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Demystifying Governance: Ruby M.Macasinag Course Professor

This document provides an overview of governance and tools for assessing governance practices at the local government level. It defines governance and distinguishes it from government. It outlines common barriers to effective governance such as infrastructure, social, and psychological barriers. It then provides tips for improving governance, such as making interventions socially acceptable, making impacts visible, and using the right examples. It presents a guided self-assessment tool that can be used to evaluate a local government's socioeconomic status, sectors like agriculture and environment, and governance principles like functionality, transparency and accountability. It provides an example analysis of a municipality in the Philippines called Uson, Masbate, which scores highly in most areas but is considered "overspecializing" due to its lower

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41 views

Demystifying Governance: Ruby M.Macasinag Course Professor

This document provides an overview of governance and tools for assessing governance practices at the local government level. It defines governance and distinguishes it from government. It outlines common barriers to effective governance such as infrastructure, social, and psychological barriers. It then provides tips for improving governance, such as making interventions socially acceptable, making impacts visible, and using the right examples. It presents a guided self-assessment tool that can be used to evaluate a local government's socioeconomic status, sectors like agriculture and environment, and governance principles like functionality, transparency and accountability. It provides an example analysis of a municipality in the Philippines called Uson, Masbate, which scores highly in most areas but is considered "overspecializing" due to its lower

Uploaded by

BU-CE -GS
Copyright
© © All Rights Reserved
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Demystifying Governance

RUBY M.MACASINAG
Course Professor
Seat work (Pluses and Deltas Approach)

What is good with my LGU What need to change in my


(Pluses) LGU (Deltas)
OUTLINE

• Overview of Governance as a Practice


• Barriers
• Top tips
• MODELLING A TOOL:
Situational Analysis on SE Status and Governance Situation using a
Guided Self Assessment Tool
Governance defined
Government vs. governance
Some common barriers that affect
governance
Barrier 1

• Physical and infrastructure barriers such as


cost, inconvenience, or lack of
infrastructure support to warrant the full
enforcement of governance practices.
Barrier 2

• Social barriers: signals from other people


and from the local leaders’ paid media
implying that governance principles are
undesirable
• E.g. trolls and fake news in socmed
Barrier 3

• Psychological and perceptual barriers such as


our inability to sense corruption, incomplete
knowledge of the law, difficult-to-break
habits of patronage, fear of change, or
negative emotional responses to things like
changing political leaders.
Top tips

Tip 1: Make intervention socially acceptable.


• You can do this by demonstrating the
importance of an intervention and by giving
positive social cues anytime you see someone
else do something similar.
Tip 2

• Make impact visible.


Does anyone know how much energy they use or how their driving
habits influence their gas mileage? Probably not, since feedback
about these things is rare. Most people willingly adjust their thinking
when given direct feedback, such as the mileage display available
on the Prius dashboard: the mileage display plummets with every
abrupt acceleration and people quickly learn adjust their driving to
prevent this.
MAKE EVER EFFORT TO REMIND PEOPLE THAT SMALL STEPS MADE
TO ACHIEVING GOVERNANCE COUNT TO THE COMMUNITY
Tip 3:

• Use the right examples or “what worked”.


• Certain examples evoke an emotional response that
discourages action. For example, even people who love
the environment want nothing to do with actions
encouraged by “environmentalists.” Also, examples that
evoke feelings of dread should be used sparingly.
Presenting the doom and gloom of global warming
without also describing reasonable and effective ways to
address it leads to coping mechanisms (e.g. denial,
resignation, apathy) instead of action.
Tip 4:

• Seize the moments of change.


• From an evolutionary perspective, habits are a good thing. As
behaviors become automatic, precious brain energy becomes
available for more important tasks. However, many habits are
unsustainable and changing habits is uncomfortable, hard
work. Fortunately, there are many points in life when habits
are broken for normal reasons (e.g. moving, having a baby)
and at these times people are more receptive to trying a new,
more governance-favoring ways.
MODELLING A TOOL
Situational Analysis on
SE Status and
Governance Situation
Guided Self Assessment Tool
Variables to be considered in identifying the
socio-economic status of the households:

• Education of household members


• Occupation/employment
• Health and Nutrition
• Housing conditions
• Access to basic /community services and facilities – water and
sanitation
• Ownership of land and assets
• Peace and Order
Agri-forestry indicators

• Land Area by Classification/ by Use


• Crops and Agricultural Products (Area/Production)
• Ownership of Land/ Tenurial Status
• Agricultural Processing Facilities/ Enterprises
• Ecosystem/Marine Profile: Habitats; List of Fisheries Resources;
endangered species
Agrarian Reform

