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LGU Organizational Competency Tool

Manual Part I Introduction and Framework

Prepared by

The Ateneo School of Government

August 2004
Table of Contents
Introduction ....................................................................................................................... 1
Purpose ..............................................................................................................................1
What are Organizational Competencies? ........................................................................1
Why are Organizational Competencies important?............................................................1
How does the Organizational Competency Assessment Tool relate to the
LGPMS framework? ...................................................................................................1
Organizational Competencies ............................................................................................2
About the LGU Organizational Competency Assessment Tool..........................................3
Rating Scale .........................................................................................4
Respondents to the Tool ......................................................................4
Process for Accomplishing the Tool .....................................................5
Submission ...........................................................................................5
Analysis Framework ...........................................................................................................6
LGU Organizational Competency Assessment Tool
Introduction
Purpose
The purpose of the LGU Organizational Competency Assessment Tool is to promote continuous
improvement in local government units through the identification of organizational strengths and
areas for development that can be addressed through capacity building efforts.

What are Organizational Competencies?


Organizational competencies are an integrated set of work processes, structures, systems and
technologies that a LGU must have to render and sustain superior performance. They may also
be referred to as institutional or organizational capacity.

Organizational competencies are different from individual competencies. A helpful distinction is


shown below:

Individual Competency = knowledge + skills + attitude + experience

Organizational Competency = competent workforce + valid structures + efficient


processes + effective leadership and
management style + adequate resources +
appropriate technology, tools, facilities +
appropriate culture + effective
political/participatory processes.

As indicated above, individual competencies are one component of organizational competency


and manifested in a competent workforce. Other components provide the context that enable
good performance within the organization.

Why are Organizational Competencies important?


The practice of capacity building for LGUs in the country reveals that individuals are often the
focus of analysis and training is often seen as the answer to performance gaps or organizational
change. We also know from our own experience and research findings that training is neither
enough nor always an appropriate response. The problem may not simply be the lack of
competent warm bodies but the absence of an organizational environment supportive of goal-
focused and results-oriented performance. The latter is the main focus of organizational
competencies. Organizations and individuals do not perform in a vacuum; their ability to carry out
their assigned responsibilities is deeply affected by the broader context within which they operate,
i.e. the structures, processes, systems and culture that govern their behavior. Therefore,
assessing the organizational competencies of LGUs provides for a broader, more wholistic
standpoint in determining capacity improvement needs.

How does the Organizational Competency Assessment Tool relate to the LGPMS
framework?
The LGPMS measures the inputs and outputs/outcomes of LGU performance. The Organization
Competency Assessment Tool measures the throughput or the capacity of the LGU to transform
inputs into outputs and outcomes.

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Organizational Competencies Outputs/
Inputs
(Throughput) Outcomes
LGPMS Organizational Competency Assessment LGPMS

Organizational Competencies
A general description of the organizational competencies identified in this study is found below.
They are more specifically defined in the Guide in terms of indicators per service area. The
indicators when taken together, describe best practice.

1. Organization and Staffing


Presence of a full-time office or offices, and personnel delivering the service. Indicators for
this competency include:
Presence of a full-time office attending to this service area. (The Local Government Code
mandates the creation of some of these offices.)
The office is staffed with experienced and knowledgeable officials and employees who
are able to produce the major outputs expected of that office.

Where appropriate, the names of specific Code-mandated organizations are mentioned in the
Specific Guide that accompany each service area evaluation.

2. Legislative Support and other Enabling Mechanisms


Availability or presence of legislative support for a service area through ordinances and
resolutions, and other enabling mechanisms such as executive orders, offices orders or
memoranda, etc. Indicators for this competency may include:
There is a standing committee in the Sanggunian focusing on this service area.
There is legislation/ executive issuance intended for the service area.
If not, there is legislation/ executive issuance planned or included in the Legislative or
Executive Agenda.

3. Transparency
Proactively disclosing information (e.g., study findings, financial reports) that may interest or
affect certain sectors or the general public. Ensuring that LGU activities and decision-making
processes are open and above board. Presence of communication, information and
education programs (CIE). Indicators for this competency may include:

The public has access to records of government transactions, contracts and other public
documents.
The public has access to information on LGU plans and programs.
There are public announcements regarding LGU services and requirements related to
this service area.
The LGU is using the appropriate media to communicate with its intended audience.

