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BARANGAY OFFICIALS - RESIDENTS SYNERGY ON THE DELIVERY OF SERVICES AND ACCOMPLISHMENTS

OF BARANGAY TALOLONG(title)

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Table Of contents

Title Page ……………………………………………………………………... Table of Contents ………………………………………………………………

Chapter

1 THE PROBLEM AND ITS BACKGROUND ………………………..

Introduction ……………………………………………………….. Background of the Study ……………………………………….. Theoretical Framework …………………………………………. Conceptual Framework …………………………………………. Statement of the Problem ………………………………………. Scope and Limitations of the Study ……………………………. Significance of the Study ………………………………………. Definition of Terms ……………………………………………..

2 REVIEW OF RELATED LITERATURE AND STUDIES

Related Literature ………………………………………………. Related Studies ……………………………………………….

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3 RESEARCH METHODOLOGY …………….………………………..

Research Design ………………………………………………..… Population and Sample Size …………………………..………… Sampling Technique ……………………………………………… Description of the Respondents ………………………..……….. Instrumentation …………………………………………….……… Data Gathering Procedure ……………………………..………… Statistical Treatment of Data …………………………..…………

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CHAPTER 1

THE PROBLEM AND ITS BACKGROUND

Introduction

As the basic political unit, the 1991 Local Government Code provided the

Barangay an important role to play in the national efforts of achieving significant

improvement in the country’s economic, political, and social conditions.

According to Section 384 of the Local Government Code, the Barangay

serves as the primary planning and implementing unit of government policies,

plans, programs, projects, and activities in the community. It also serves as a

forum wherein the collective views of the people may be expressed, crystallized

and considered, and where disputes may be amicably settled (Local Government

Code of 1991).

The Barangay government is also given considerable autonomy to

manage their affairs, explore any possibilities of raising their financial resources

and utilize them at their own discretion, as long as this will result to the

improvement of the welfare of their constituents. In order to fulfill their mandates

and functions as contained in the Local Government Code, Barangays must be

equipped with the necessary competencies, not only in terms of administrative

capabilities but also on financial resources which are necessary for the provision

of basic technical and physical facilities.

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Since the enactment of the Local Government Code, various capacity

building efforts of the national government, academic institutions, and other

consulting and training organizations have resulted to a number of tangible

improvements in the way Barangays manage their local affairs. However, despite

this clamor of improved governance, there has been no clear measure of the

level of barangay capacities and how they apply these capacities. Therefore,

there is a need to ensure whether these developed and introduced capacities are

indeed being applied. There is also a need to prove if these developed and

introduced capacities are effective. Clear and tangible manifestations or

indicators of the effectiveness of such capacities should be present. Fortunately,

an effective local monitoring system for local government units have been

established to assist the barangays in targeting appropriate and responsive

interventions for human development.

According to Panadero (2004) in his speech entitled “Local Governance

Towards the Millenium Development Goals,” an effective local monitoring system

for local government units have to be established to assist local government units

to target appropriate and responsive interventions for poverty reduction and

human development. She also emphasized the need to harmonize and integrate

some of the existing tools in order for data to be compared across municipalities,

cities and provinces; and to be able to aggregate data to higher level.

Panadero also underscored the need for LGUs to be assisted in

generating accurate local data and information to be able to respond to the

needs of their constituents. In response to such a call, this study was undertaken

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specifically taking into consideration the delivery of services and

accomplishments in the performance of Barangay Talolong in the town of Lopez

province of Quezon.

Background of the Study

The legal bases of the institutionalization of the Barangay Governance

Performance Management System are the 1987 Philippine Constitution, the 1991

Local Government Code and the Republic Act No. 6975. The 1991 Local

Government Code, Section 3 (h), mandates that “there shall be a continuing

mechanism to enhance local autonomy not only by legislative acts but also by

administrative and organizational reforms”; likewise, Section 3 (m) further

mandates that “the national government shall ensure that the decentralization

must contribute to the continuing improvement of the performance of Local

Government Units (LGUs) and the quality of community life”. Moreover, under

Sections 16 & 17, the code also provides the legal framework for local

governance. It defines the roles and responsibilities of local authorities that

require the development of management tools and approaches to assess the

efficiency quality of the processes, and the quality of public service towards

efficient and effective governance.

It is necessary to measure the performance of barangay governance.

