I.

Overview and Rationale

1.1 The Future of CGSO

The long term projections for the City General Services Office in the context of
its wider quality service delivery horizon is to institute a service-driven department
with accommodating personnel building and sustaining a tradition of excellence in
performing its mandated functions thereby ably helping in creating an enabling
environment for development institutions within the LGU to deliver quality services to
the general public and at the same time contribute to the establishment of a Garden
City in real terms. In effect, anent to this, is its being a model for leadership and
management innovations and a learning destination at that.

Actually, in the midst of the foregoing being in place, it will still be a long way to
go before it can be said that the Office had already attained the highest level of
quality service delivery. Yet, suffice it to say that the foundation upon which such
achievement is anchored is already in place and is a matter of how the next
generation of service delivery managers of this office sustain it. In reality, this is a call
that they shall consider as a continuing responsibility that shall be passed unto the
succeeding generations who will be handling the different responsibilities thereof.

1.2 Reengineering the Office Operational Structure

After more than ten (10) years of its existence, the office had gone through
lots of experiences. One of these is the fact that the needs of its clients had
constantly changed over time while the capability of the service delivery managers in
the office did not go through total transfiguration to meet such change.

For instance, the Office administrative support services unit had only been
focused on personnel administration and documents management for those that go
through the appropriate action of the Department Head prior to their processing or
further actions. As of the moment, the functional unit had been involved in the
conduct of studies on specific service areas to improve on their delivery for the
interest of the office clients. In effect, this resulted to the institution of the Electronic
Management and Service Delivery System (eMSDS) which makes operational
management by the Department Head easy to handle. This also provides access to
clients on information relative to the status of transactions that they make with the
Office and so with the services that they can avail thereof. Consequently, the unit is
working on the terms of reference for archival system which is preparatory to its
establishment and full operation later. Somehow, with the establishment of the Office
Learning Center, this unit is in the forefront in relation to its operations. In effect,
these broaden the scope of its responsibilities.

Moreover, at present there is already a realization that when we deal with

simple housekeeping, repairs and maintenance tasks in the work place there is a
need for a defined direction, that is, transforming such perspective into facilities
management that shall involved the whole context of office functionality where
people or service providers, logistics and technology shall be inseparable in
dimension. Functionality, therefore, means a secured and conducive workplace
where the technological processes that form part of service delivery are operational.

Meanwhile, as far as parks and plazas maintenance is concerned, since the

office had been implementing the Isla nga Maanyag Management Program (IMMP)
upon which the next generation “Living Legacy Program” based on the concept of
“Tungod Ko, Limpyohon ug Paanindoton Ko” will be anchored, there is likewise a
need to further evolve on related tasks from mere maintenance in nature to such
where the grassroots will have to be reached out including other stakeholders
through community organizing. Actually, part of this “Living Legacy Program” is the
development of pocket parks by the office with their maintenance to be handled by
the households within the neighborhood where these are located. It is basically
people participation in beautifying the City’s landscape.
 Figure 1: The Reengineered CGSO Functional Structure

CGSO

Admin Support
Services

eMSDS
Archival System
- Communication
Services
- Documents
Reproduction
- Documents
Management
- Personnel
Management or
HRD
- Learning Center
Administration

Property Supply Facilities Parks and Plazas

Management Management Management Maintenance and
Services Services Services Development
Services

