had been firmed up by their having been exposed to the documentation of
their advocacy and orientation activities since they had been required to prepare
regular narrative reports that contain the issues and concerns being experienced
by the people including their aspirations.

- After twelve years of the creation of the City (the City was created in 1998
through merging three former municipalities, namely: Samal, Babak and
Kaputian), lots of things had already been said about the ultimate dream it is
expected to become. Henceforth, it’s just timely that the Program had been
conceptualized to pave the way for the definition of a clear direction for the city
which can be shared with the people since the language, “Isla Nga Maanyag”
(beautiful island) is understandable for them to easily appreciate it and make it a
point that in everything that they do, it must be in accordance to the principles of
the Program.

- The problem of how the people can understand what the City wants to pursue
had been addressed since the Program title already manifests that dream.
Likewise, it sets a new development paradigm in developing a Garden City such
that the following is being evolved:

- “Isla Nga Maanyag” Management Program places in its proper perspective the
framework of the City’s development direction which addresses the issue of what
kind of a Garden City shall be developed in the Island. With this, the expected
impact would be the attainment of the program goal, which, as earlier

35
 emphasized will be to make the City a place worth living with an environment of a
Garden City characterized by highly skilled and value-laden people and a scenic
landscape thriving in an atmosphere of good governance.

- With the Program in place, there will be developed new insights among the so-
called catalysts of change, those in the government service, non-government
organizations and the people in terms of how they view development. In
essence, this view is contemplated as the new development paradigm where
they have to consider it critical to put premium on the convergence of their
development efforts in order to realize the vision for the City. In effect, this boils
down to maximizing the use of government resources since all efforts are
assured to lead to one direction that everybody so desired to be achieved. This
spells out an ideal facet of development so that while this might be too difficult to
achieve, yet, approximating it might as well be good for the people than having
no point of reference at all.

- The impact of the Program will benefit not only the current generation of residents
and tourists that visit the Island but the future generations as well. This is so,
since its expected outcomes articulate the real meaning of growth as manifested
by the “tri-dimensional” development efforts as herein mentioned. Although this is
considered as a gigantic task to fulfill, however, with the framework already in
place, though subject to modification every now and then, program implementors
in the future will no longer find it hard to carry out such noble undertaking. What it
takes will only be on how committed they are to pursue what had been started.

e.2 Best Practices Management

e.2.1 Search for Pinakamaanyag Nga Opisina

• The City Government had successfully carried out the “Search for
Pinakamaanyag nga Opisina” for three (3) years now which has been proven to
be an effective strategy to further strengthen the Program advocacy.

In essence, the search context characterizes the Program’s components, namely:

human development as manifested by the revelation of skills and talents, values
development as shown by teambuilding at work and eagerness to be counted in such
efforts; environmental development and management as exemplified by the Office’s
concern for cleanliness and orderliness and good governance as exhibited by the
presence of operational systems and procedures.

The contest had achieved the following:

 Developing and enhancement of the ingenuity, creativity and artistic

skills of the employees;

 Enhancement and strengthening of teamwork and leadership

qualities among the employees; and

 Sustaining of the positive work values of government employees in

any field of service.

e.2.2 Search for Pinakamaanyag Nga Barangay

This particular activity had generated massive support from majority of the City’s
Barangays and as such had developed enthusiasm on the part of the people. The fact
is that the household level evaluation activity was a resounding success for some
Barangays. This is in addition to the efforts that they initiated to make their respective
Barangays orderly and clean not just during the search activity but all throughout the
year.

The activity has attained the following:

36
  Developing and enhancement of the ingenuity, creativity and
resourcefulness of each Barangay;

 Instilling and developing among the people the value of cleanliness,

orderliness and sense of awareness on environmental concerns; and

 Enhancement and strengthening the social involvement and active

participation of Barangay residents thereby developing in themselves that sense
of realization that they are a critical stakeholder in the development of the Island
into a Garden City.

e.3 Landscaping Projects

The landscaping activities initiated by the Office had somehow conveyed a

message to some Barangays to seek out its assistance for the conceptualization of
their landscaping projects. With this, there are requests made by them for office
technical personnel to visit their areas and draw out the appropriate concepts thereof.

