Ompion: Making LGUs work

THIS is the biggest challenge right now for the Department of the Interior and Local Government (DILG) central leadership and other national line agencies. Certainly, it also matters to the organized citizens and stakeholders aspiring and working for a truly participatory local governance.

To start with, the facts are disturbing. Most Local Government Units (LGUs) are dysfunctional, sociologically speaking.

They don’t effectively work as part of a social contract; they not only marginalize and disadvantage other players in the contract, the civil social organizations and the business sector, they decapitate the very institution that is supposed to be the concrete face and embodiment of the National Government.

Without disregard to a number of LGUs which function and function well, most are ruled by political dynasties, fiefdoms, and are corrupt.

These political dynasties act and run the LGUs like an extension of their haciendas, corporate farms and other businesses.

They hire people like patrons, with utter disregard for the civil service rules, standards and ethics. In effect, they promote and institutionalize a political culture of patronage.

All official papers can’t get through their hands without the imprint of their ego and vested interests. All projects, whether local or nationally funded, are with “SOP cuts” that go into their personal pocket.

They dip their hands into the LGU’s kitty anytime they want as if it’s their private bank account.

These explain why corruption continues uninterrupted and bleed our public treasury, and deprive our people of the vital social services and development they deserve.

Hunting, attacking and prosecuting the crooks are necessary but it won’t stop them and others from corrupting, even after they are caught – because the LGU environment is deeply corruptive and for decades have not been corrected substantially by those in position of power and authority.

Of course, we have problems with the character and values of officials, especially those who gained their seats by “gold, guns and goons” or by the help of their political patrons. But the key problem remains in the prevailing system that breeds crooks and criminals.

That’s why there's no way they can function and function truly for the people unless the codal rules, policies and structure in local governance are transformed from their present quagmire.

There are several views and methods in transforming the LGU system. From the outside and through within.

On the part of the DILG central leadership, it is currently undertaking initiatives to address this “pain in the ass” chronic bad governance.

This includes regular policy directives and reminders from the Office of the Secretary or other officials and offices designated by him to do specific action. The recent one is the creation of anti-corruption body in the central office to plug down crooks in the LGUs and frontline offices of DILG. This aims to ease the clogged ways, though as I said, this is not enough.

This is where the Support to Local Governance Program (SLGP)-Project Management Office of the DILG attempts to address vital elements in the LGU to make the institutions work, or make them functional because it would be easier in the process to improve other components of the LGU system.

Its actions include making functional the Local Development Council (LDC), Local Special Bodies (LSBs), Civil Society Organizations participation, as defined in the Local Government Code (LGC) of 1991.

Also targeted for improvement is to enhance the capacities of LGUs to perform vital governance functions set by the LGC and the Philippine Constitution.

SLGP Manager Richard Villacorte called these components as important pillars for making the institution works:

One, having participatory governance, involving genuine (not fake or favored pets by the mayors and vice mayors) civil society organizations, organizations of marginalized sectors in the LDCs, LSBs and other institutional LGU mechanisms, and in making Comprehensive Land Use Plan (CLUP) and Comprehensive Development Plan (CDP);

Two, having transparency to disclose to the public all its services, transactions, income, spending, including lifestyles of government officials in accordance with LGC/DILG/DBM/COA/CSC policies and guidelines;

Three, having functional LDCs that reflect the interests, demands and aspirations of the people, not the whims and caprices of local executives;

Four, having functional citizens’ grievance mechanism (not ignored and trampled as a common practice) as provided in LGC, and where cases are heard fairly and resolved judiciously;

Five, making LGUs effectively exercise its dual character as a POLITICAL INSTITUTION and CORPORATE BODY, the latter harnessing its capacity for assets management and local economic development, rather than looting local treasury, “hold-upping” their people with all sorts of taxes, and being dependent on their 20 percent IRA or internal revenue allotment share from National Government.

Only when these things are done, can we sincerely say that LGUs are truly functional, a good step towards transforming them to become empowered institutions.

SLGP is now tapping the services of State Universities and Colleges (SUCs), CSOs, Learning and Research and Training Institutes, and special resource consultants to accomplish its tasks.

I know these are daunting tasks given the gravity of the LGU problems including frontline DILG offices and officers.

Still, there is a reason to be hopeful because DILG central leadership, despite or in spite its limitations and long-held traditional and conservative standpoint, is listening to its support units like SLGP for their fresh, innovative and dynamic learning proposals for making LGUs work for the people.

I am personally hopeful that something right is rolling in DILG SLGP towards making and transforming these corrupt institutions work.

For feedback please email to ombion.ph@outlook.com

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