4. Management Systems
Installing processes and procedures for planning, developing, implementing, monitoring and
evaluating programs and projects. They include the ability to form linkages with other LGUs,
NGOs, educational/research institutions and others for mutual cooperation (e.g., in
identifying, planning or implementing projects, sharing resources, etc). The indicators of this
competency may include:

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The LGU has a strategic plan for the service.
There is a clear process for initiating projects.
There is a standard planning process for these projects.
There is a standard process for monitoring the implementation of these projects.
There is a standard process for assessing completed projects.
There is complementation/ synergy with other local government programs/ services.
Complementation/ synergy means projects coordinate/build on each other so that
duplication of efforts or conflicting initiatives are avoided.
The LGU has mutual cooperation agreements or other forms of linkages with other
LGUs, NGOs, educational/research institutions, etc., to implement programs in this
service area.

5. Participation
Involving various stakeholders in problem identification, needs assessment, and in
formulation and implementing goals. Stakeholders are individuals or groups who can
contribute to or benefit from the service. The indicators of this competency may include:
NGOs/ peoples organizations are represented and are active members of councils,
committees or boards.
There are other forms of LGU-NGO/ private sector tie-up
There is an accreditation process for NGOs, Pos, cooperatives, other development
associations.
The LGU uses different forums for stakeholders to raise and analyze issues, such as:
public hearings, community/ town hall meetings, barangay assemblies, focus-groups
and other forms of citizen engagement.
The participation of stakeholders has resulted in changes in the plans/ programs.

6. Continuous Improvement/ Innovations


Introducing new or modifying existing work processes/ procedures/ approaches to
accomplish most with the least overall expenditure of time and resources. The indicators of
this competency may include:
The LGU has introduced improvements or innovations in this service area.
The LGU has applied Information and Communication Technology to this service area.

7. Customer Service
Streamlining frontline services to make them more customer-friendly and seeking feedback
from customers regarding services.
The LGU reviews/evaluates its frontline services to identify areas for improvement.
The LGU streamlines its frontline services in terms of reduction in:
processing/transaction time
number of requirements
number of signatories
number of steps
The LGU provides customer service training or orientation to its frontline staff.

About the LGU Organizational Competency Assessment Tool


The LGU Organizational Competency Assessment Tool is divided into 14 service area
instruments. Each instrument has three parts:
Part 1: Organizational Competency Assessment Items This part consists of 14 sections
representing the service areas of the Local Government Performance Management
System.
Part 2: LGU Strengths and Opportunities for improvement

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Part 3: Guide to some items provides details or explanation on some items of the
instrument

Shown below are the five LGPMS performance areas and corresponding service areas in which
specific organizational competencies are identified. The Governance and Administration
performance areas all contribute to towards performance in Social Services, Economic
Development and Environmental Management.

Governance Social Services


Financial Accountability Health and Nutrition
Transparency Education
Participation Housing and Basic Utilities
Equity Peace, Security and Disaster Preparedness
Local Legislation
Economic Development
Administration Agriculture and Fisheries Development
Development Planning Enterprise, Business and Industrial Promotion
Revenue Generation
Resource Allocation and Utilization Environmental Management
Human Resource Management and Natural Resources Management
Development Waste Management and Pollution Control
Customer Service

Rating Scale
For each item in a service area, the respondent is asked to choose the number that corresponds
to the rating that best describes the LGU. The following scale is used:

1 2 3 4 5
Never Seldom Sometimes Often Always
Statement does not Statement rarely Statement Statement applies to Statement applies to
apply at all to the applies to the LGU occasionally applies the LGU most of the the LGU every time
LGU to the LGU time

Respondents to the Tool


The respondents to the instrument include key stakeholders within and outside the LGU. They
will work as a group to develop a collective response to the questions. Each service area may
require different respondents are shown in the table below:

Service Area Internal Respondents External Respondents


Financial Accountability Accounting Office Auditor
Budget Office representatives of major clients
Treasurers office with financial transactions with
Assessors office the LGU