Every six months, the Barangays are required to have their assemblies – that is

to report accomplishments, present programs and policies, and to raise and hear

issues and problems within the community. The measure of the performance of

barangay governance helps improve the quality of the policies and programs in

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the community, particularly on the problems identified in the area. There are five

performance and service areas in barangay governance; GOVERNANCE as

defined in the 1991 Local Government Code is the “process by which

communities address their own needs, problems and priorities through

responsive and accountable LGUs. It covers the Barangay Legislation,

Transparency and Participation. ADMINISTRATION refers to the related services

and activities performed by each barangay – which is on Development Planning,

Revenue Generation, Resource Allocation/ Utilization, Financial Accountability,

Customer Service and Human Resource Management and Development.

SOCIAL SERVICES on the other hand is made in the context for the attainment

of organizational goals in the delivery of social services. It is on Health Nutrition,

Education and Sports, Women and Children, and Public Safety and Disaster Risk

Management. ECONOMIC DEVELOPMENT refers to the economic institution

and policies that should be in place to facilitate efficiency and productivity in the

barangay. It includes Agriculture and Fisheries, and Entrepreneurship, Business

and Industry Promotion. ENVIRONMENTAL MANAGEMENT concerns on the

effectiveness of the management of external conditions and surroundings to

improve quality of life of individuals and the community for sustainable

development. It includes Natural Resource Management, and Waste

Management and Pollution Control.

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Theoretical Framework

On top of that, the Management Theories which is also known as the

transactional theories, should be considered. It is focused on the role of

supervision, organization and group performance.

Another theory involved in management is the Relationship Theory.

Relationship theories, also known as transformational theories, focus upon the

connections formed between leaders and followers. Transformational leaders

motivate and inspire people by helping group members see the importance and

higher good of the task. These leaders are focused on the performance of group

members, but also want each person to fulfill his or her potential. Leaders with

this style often have high ethical and moral standards.

Systems Theory (ST) is one of the widely used management theories in

the world. It is not only used in management, but also in other related fields. ST

is designed for an IPO (Input, Process, Output) Model where every elements

listed in input will have a great participation in achieving the desired output

(Seymour, 2001). This theory ponders on the wide-ranging units as a whole

group or an operating body in a given environment. It attempts to present the

institution as a unified, purposeful system composed of interrelated parts

(Ivancevich & Matteson, 2002).

Another related theory is about the human resources side of the

management theory formulated by Rensis Likert and known as the Participative

Decision Making (PDM) Theory. Likert’s ideas were based in the notion that

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supervisors with strong worker productivity tended to focus on the human

aspects of subordinate problems while creating teams that emphasized high

achievement and believed that effective management required treating

employees as humans and not just worker. Likert further noted that these highly

productive leaders also tended to involve subordinates in the decision making

process. Out of this basic understanding of productive versus unproductive

management, Likert created a series of four distinct management styles:

Exploitive Authoritative, Benevolent Authoritative, Consultative, and Participative.

Goal-setting theory had been proposed by Edwin Locke in the year 1968.

This theory suggests that the individual goals established by an employee play

an important role in motivating him for superior performance. This is because the

employees keep following their goals. If these goals are not achieved, they either

improve their performance or modify the goals and make them more realistic. In

case the performance improves it will result in achievement of the performance

management system aims (Salaman et al, 2005).

Expectancy theory had been proposed by Victor Vroom in 1964. This

theory is based on the hypothesis that individuals adjust their behavior in the

organization on the basis of anticipated satisfaction of valued goals set by them.

The individuals modify their behavior in such a way which is most likely to lead

them to attain these goals. This theory underlies the concept of performance

management as it is believed that performance is influenced by the expectations

concerning future events (Salaman et al, 2005).

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Conceptual Framework

Figure 1. Conceptual Paradigm

This study uses the Input-Process-Output or the so called IPO process.

The diagram shows the conceptual paradigm of the study, where the input

includes the parameter in which the statement of the problem and the survey

questionnaire were used to gather the needed data and be able to answer the

problems indicated in this study. The process is the analysis of the barangay

officials and residents synergy on the delivered services and accomplishment of

Barangay Talolong. Finally, the output of the study is the synergy program.

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Statement of the Problem

The aim of this research undertaking is to determine the barangay

officials-residents synergy in delivering the services and accomplishments of

Barangay Talolong.

Specifically, this study pursued to answer the following questions::

1. What is the demographic profile of the respondents in terms of:

1.1.Sex

1.2.Age

1.3.Years of stay

1.4.Position

2. What is the extent of the delivery of services and accomplishment of

Barangay Talolong by the officials in terms of:

2.1.Administrative Systems and Procedures

2.2.Legislative Services

2.3.Social Services,

2.4.Economic Development

2.5.Environmental Management

3. Is there a significant difference on the delivery of service and accomplishment

of Brgy. Talolong as perceived by the respondents?