e.4 Planting of Flowers Along the Main Thoroughfares and Barangay Road

This is an activity that requires massive people’s participation since it concerns

regular maintenance, without this of which will render the effort an exercise in futility.
Relative hereof, the activity had propped up the interests of the people in the Barangays
where this is being carried out because the results (fully-grown flowers along the main
thoroughfares and Barangay roads) are beautiful to look at which instilled sense of pride
among them who took part in this very interesting task.

e.5 School Level Participation

The schools’ participation in the Program implementation through landscaping

activities and flower planting within their surroundings had drawn positive insights on the
part of the students since while orientation activities had been carried out in their levels,
they realized its significance when some of these schools through their administrators
responded positively.

In its entirety, the advocacy activities and practices initiated by a number of the
stakeholders resulted to some interactions made through the internet. With such
initiative and given the limitless perspective of technology, the City is now being linked
not only locally but more so internationally. This can be translated in the future to lots of
tourists coming over to the City that would help in stabilizing its vibrant economy.

4.3 Reliability and Effectiveness

The Office, in its efforts of meeting the changing perspective of its clients needs
had initiated different operational strategies which in effect speaks of minimizing costs
and broadening outcomes. For instance, while it had been embarking on innovations to
improve service delivery, yet these do not incur so much expenditures. With this, in
terms of its human resources development program, no government funds had been
allocated for the purpose so far such that the expenditures for trainings and seminars
had been undertaken on sheer volunteerism such that even the payment for the services
of facilitators had been taken from Office contributions. This had been made successful
because the Office through its Management Team had been there to motivate the
employees on this arrangement and its importance especially on personal growth.

The other initiative of the Office which is the conduct of weekly cleanup activities
and done on Fridays had contributed much in terms of maintaining cleanliness and
orderliness that involved about three thousand (3,000) man hours every year. In
monetary terms that’s thousands of pesos too that are being saved considering that
such tasks is an 8-hour a day endeavor.

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 In regards to the Office performance evaluation approach, the observation is that
it brings forth changes on the behaviors of some of the employees. The consideration is
that the process being anchored on self reflection it gained popular support from the
rank-and-file employees. On a long term basis, it is expected to achieve momentum and
becomes a tradition among the office employees.

Meanwhile, the Learning Center has more to offer on a medium and long terms
basis. It shall be noted that to attain a certain level of learning is a great equalizer
among individuals who belong to different social classes. Hence, the Center provides a
very big opportunity for the employees in the Office in particular and the City in general
to obtain knowledge and help in propagating the essence of public service as
understood by them from varying perspective.

On the other hand, the maintenance services operations center or service call
center maybe considered as a simple innovation that is normally initiated under the
current technological trend, however, undertaking the process has more to offer than
expected. The fact is that the system had generated a lot of worthwhile experiences in
the context of how government personnel behave in the workplace, both positive and
negative which had developed the office instinct on how to approach specific work
situations. The one who is taking charge of the service center in fact had realized that
responding to the needs of the clients “face to face” as they call it and through
technological means is not an easy task, that is, with all the courtesy being given still
you reap both admiration and denunciation depending on the clients’ behaviors and
personalities. The good ones will surely offer praises and they are the source of the
office motivation while some give negative reactions despite the services that being
provided because their level of expectation in terms of quality and timeliness is at least
100%. This makes the service call center even more cautious in its effort to meet the
expectations of its clients.

In regards to the electronic management and service delivery system (eMSDS),

there is no doubt that it provides effectiveness in terms of clients satisfaction relative to
their transactions in the Office, The fact that they do not need to regularly make contacts
with the personnel concerned in the office is utterly convenient to them, because all they
have to do is browse on the “blogspot” and view all the information about the operations
of the office that are related to their interests. This is likewise the same convenience
that the Department Manager will have to enjoy. Hence, anytime of the day he can have
access to the office operations without the necessary direct contact with his or her
subordinates. If it is in a form of a write up he can immediately review and introduce
corrections instantly.