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Service Area Internal Respondents External Respondents
Local Legislation Local Chief Executive Sectoral representatives
Sanggunian secretary
Sanggunian members
Development Planning Planning and development Sectoral representatives
coordinator/ office
Development Council
Revenue Generation Treasurer Sectoral representatives
Assessor
Planning and development
coordinator/ office
Resource Allocation and Budget Office Sectoral representatives
Utilization Planning and development
coordinator/ office
Human Resource Management Administrator
and Development Human Resource Head
employee representatives
Health and Nutrition Chief health/nutrition officer Health sector representatives/
Local Health Board partners
Education Education Head Education sector
Local Education Board representatives/ partners
Housing and Basic Utilities Housing/ Urban Poor Action Housing and basic utilities sector
Officer representatives/ partners
Local Housing Board
Peace, Security and Disaster Peace, Security and Disaster Peace, security and disaster
Preparedness Preparedness head/s preparedness sector
representatives/ partners
Agriculture and Fisheries Agriculture and Fisheries Head/s Agriculture and fisheries sector
Development representatives/ partners
Enterprise, Business and Enterprise, business and Business sector representatives/
Industrial Promotion industrial promotion head/s partners
Natural Resources Natural resources management Environment sector
Management head/s representatives/ partners
Waste Management and Waste Management and Environment sector
Pollution Control Pollution Control head/s representatives/ partners

Process for Accomplishing the Tool


o Tool will be administered by the LGOO in series of focus group sessions with the above
groups of respondents
o The respondents will each be provided a copy of the tool. It is advisable that they receive
a copy beforehand to enable them to review the items, gather data and determine initial
ratings.
o The LGOO facilitates the discussion among the respondents in answering each item.
Respondents determine collectively whether the competency indicator is present in the
LGU or not.
o The LGOO records the responses.
o After the focus group, the LGOO determines the competency rating using the rating guide
in the manual.

Scoring and Submission


o The LGOO is provided a diskette with an excel spreadsheet in which to encode the
responses. The spreadsheet automatically calculates the average score for each
competency.

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o Submission via email is highly recommended.
o Deadline: data must be encoded and submitted by the LGOO on or before September 1,
2004

Analysis Framework
Indicator Ratings

Respondents will rate mandatory and best practice indicators under each competency, using
the following scale:

1 2 3 4 5
Never Seldom Sometimes Often Always
Statement does not Statement rarely Statement Statement applies to Statement applies
apply at all to the applies to the LGU occasionally applies the LGU most of the to the LGU every
LGU to the LGU time time

Ratings indicate the extent to which the competency indicators are demonstrated by the LGU.

Competency Ratings and Development Needs

The LGOO uses the rating guide to determine the competency ratings. Each rating category
indicates development or capability-building action needed by the LGU.

Compliance
Descriptive No Below Above
with What is Best Practice
rating Compliance Compliance mandated
Mandated
Numerical 1 2 3 4 5
rating
The LGU does While the LGU The LGU The LGU fully The LGU largely
not comply with meets some of largely complies meets demonstrates
mandated the mandatory with the mandated the described
requirements requirements, it provisions of requirements competencies of
Interpretation falls short of the Local and in some best practice
majority of the Government cases partially LGUs.
requirements. Code pertaining demonstrates
to this service some best
area. practices.
Major area for Major area for Area of Area of strength; Area of strength;
development development adequacy plan for plan for best
Development
possibly with maintaining practice sharing
Action
some minor strengths is is recommended
Needed
improvements recommended
needed

Competency strengths and areas for development in a service area may be summarized as in the
sample table in the Appendix A.

Likewise, strengths and areas for development in a particular competency across the service
areas can be compared as shown in Appendix B.

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Appendix A

Service Area: Education


Competency Scores

Average
Competency 1 2 3 4 5
Rating

Organization and Staffing 3

Legislative Support and Other


3
Enabling Mechanisms

Transparency 3

Management Systems 4

Participation 2

Continuous Improvement 2

Customer Service 3

Areas of Strength

Management Systems

Competencies with Major Development Needs

Participation

Continuous Improvement

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Appendix B
Competency: Management Systems
Competency Scores by Service Area

Average
Competency 1 2 3 4 5
Rating

Financial Accountability 5

Local Legislation 3

Development Planning 3

Revenue Generation 4

Resource Allocation and


3
Utilization
Human Resource
Development and 3
Management

Health and Nutrition 2

Education 4

Housing and Basic Utilities 2

Peace, Security and Disaster


2
Preparedness

Agriculture and Fisheries


3
Development

Enterprise, Business and


4
Industrial Promotion

Natural Resources
3
Management

Waste Management and


3
Pollution Control

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Service Areas Strong in Management Systems

Financial Accountability

Enterprise, Business and Industrial Promotion



Service Areas Needing Improvement in Management Systems

Health and Nutrition



Housing and Basic Utilities



Peace, Security and Disaster Preparedness



Etc.