Inventory - Deliveries - Security - Maintenance of

Monitoring Services Parks and
/ Physical - Office Plazas
Count - Inventory and Equipment - Urban
Warehousing Maintenance Greening
/ Report on - Comm. - Parks and
status of / Acceptance Facilities Plazas/Pocket
Inventories Maintenance Parks
/ Inspection - Transport Development
Insurance Maintenance - IMMP
/ Releasing - Building
Disposal Maintenance / Tungod Ko,
- Excess Services Limpyohon
Supplies and Ug
Materials / Housekeeping Paaninduton
Management / Carpentry and Ko (A Living
Masonry Legacy
- Post delivery / Plumbing Program)
Assessment/ / Electrical
Installations
Evaluation
 On the other hand, in terms of Property Management, the traditional task had
been confined only on the physical counting of government assets. While their status
had been taken into consideration, however, this had not been organized into one
comprehensive report complete with appropriate recommendations for management
actions. With this, the current thrust of the Office is to come up with an inventory
status report that shall be presented before the department managers on a regular
frequency for them to be apprised on what is the status of the city government’s
assets which are under the care of the personnel in their respective offices. In
relation to supply management, the conventional tasks that are involved are
receiving and acceptance, inspection and releasing of supplies and materials to the
different end-users. As of the moment, however, it is working on the monitoring of
excess materials for appropriate accounting and utilization which makes the
functional unit’s responsibilities widened.

With the foregoing, there is an eminent necessity to set in place a well-

organized functional structure, complete with a capability-building mechanisms for
the organization to be responsive and able to cope up with the changing
development administration landscape as time goes by. This reengineered functional
structure of the office is shown in figure 1 hereof.

1.3 The Need of the Organization

1.3.1 Supervisory Level

In as much as the office will be reengineering its office tasks and functions for
the purpose as herein cited, it needs to have the following:

• Supervisors who can be leaders and managers rolled into one to their
subordinates;

• Supervisors who can organize teams effectively;

• Supervisors who make decisions and be accountable thereof;

• Supervisors who perform regular performance evaluation among their

subordinates;

• Supervisors who conduct feedbacking and immediately act on

performance issues and concerns, positive or negative;

• Supervisors who place a high priority on coaching and mentoring

their subordinates

• Supervisors who had undergone the basic skills of leadership,

management and supervision;

• Supervisors who embrace and practice the principles of total quality

management; and

• Supervisors who consider customer satisfaction as their ultimate goal.

1.3.2 Rank-and-file Personnel

While the Office needs supervisors who acts the way they are expected to
be, however, to have them is not sufficient since the frontline service providers or the
rank-and-file personnel are equally necessary in the conduct of public service
delivery. With this, there is likewise an urgency to have them possess the
competence to do their tasks. On top of this, they must have the following
disposition:
 • Rank-and-file employees who possess an open mind to accept the
organizational processes that they will be taking part;

• Rank-and-file employees who are willing to be trained and practice

what they learned:

• Rank-and-file employees who consider employment in the public

service as a gift and as such should be valued:

• Rank-and-file employees whose behaviors in the workplace begets

inspiration;

• Rank-and-file employees who appreciate self reflection as the best

option for performance evaluation;

• Rank-and-file employees who are active in all of the office activities;

• Rank-and-file employees who are compliant to the office work-based

and values-based norms and standards; and

• Rank-and-file employees who are visionary and see working for the
future today as an opportunity because they know well that allowing a
second to go by without doing something worthwhile may have great
implications to public welfare.

1.4 Significance of the Program

With the foregoing, it is imperative that a sustainable human resource

development program (HRDP) should be in place to pave the way for the
establishment of a professionally set up organization to respond to the emerging
responsibilities of the office that go with the changing trends in the environment. With
this, the City General Services Office shall pursue a workable undertaking in order
that its personnel complement will be able to carry out their respective
responsibilities thereby giving its customers the best services that they are
expecting.

The bottomline here is that as spelled out in existing notions on development

administration, it is said that institutions that exist to deliver services just like
business organizations demand a high level of performance so that simply complying
with rules and obeying supervisors is no longer enough. With this, organizations
need employees who are highly committed and willing to work in new ways. In
attaining these expectations the latter have to go through massive learning
processes because it’s the only way for them to become responsive since the
experiences that they are going to gain out of these will make them realize how
important they are in their organization.

