IT TAKES some analytics and dialectics to see the two sides, and the different aspects of every side, in any reality. At least I will be misconstrued to see only negatives in our system and society. I also appreciate some shade of gray, which could still grow from overcast to a major aspect of a reality.
For this I’d like to pick on the positive and laudable initiatives by Support to Local Government Initiatives–Project Management Office (SLGP-PMO), a special unit in the Department of Interior and Local Government (DILG), whose task is to enhance the capacity of local government units (LGUs) for better governance and delivery of basic services.
One component being given focus by this unit is the strengthening the participation of civil society organizations (CSOs) in local participatory governance, beyond “token participation.”
Within DILG and certain government agencies, there is already a general appreciation of the important role of CSOs in strengthening local governance but this needs to be given more flesh and bone and be translated into outcomes and results that create social impact in our communities.
There are many areas by which CSOs can strengthen local participatory governance, and this due to the fact that most LGUs don’t have comprehensive development plan (CDP) that is truly reflective of the multi-sectoral interests; less functional, and even lesser effective local development council; local investment development plan (LDIP) not consistent with CDP.
For this, the most viable areas of CSOs participation that will have a greater impact is in pressing for LDC functionality, CDP planning, LDIP planning, and no less in planning and budgeting.
Mainstreaming the whole CSOs participation to the extent of transferring funds as easy in any government unit, however, takes a lot and maybe to realize after quite a time due to the established body of policy and regulations which is too protective of government resources, or too biased against non-government organizations.
However, in the absence of substantial amendments or revisions in Local Government Code, the local autonomy in the Local Government Code is a good provision for strengthening and expanding CSOs participation; but the CSOs must take cognizance of the local political dynamics, and know how to seize right opportunities, especially when there are progressive or liberal local executives.
SLGP-PMO has already undertaken several initiatives which have increased CSOs interest to engage the government. It started with Bottoms Up Budgeting that experience though far from ideal have opened a lot of realizations of what must be done to improve local governance, standard requisites for good local governance, one of which is the critical role of CSOs participation.
It has also undertaken a series of CSOs assemblies under the Local Government Support Fund–Assistance to Municipalities program to map out, inventory and profile the CSOs, and to identify those it can engage for the subprojects implementation and third-party monitoring as a necessary step towards strengthening local governance thru LDC functionality, CDP planning, LDIP formulation and budgeting.
The agency has set up SLGP to manage DILG internal fund and equalization facility; crafted the Governance Road Map with the aim of contributing to the full attainment of empowered, responsible, and responsive LGUs that will effectively address the financial, infrastructure, and capacity gaps in municipal governments.
The Road Map pursues the route step by step: 2017-fully functional LDCs, 2018; Enhanced Quality of LDIP, 2019; Institutionalized Full Service Delivery, 2020; Strengthen Vertical Linkage of Local Plans, 2021; and improved Assets Management and Resource Mobilization.
This year the unit has done the CBMP third-party monitoring system, LGUs reporting system through our DEV Life online platform, citizens feedbacking systems - all to be rolled soon, provided funds to pilot the State Universities and Colleges- assisted CDP planning in 20 municipalities in Iloilo Province, also funds to Local Government Academy for capacity development of LGUs and CSOs and the Municipal Development Council monitoring, and funds to Philippine Institute for Development Studies to establish baseline data on policy and governance gaps for the LGSF-AM.
It also crafted an enabling Memorandum Circular in DILG, the MC 2018-89, on engagements with CSOs, providing therein accreditation processes and regulations for funds transfer to CSOs.
Much of the lessons from BUB, and later with ADM and AM, have already been translated into governance standards for awarding Seal of Good Local Governance, Good Financial Housekeeping to LGUs.
It also plans to work on sectoral policies and include these in local governance standards, so they won't be abused by local executives or affected by local political dynamic and intramurals.
As I’ve said from the start, these are little positive initiatives within the changing character of DILG, from a political vehicle of politicians in cahoots with LGU power holders for decades to an instrument of state control over the people.
Whether these initiatives are appreciated by LGU officials or not is another question; in fact, these initiatives remain a minor aspect in the present state reality. But I know that the chief of SLGP-PMO Richard Villacorte along with other well-meaning officials and technical people in DILG won’t just drop their guard and cease these initiatives from bearing more fruits. They are people with real balls, so to speak.
Still, the bigger challenge still rests with the CSOs and other mass organizations. They should not let the LGUs ram everything on people’s throats, but must continue to engage the LGUs’ mindset, culture, policies, and practices with firmness in principle and flexibility in tactics.