Commitment ID
PHLNA0001
Commitment Title
Establish a transparent and open procurement procedure
Problem
Larena's delayed procurement processes hinder timely implementation of infrastructure and public services, affecting local residents, small businesses, and government agencies. Despite planning 17 projects annually, only 5 are typically completed, leaving 4 unimplemented each year. The Municipal Development Fund's utilization rate is near the ceiling required for the Seal of Good Local Governance, highlighting underperformance in fund usage. Procurement, meant to take 30 days, often stretches to 60 or more due to issues like lack of monitoring, and limited technical expertise. These delays impact essential services such as road maintenance, drainage, and public facilities, which are crucial before the rainy season, during tourism peaks, and in emergencies. The inefficiencies undermine economic growth, erode public trust, and lead to cost overruns, emphasizing the need for reforms to improve transparency, capacity, and adherence to timelines.
Status quo
The Municipality of Larena, Siquijor, faces significant challenges due to delayed procurement processes, which hinder the timely implementation of infrastructure and services. These delays affect local residents, small businesses, and government agencies, eroding public trust and slowing economic growth. As a key hub for commerce, education, and transport, Larena is especially impacted by delays in essential services such as road maintenance, drainage systems, and public facilities—critical before the rainy season, during peak tourism periods, and in emergencies.
Despite planning for 17 projects annually, only five are completed on average, leaving four unimplemented each year. The Municipal Development Fund’s utilization rate is nearing the ceiling required for the Seal of Good Local Governance, signaling inefficiencies in fund use. The procurement process, meant to take 30 days, often stretches to 60 days or more due to issues like lack of transparency, poor monitoring, and insufficient technical expertise.
This issue has persisted since at least 2018, affecting service quality and hindering economic development. Delays lead to cost overruns, service disruptions, and reduced public trust. To address this, the LGU aims to streamline the procurement process, enhance transparency, build technical capacity, and enforce timelines. These reforms will restore efficiency, accountability, and improve service delivery, promoting growth and rebuilding public trust.
Action
The proposed solution aims to enhance the efficiency, transparency, and compliance of the procurement process within the LGU. First, a Procurement Oversight Team (POT) will be established through an Executive Order within 60 days, ensuring a clear structure, defined roles, and a reporting framework that guarantees effective oversight and compliance with procurement regulations. Additionally, within this same timeframe, all members of the POT, procurement personnel, and participating Civil Society Organizations (CSOs) will undergo a training program on RA 9184, the Procurement Act. This training aims to achieve a 90% proficiency rate in post-training assessments, ensuring that all involved parties are well-versed in procurement laws and best practices.
Furthermore, a comprehensive assessment of the current procurement process will be conducted within 60 days, identifying at least five areas for improvement. The findings will be compiled into a report and reviewed by the Bids and Awards Committee (BAC) members. To address the identified issues, the results of the assessment will be presented within 30 days to LGU Management, stakeholders, and the Procurement Oversight Team. A collaborative action plan will be co-created with these key stakeholders, focusing on at least three identified procurement improvements. This approach will help streamline the procurement process, ensuring it is more efficient, transparent, and fully compliant with the law.
How will the commitment contribute to solving the public problem described above?
Procurement Oversight Team (POT), ensuring efficient and transparent procurement practices. The team will oversee the procurement process, minimizing inefficiencies and ensuring compliance with regulations. This will lead to timely implementation of infrastructure projects and public services, addressing delays that currently hinder local development.
Expected outputs include the creation of the POT within 60 days, completion of procurement training for relevant personnel and Civil Society Organizations (CSOs), and a comprehensive assessment of the procurement process to identify areas for improvement. By the end of 60 days, all stakeholders will complete the training with a 90% proficiency rate. The assessment will identify at least five areas for improvement, with a report presented to the LGU Management and stakeholders.
The outcomes will include more streamlined procurement processes, leading to timely project implementation and improved use of the Municipal Development Fund. This will ensure that projects are completed on time and within budget. Additionally, collaboration between government and non-governmental stakeholders will enhance public trust and accountability, ultimately improving the quality of services and promoting local development in Larena.
What long-term goal as identified in your Open Government Strategy does this commitment relate to?
This commitment directly relates to the long-term goal of fostering transparency, accountability, and improved service delivery in the governance of Larena. By addressing procurement delays and enhancing the efficiency of public service delivery, this commitment aligns with the strategy's aim to strengthen institutional processes, ensuring that public resources are managed transparently and effectively. Furthermore, through the involvement of key stakeholders, such as the Procurement Oversight Team (POT) and Civil Society Organizations (CSOs), the commitment supports the broader vision of promoting citizen participation and collaborative decision-making, building trust in local government processes, and ensuring that public projects meet the community’s needs in a timely and accountable manner.
Primary Policy Area
Fiscal Openness
Primary Sector
Cross-sectoral, Public Services (general)
What OGP value is this commitment relevant to?
| Public Accountability |
This commitment aligns with the Open Government Partnership (OGP) value of public accountability. It aims to strengthen accountability in procurement by establishing a Procurement Oversight Team (POT) and conducting comprehensive training on procurement laws (RA 9184). The commitment also includes a thorough assessment of the procurement process to identify improvements. A clear structure, defined roles, and a reporting framework will ensure effective oversight, while involving stakeholders, including Civil Society Organizations (CSOs), will enhance transparency and accountability in local governance. |