Hence, well organized institutions which are equipped with appropriate

knowledge will greatly increase the probability that they will achieve their strategic
goals. In this regard, the employees shall realize that everybody must be contributing
and participating members of the workforce if they want the office to remain relevant.
This is so, since overtime such relevance must have to be maintained because the
clients needs keep on increasing in magnitude and in qualitative terms as a result of
their coping up with the changing trends in the environment. Precisely, this makes
the organization highly flexible, a significant survival factor.

II. Program Goal, Objectives and Strategies

The goal of the program is to provide better services to the Office customers
through a professionalized personnel complement.
 On the other hand the objectives that are considered to be realized are as
follows:
• To provide an Office operational environment where the supervisors
practice workable leadership styles, initiate effective management
parameters, employ appropriate supervisory strategies, implement
cohesive teambuilding processes and adopt the principles of quality
management to attain a sustainable customer satisfaction on the services
that the office provides;

• To expose the rank-and-file personnel to the dynamics of leadership,

management, supervision, team building, total quality management and
customer satisfaction concepts for them to realize and understand the
processes that their supervisors will initiate relative thereto;

• To promote creativity, exchange of ideas and shared decision-making

processes that are valued and practiced by the personnel; and

• To provide an environment where the personnel are inspired to desire for

growth and development.

In achieving the foregoing, the following strategies will be employed:

• Exhibiting openness to new ideas from co-employees;

• Helping the personnel feel competent in their work by recognizing and

celebrating their small successes;

• Providing regular feedback on operations;

• Sharing relevant information about the organization operations to the

personnel on a continuous basis;

• Ensuring that the personnel have the necessary resources and conducive
workplaces to working conditions (equipment, space, and time) to
succeed in his/her work;

• Helping teams make decisions and implement their own

recommendations;

• Providing the team members a clear picture of organizational direction,

goals, expectations and procedures;

• Ensuring that standards of excellence characterize the team’s work;

• Helping the team to work toward preventing mistakes, not just correcting
them;

• Utilization of the mission statement as a criterion for determining

success;

• Ensuring that the vision and mission statements are widely understood,
agreed upon, and communicated throughout the organization and to its
members;

• Ensuring that decisions made at all levels of the organization are guided
by the mission and values of the organization;

• Making certain that there is prevalence of continuous innovation and

learning throughout the organization;
 • Continuously identifying the service expectations of the customers and
how the organization will respond to them;

• Conducting periodically a comprehensive review and evaluation of its

service delivery efforts to ensure that the needs of the customers are met;

• Providing feedbacking mechanisms to team members regarding their

performance;

• Conduct of exposure for the staff to learn what is happening in other work
environments like the operational systems and procedures and service
value systems;

• Empowering the supervisors and rank-and-file employees by providing a

forum where they can openly communicate their needs, opinions to
improve systems and other concerns; and

• Providing the supervisors and rank-and-file employees with adequate

human resource training to promote their core competencies.

III. Training Program Foundation: Roadmap of Significance

In the context of this training program, the bottomline is that the basic need
for customer satisfaction follows the leadership-customer continuum or roadmap
which involves leadership, management, supervision, teambuilding and total quality
management. This means that these factors are the foundation of customer
satisfaction. This is so since acquiring these skills provide a complete ingredient for
the personnel in the office especially the supervisors to cope up with the intrinsic
needs of the clients that they are serving. Hence, the same can be considered as an
intellectual package that they have to take hold of since while these will give them
the opportunity to grow emotionally and intellectually, the ultimate beneficiaries will
be the people, the very purpose why the Office has to maintain its relevance as one
of the vital departments in the City Government.

Moreover, as shown in Figure 2, the factors that will affect customer

satisfaction as earlier mentioned include leadership, management, supervision,
teambuilding and total quality management.

Leadership is a skill that follows the principle of self sacrifice on the part of
the leader for the interest of the majority in the organization. The leader sets an
example for the subordinates to emulate. Management on the other hand, connotes
expertise on procedures that should be followed strictly by everyone in the
organization. Meanwhile, supervision demands that supervisors must be able to
guide their subordinates towards doing the rights things through constant coaching
and mentoring.