In like manner, the implementation of Isla nga Maanyag Management Program is

so effective in bringing about convergence of perspectives on how development should
be managed in the City among the development stakeholders. With the program
dimensions of human development, environmental development and management and
good governance, they are now starting to integrate their respective interest. Though not
yet on full swing, however, it is already significant to see them talking about the essence
of he program.

4.4 Consistency of Performance

Having been in the forefront of service delivery, the Office through its
Management Team does not have the luxury of time to relax on its service delivery
efforts in the context of timeliness and quality. Hence, over the last five (5) years, it had
been consistent in its performance of its responsibilities and in fact it continued on
improving the same in its delivery accordingly to expectations to gain the trust and
confidence of its clients. The fact is that during the last eight (8) years, the Office had
been a recipient of awards in the context of outstanding work performance in both the
individual and group or office categories. Such is a manifestation that it keeps on
improving the way it undertakes its tasks and even went beyond by initiating new
innovations of service delivery.

4.5 Demonstrated Teamwork, Cooperation, Camaraderie and Cohesiveness

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 All efforts and undertakings of the Office which are based on its mandated tasks
as well as other related responsibilities or those considered as innovations are secured
on the philosophy of convergence which is basically one of the foundations of teamwork
processes. With this, all the sections and functional units of the Office had been
motivated to work together and hence, regular feedbacking had been done during
regular meetings usually on a weekly basis. In essence, this is aimed at seeing to it that
these efforts will lead towards maximum utilization of resources and optimum attainment
of Office goals and objectives. In this context, they have their respective convergence
dynamics where the accomplishment of each tasks is viewed from the possibility of its
being dependent on the support of the other unit in the Office.

Actually, before working on the creation of teams which were formed from
sections and functional units, the Office took time to orient each member thereof. The
bottomline is that employees will start off better if they understand the environment in
which they work. From there, the basic concerns for coaching, mentoring and counseling
had been regularly done. This is so because the Office clients demand a higher level of
performance from the employees. As earlier emphasized simply complying with rules
and obeying supervisors is no longer enough; the latter really need employees who are
highly committed and willing to work in new ways. As such, they had been informed that
they are expected to increase their productivity in their service outputs by improving
work methods and procedures, which in turn will allow them to improve efficiency and
service quality thereby cutting waste and reducing the need to redo tasks.
The foregoing, in essence will bring about new dimensions of public management based
on the experiences that the City General Services Office through its Management Team
can share. This, in effect may be considered as reference for future practitioners of this
emerging perspective of public administration processes. Such may take years to
accomplish though, nonetheless, what is very significant is that something new had been
tried to finally gain control of that elusive model of organizational management that will
bring about real and true change process to better conditions on the lives of the general
public.

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 Conduct ocular inspection for the repair
and rehabilitation of repeater tower and
dog house at Putting Bato, Sitio Tayapoc,
Brgy. Aundanao.

• Beautifying the Kaputian District Hall Site

During

43
 After

• CGSO Environmental Stewards at Work

During a Coastal Clean-up

At the
City Hall
Site

• The Making of the Bay Walk Project in Babak District

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 During

After

• The Fruits Gained for Walking the Extra Mile

45
• Inventory Committee where CGSO as a member, during their pre-Inventory
meeting.

• Office Advocacy Materials on Conspicuous Wall on CGSO Building.

46
ISLA NGA MAANYAG MANAGEMENT PROGRAM
(IMMP) IMPLEMENTATION

The IMMP Leading Advocates

47
 • Winning the Search for Pinakamaanyag Nga Opisina 200 (3rd Edition)

CGSO Pinakamaanyag Nga Opisina

• 2009 Pinakamaanyag Nga Barangay

Barangay Toril – Pinakamaanyag Nga Barangay Barangay Guilon – 2nd Place Winner

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Barangay Kanaan – 3rd Place Winner

( Guilon – Licup Boundary)

49
 ADOPT - A - BARANGAY STRATEGY

• Barangay Catagman – (Samal Dist.)

• Barangay Peñaplata – (Samal Dist.)

• Barangay Balet – (Babak Dist.)

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ORIENTATION ACTIVITY
(At Talicud Island)

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 THE WORKING FATHER OF THE CGSO FAMILY

• During Bonding Times

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