4. What are the comments and suggestions of the respondents?

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Hypothesis

There is no significant difference on the delivery of service and

accomplishment of Brgy. Talolong

Scope and Limitations

This study assesses only the delivery of services and accomplishments of

Brgy. Talolong but is not limited to providing synergical program for the

betterment of the barangay.

Significance of the Study

“The study which aims to determine the perceived barangay officials-

residents’ synergy in delivering the services and accomplishments of Barangay

Talolong. The researcher identified the following to be the prime beneficiaries by

the results and findings of this study:

Republic of the Philippines. This study may be used as pattern of the

national government to enhance the management and delivering of services of

all the barangays in the Philippines.

Province of Quezon. It may directly and indirectly contribute in the honor

of province. Being a model barangay in the province of Quezon it may help the

province to promote local tourism.

Municipality of Lopez. Being the nearest to the unit of government the

Municipality of Lopez may apply this study to the 95 barangays of Lopez, Quezon

to further improve the economic status of this town through good governance.

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Barangay Talolong. Having a proactive residents and officials the

barangay can execute smoothly the services and programs.

Definition of Terms

Accomplishments refers to the different programs of the barangay.

Management practice is the term used to describe the methods or strategies

used to effectively lead those that are under the leadership of the one who

manages.

Residents is operationally used in this study as the residents residing in Brgy.

Talolong.

Services pertains to the functions of the barangay specifically the Administrative

Systems and Procedures, Legislative Services, Social Services, Economic

Development, and Environmental Management

Synergy is described as the combined effort being greater than parts. This refers

to the collaborative work of two or more people, organizations, or things,

especially when the result is greater than the sum of their individual effects or

capabilities.

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CHAPTER 2

Review of Related Literature and Studies

This chapter presents related literatures that are relevant to the present

investigation and gives valuable insights about the topic of the research.

Research studies related with this research are likewise presented.

Related Literatures

Development is not solely a national government concern but an

undertaking that involves both central and local authorities. The local government

units perform vital functions in national development. Under the partnership

concept and with the devolutions of functions already in place, LGUs are no

longer mere implementers of policies and administrative fiats emanating from

national authorities. They are now viewed as the chief prosecutor of economic

and social development at the local levels. (Guinid, 2003).

The term local government generally refers to the lower level of the

political structure. It is a political subdivision constituted by law to oversee the

conduct of local affairs. (Panganiban and Ocampo in de Guzman, 1990)

The Barangay, which is the focus of this study, is the basic political unit

which serves as the primary planning and implementing unit of government

policies.

Performance, according to Acosta and Associates (1991), is “equated with

the local government responses to community needs for basic and essential

public services. High performance results from rational decision-making, optimal

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use of resources such as funds, personnel, equipment, etc., and the delivery of

basic public services in a timely and sustained manner.”

In the final analysis, Acosta and Associates mentioned that local

government performance is measurable through discernible improvement in the

quality of life of individuals, the society as a whole, and more importantly the

poor. The authors recommend that performance be assessed in terms of local

government capability. They stressed that “since the level of the local governm

ent’s capability determines its level of performance, the higher the level of

capability, the higher is the performance.”

Local government capability, in turn, can be measured by the use of

standards which are classified as tangible, e.g. physical output, costs, and

others. (Haiman, et al in Acosta, et al.)

Panadero (2004), for his part, stressed that local governments have a very

crucial role to the attainment of government goals under the Millenium

Declaration. He also underscores the need to encourage local governments to

reallocate resources towards basic social services and intensify efforts towards

implementation of MDG-responsive programs, projects, and activities.

In its advocacy of “Scaling up the Grains in Local Governance,” the Local

Government Reform Cluster showcased exemplary practices of participating

local government units (LGUs) as well as the innovative strategies and tested

approaches in promoting good governance and pursuing sustainable

development which were implemented in the said communities. In keeping with

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the theme of the campaign, the DILG issued a Circular on localization of the

Millenium Development Goals. The Circular contained specific guidelines for

LGUs on how to implement the eight (8) MDGs in their respective localities

(UNDP, 2004).

Related Studies

Compuware APM (2013) has proven to be a tremendous asset to ANPAC by

providing insight into the relationship between infrastructure usage and the

performance of its agent applications. Specifically, the increased granularity of

the information supplied by Compuware APM helped the networking team

determine that its external adjusters and executives away from company

headquarters were using much more bandwidth than was originally expected.