Teambuilding requires that everyone in the organization had fully understood

what their roles are for them to play their best given their capabilities. Further, total
quality management conveys constant or continuous improvement in operational
methodologies and processes to meet the demands of the customers. All these
undertakings are aimed at customer satisfaction which changes over time.
Figure 2 Training Program Foundation: Roadmap of Significance

Customer
Satisfaction

Fundamentals
of Total Quality
Management

Concept of
Teambuilding

Essence of
Supervision

Management
Dimensions

Perspective of
Leadership
IV. Training Course Framework

4.1 Course Framework

The course framework acts as the guide upon which related training activities
will be anchored. It presents a step by step process that should be strictly adhered
for coherence purposes. These are as follows:

4.1.1 Presentation of the Terms of Reference

The facilitator during this initial stage discussed with the participants the
concerns covered by the training activity. Relative hereof, they will be oriented on the
preparation of training expectations. It shall be noted here that this will be prepared
in advance to give time to the participants to come up with expectations that are
more or less workable within the scope of the research activity.

In view of the foregoing, each team prepares the same in relation to the
concepts that would be explored under the assigned topic and those being given to
the other teams. After the workshop at team levels, consolidation of outputs follows
which will be presented later.

4.1.2 Setting off the Training Workshop

The training workshops formally starts through the conduct of an opening

program. This activity will be held where the prominent personalities will be invited.
On this occasion, the rationale of the program will be presented which will focus on
the office Human Resource Development Program. This will be carried out if there is
a need to.

Furthermore, the consolidated training expectations will likewise be presented

by the different teams upon which they will take note on what are expected in them in
the context of the research work.

4.1.3 Conduct of Research

After the opening program had been held, the actual conduct of the research
relative to the topics assigned to the different teams will commence. The main
activity is to probe into the different concepts related to the topic and at the same
time prepare the needed materials for verbal presentation.

4.1.4 Verbal Presentation

After the research, the team will be presenting their outputs. The outline shall
follow these stages:

a. Overview

This will tackle the significance of the researched topic to oneself, to the team
as it carries out its duties, to the Office as it performs its mandates and to the City
Government in general as it delivers services to the general public. Likewise, there
shall be identification of the problems to be addressed or situations to be enhanced
for better performance. Then the goals and objectives shall be set including the
methods used.
b. Perspective of the Concept

At this juncture there will be a discussion of the key elements of the concepts,
their characteristics and dynamics and how they work on certain conditions. This will
also include as the case maybe their practitioners and how they influence others to
emulate the practice.
c. Insights and Analysis

The participants will be integrating the concepts in relations to actual practice.

This has to be carefully considered since in most cases theories are seen as not
entirely applicable when one deals with reality. Some of the citations here may
include experienced failures or successes, the impacts and outcomes thereof.

d. Concluding Remarks

The participants here will convey their conclusions on the research work’s
significance to the conduct of public service delivery in the workplace. As such, they
are expected to make recommendations as to what should be done after gaining
knowledge on the theories attendant to public management.

e. List of References

This list is necessary so that the researchers as well as the readers of the
output will be able to know from whom the concepts had been obtained. It is actually
a manifestation that the ideas that will come from them are substantially grounded
and not loosely thought of.

4.1.5 Assessing Meeting of Expectations

The participants here determine whether or not the expectations that they set
were met. Otherwise, any gap or gaps thereof must be resolved through the
guidance of the facilitator who will be integrating the entire training activity.

4.1.6 Preparation of Written Report

Following the outline under item 3.1.4 the participants will prepare the written
report on their respective topics as their reference when they proceed to the next
level which is the application of the learning that they gained from the research
through narrative presentation.