• LAD Balance/ Location (Barangays/ Town or City)


• Area Distributed/ No. of ARBs
• AR Issues (e.g. non-distribution of CLOA)
• Ownership of Land/ Tenurial Status
IPs (if applicable)

• IP groups in the area/ No. of HHs


• Status of/ Issues on Certification of Ancestral Domain Title
(CADT)/ Ancestral Domain
Health variables

• Infant mortality
• Children under-five mortality rate
• Maternal mortality rate
• Leading causes of Morbidity/ Mortality
• Health facilities (public and private) and health professionals in
the area
Women issues

• Women’s Participation in Governance


• Implementation of Gender and Development Budget& Program
Plan
• VAWC incidence
DRRM

• Vulnerability and risk assessments


• DRRM plans
Youth Issues

• Youth groups in the area


• Youth issues in education, health and employment, etc
Regional and Provincial Plan/Budget

• Priority Development Programs and Projects of the provinces and


regions
• Budget Priorities
• Regional Development Plans, CDP, ELA, AIP, BESF, LGPMS
Presence of CSOs

• List of Accredited and other POs, NGOs, Basic Sector Orgs and Co-
ops – (Name of Organization, Address, Top Officials, Contact Info);
• -specially , farmer and fisherfolk groups, IP groups, youth
organizations, etc
Political Mapping

• List of Top LGU Officials (Names/Positions)


• List of Officials open to engagement with CSOs
• List of Political Parties/Groups/Families and Relationship to each
other
Distribution of GSA Questions
BY SECTOR BY FUNCTION BY PRINCIPLE
Socio economic 14 Planning and 28 Functionality 32
Implementation
Urban and Sub- 15 Law enforcement 12 Transparency 10
Urban
Environment and 15 Permitting, 3 Accountability 5
Natural Resources licensing, tenure
issuance
LGU Internal Mgt. 9 Contracting, 2 Public Participation 10
bidding,
procurement
3
53 57 57
Index Categories

Good performing LGUs: with overall environmental governance


index between 0.75 and 1.00.
Average performing LGUS: the overall environmental governance
index is between 0.39 and 0.74, but not overspecializing in one
sector
Low performing LGUs: the overall governance index is 0.38 and
below.

Overspecializing LGUs: the index in one or more sectors is greater


than 0.75, while that for the other sectors is less than or equal
to 0.38. This means that the good practices in one or two sectors
have yet to be adopted in the other sectors.
Case: USON, MASBATE

• Municipality of Uson is a coastal municipality in the island


province of Masbate. The municipality has a land area of 163.20
square kilometers or 63.01 square miles which constitutes 3.93% of
Masbate's total area. Its population as determined by the 2015
Census was 56,168.
• RESULTS BY PRINCIPLE UNDER FFM SECTOR

Yes No
Score
Principle of Governance (%)
Answe Answe Total
r r

Functionality 100.0% 9 0 9
Transparency 100.0% 3 0 3
Accountability 100.0% 1 0 1
Public Participation 100.0% 3 0 3
Overall 100.0% 16 0 16
•GSAT RESULTS BY SECTOR

         

FORESTS & FORESTLANDS MANAGEMENT 100.0% 16 0 16


(FFM) PRACTICES

COASTAL RESOURCES MANAGEMENT (CRM) 100.0% 18 0 18


PRACTICES

URBAN ENVIRONMENTAL MANAGEMENT (UEM) 82.4% 14 3 17


PRACTICES

INTERNAL MANAGEMENT PRACTICES 100.0% 11 0 11

Overall Score 95.2% 59 3 62


•RESULTS BY PRINCIPLE UNDER CRM SECTOR

N
o

Yes A
Score Tot
Principle of Governance Answ n
(%) al
er s
w
e
r
Functionality 100.0% 10 0 10
Transparency 100.0% 3 0 3
Accountability 100.0% 1 0 1
Public Participation 100.0% 3 0 3
Overall 100.0% 17 0 17
RESULTS BY PRINCIPLE UNDER UEM SECTOR

Yes No
Score
Principle of Governance Answ Answ Total
(%)
er er
Functionality 70.0% 7 3 10
Transparency 100.0
% 2 0 2
Accountability 100.0
% 1 0 1
Public Participation 100.0
% 3 0 3
Overall 81.3% 13 3 16
Score: 81.3%

• Overspecializing LGU due to 70 % (seventy percent) obtained in


functionality index.
References

• Malayang, B. III, et al. Guided Self Assessment Tool, 2003 USAID

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