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Good Governance and Cities |
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| Accountability |
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Accountability flows from the concept of stewardship and rests on the consent of the governed. It also refers to adhering to an established set of criteria in measuring the performance of local government officials to estimate the economic and financial performance of local government.
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Indicators:
- Regularity in the fiscal transactions and faithful compliance/adherence to legal
requirements and administrative policies.
- Efficient and economical use of funds, property, manpower and other resources.
Participatory and decentralized activities in the planning and implementation of
programs/projects.
- Systems in place which ensure that goals are clearly communicated to the
constituents.
- Mechanisms are installed to evaluate economic performance.
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Good Governance and Cities |
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| Responsiveness |
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It is a measure of accountability wherein leaders and public servants address the needs of the public. It can be indicated "by a deliberate citizen and customer-orientation policy being consistently espoused by the local administration" or by "the presence of mechanisms and procedures for swift recourse on unfair practices and avenues for the community to articulate issues requiring local government assistance."
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Indicators:
- Mechanisms are in place to determine that people's needs and wants, e.g. surveys,
public forum, telephone hotline, etc.
- Mechanisms are installed to allow citizen participation in planning and
implementation of plans, programs and projects, e.g. consultative council
meetings, public hearings, etc.
- Existence of a system for monitoring to determine that goals and desirable social
ends of the programs/projects are attained and delivered to targeted number of
beneficiaries.
- Presence of simple procedures to ensure fair and swift action on suggestions,
grievances, etc. by the public.
- Availability of information to the public to give feedback on how the local
government's responds to demands articulated by the constituents.
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Good Governance and Cities |
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| Management Innovation |
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This refers to reforms successfully implemented by local governance in various areas of local government administrations,e.g., administrative procedures, resource mobilization, political reforms, economic sustainability, environmental preservation, community participation, etc.
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Indicators:
- Bureaucratic structures and procedures have been improved to conform to service
standards such as efficiency, effectiveness, timeliness and economy.
- Presence of innovative or creative devices to deal with the public.
- Introduction of innovations in generating
measures.
- Adoption of innovative concepts and practices that deal with local problems such
as environmental degradation, land tenure, poverty incidence, etc.
- Application of new management techniques adopted such as total quality
management (TQM), information technology and computerization.
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Good Governance and Cities |
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| Public-Private Partnerships |
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This suggests an active joint working arrangement between local government and the private sector in the programmes of local government.
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Indicators:
- Implementation of policies incentive scheme to encourage private sector to participate
in development.
- Presence of business sector initiatives to improve efficiency of local government
bureaucracy, e.g. technology improvement, training, etc.
- Joint involvement of public and private sector in planning, funding and
implementation of programs/projects.
- Privatization of local government services.
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Good Governance and Cities |
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| Local Government - Citizen Interaction |
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This indicates open communication between the government, non-government organisations and the community as a whole.
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Indicators:
- Presence and extent of cooperative efforts among local governments, nongovernmental
organizations.
- Existence of mechanisms that allow consultation between the local government
and the constituents on various local concerns.
- Implementation and extent of projects as a result of LG/NGO/PVO collaboration.
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Good Governance and Cities |
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| Decentralized Management |
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This concerns the ability of the local management to delineate and delegate responsibilities to various responsibility centres and to ensure accurate reporting and monitoring of delegated responsibilities.
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Indicators:
- Presence of clear-cut guidelines on delegation.
- Presence of a monitoring system to provide feedback on the implementation of delegated
tasks.
- Existence and extent of decisions made by officials to which tasks are delegated.
- Consistency between the organizational hierarchical structure and actual delegation
of tasks.
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Good Governance and Cities |
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| Networking |
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This refers to the ability of the local governments to forge cooperative relationships with other local governments and other entities to build infrastructural capacities.
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Indicators:
- Extent (number) of inter-local government networks.
- extent (number) of regional (intra-local) networks.
- extent of international network (local unit in one country with various local units in
other countries).
- scope of resource complementation in the network/networks.
- extent of technology interchange/ collaboration.
- promotion of common interest and agenda.
- exchange of expertise and training.
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Good Governance and Cities |
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Human Resource Development |
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This suggests the sustained implementation of a programme to recruit, train, motivate and develop a local work force to become more efficient, dedicated and effective members of the public service.
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Indicators:
- Presence and extent of the coverage of policies designed to improve the different
aspects of human resource management.
- Existence of an adequate and sustained program of recruitment and selection
based on merit and fitness.
- Presence of training programs to improve the capabilities of local government
personnel.
- Installation of a workable and responsive Position Classification and Pay Plan
based on the principle of "equal pay for comparatively equal work."
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