ANPAC’s IT team used this information to further improve its server resource

allocation mix.

This helps the researcher in formulating the specific problem of getting the

significant difference of the delivery of services and accomplishment as

perceived by the residents and the barangay officials.

Stofile (2005) stressed out that synergy in a school setting is the sum of

combined effort of its members and much greater than individual effort combined.

As cited in Somech & Benoliel (2009), Edmonson stated that with participative

schools (schools practicing principles of synergy), promotion of teamwork,

cooperation in problem solving, discovers new opportunities & challenges,

enables everyone to learn by acquiring, sharing and combining knowledge. Thus,

the school is directed towards its excellence and success. Stakeholders, both

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internal and external, are also encouraged to participate in the leadership and

management undertakings for they have the key in knowledge generation for the

institution’s development (Heck & Halinger, 2005).

This study gives the researcher an idea that there is a need for a

barangay to assess the delivery of services of Barangay Talolong.

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Chapter III

METHODS AND PROCEDURES

The chapter includes the following: Research Design; Research Locale;

Research Population; Subjects of the Study; Sampling Design and Procedures;

Research Instrument; Data Gathering Procedures and the Statistical Treatment

of Data all of which were essential so that the study can be understood clearly.

Research Design

This study used the descriptive research design utilizing both the

descriptive and correlational methods of research. In this study, the current

status of the barangays was described, while the correlational method was

employed in looking into the influence of barangay profile on its performance

In addition, the researcher added the qualitative method, to have a

complete understanding of a particular situation without losing sight of the whole.

This was used so that the beliefs, values and attitudes that influence the behavior

patterns of a specific group of people may be explained. The formulated protocol

interview questionnaire served as guide of the interviewer in data gathering.

The qualitative research method involves collection of data that describes

human societies or a culture (Bernard, 2004). It has a particular strength that

makes it especially appealing to many researchers. It can reveal nuances and

subtleties that other methodologies miss. By going out into the world and

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observing things as they occur, one can obtain a more accurate picture. A key

strength is that it provides the researcher with a much more comprehensive

perspective than other forms of research. It is also appropriate to behaviors that

are best understood by observing them within their natural environment

(dynamics) (Jensen, 2002).

Sampling Technique

.This study utilizes cluster sampling for the government officials and

purposive sampling specifically convenience sampling for the residents of the

barangay because it has a large population.

Description of the Respondents

The respondents of this study were composed of the barangay officials

and the residents of Barangay Talolong who are registered voter in the barangay.

Instrumentation

The instrument to be used in this study is a survey questionnaire based on

the Barangay Performance and Productivity Monitoring System. It is composed

of 2 parts. First part is the quantitative part and the second part is the qualitative

part.

Data Gathering Procedure

The selected respondents were asked to answer the survey questionnaire.

Data consolidation took place after all information were collected and then

presented in textual and tabular form.

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Statistical Treatment

This study utilizes the One-way ANOVA to identify the significant

difference of the responses of the barangay officials and residents of Brgy.

Talolong on the delivered services and accomplishments of Brgy. Talolong.

One-way anova has the following test statistics: Where,F = Anova CoefficientMST = Mean sum of squares due to treatmentMSE = Mean sum of squares due to error.

Where,SST = Sum of squares due to treatmentp = Total number of populationsn = Total number of samples in a population.

Where,SSE = Sum of squares due to errorS = Standard deviation of the samplesN = Total number of observations.

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References

Bautista, Victoria, et al. 2003. Public Administration in the Philippines: A Reader. Philippines: National College of Public Administration.

Capones, Erlinda. 2004. Philippines Progress Report. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.

Guinid, Agustin. 2003. “Development Orientation and Performance of Mayors in Ilocos Sur.” Unpublished Doctoral Dissertation, UNP, Vigan City.

Lamarca, Ferdinand. 2004. Public Administration and the Millenium Development Goals’ Challenges for Reforms and Effective Governance. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.

Nolledo, Jose. 1996. The 1991 Local Government Code with Basic Features. Manila: National Bookstore.

Panadero, Austere. 2004. Local Governance Towards the Millenium Development Goals. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.

Tendero, Avelino 2000. Theory and Practice of Public Administration in the Philippines. Manila: Fiscal Administration Foundation.

Velasco, Crescencio. 2004. Barangay Governance and Development Program. Paper Presented During the Regional Conference on Mainstreaming the UNDP Millenium Development Goals in Local Governance in UNP, Vigan City.

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