4.1.7 Organizing the Final Output: Designing of the Planning, Implementation,

Monitoring and Evaluation Mechanism

Here, the team concerned prepares their respective implementation

schedules in connection with the concepts that they unraveled after the research
task had been done and apply the same in their respective workplaces. A separate
presentation by team will be undertaken which will be consolidated into the office
level output.
 Figure 3: Course Framework

Terms of
Reference
(TOR)
Preparation
(Facilitator)

Setting off Conduct of Verbal Assessing

the training Research Presentation Meeting of
workshop Expectations

Preparation of
Facilitator’s the Written
Inputs Report

Organizing the
final output

- PIME Phase
(Planning,
Implementation,
Monitoring and
Evaluation
V. Learning Process

In undertaking thisd office training program, the principle being espoused is

that the learning process shall be centered on the participants. In other words, the
bulk of the responsibilities lies in them. Hence, this does not entirely follow the
conventional method. While the traditional practice involves the preparation of inputs
by the facilitator including their presentation except when workshops are being
conducted, it is a different procedure that the participants will have to adopt. This had
been contemplated to be the approach that will be applied in order to bring in a new
dimension of such process. Actually, this is the methodology that is being practiced
in the academe and had been proven to be effective compared to the existing
method where it’s all the business of the facilitators to conduct his research and give
inputs on the concerned topics that are the subject of the training activity. Yet, it’s
reliability is not actually one hundred per cent as of the moment since the impacts of
the approach is still to be seen. However, one is ensured here. That, the participants
will have themselves responsible in the conduct of their learning process.

In the midst of the foregoing and to begin with, the department manager
acting as the program facilitator provides for the topics and distribute these to the
different teams which will be taking charge in conducting a research relative thereto.
Then, before the start of the research, the different teams will have to give what are
their expectations that the team concerned will have to unravel in connection with
these topics. These will be presented in a forum called for the purpose. In effect,
these serve as reference for these teams to consider during the conduct of research.
In fact, all throughout the presentation, the different teams shall have to make it a
point that their expectations had been considered by the one who is rendering the
report.

To some extent, the different teams will have to prepare their conceptual
inputs as obtained throughout the research activity after which they are going to
make a presentation and discussion during the predetermined schedule which will be
carried out simultaneously. In this regard, they are expected to conduct workshops
as frequent as they want it since being work related these can be done on weekdays.
Further, each member of the team will be assigned sub-topics to experience
themselves the processes of learning that they have to go through.

With the foregoing, it is apparent that the training program will have the
participants as responsible in sharing knowledge through themselves which is a
practical way of internalizing the various relevant concepts that they are going to put
into practice.

While the learning process is in progress, the role of the facilitator-department

manager of the office will be on directing the proceedings and give inputs when
called for especially when there are gaps of information which were not covered
during the research works.

In its entirety, with the Learning Center being operational where relevant
learning materials are already available in the shelves and with the office having
been connected to the internet, the different teams will not find it difficult to undertake
the research activity.

VI. Training Courses

The training courses as identified herein are those which are found to be
necessary as the office embarks on the new dimension of public management in
relation to its reengineered office functions. These may vary from year to year
depending on emerging necessities. With this, the Office through its management
team will have to determine what other courses may be considered as relevant to
their line of functions. Actually, these tools are deemed as invariably the ones that
will help the personnel in the office, as they pursue in the achievement of their
avowed vision and goals.

The training courses that are due for undertaking this year are as follows:

6.1 In-House Training (IHT-2010)

• Training Course No. (IHT-2010-01) - Computer Operations Learning

Program (COLP)

• Training Course No. (IHT-2010-02) - Capability-Building Training

(CBT)

 Module 1 – Perspective of Leadership

 Module 2 – Management Dimensions
 Module 3 – Essence of Supervision
 Module 4 – Concept of Teambuilding
 Module 5 – The Fundamentals of TQM and Customer Satisfaction

• Training Course No. (IHT-2010-03) - 5S

• Training Course No. (IHT-2010-04) - Climate Change

• Training Course No. (IHT-2010-05) - Basic Communication Course

• Training Course No. (IHTL-2010-06) - Resource

Administration (SPM
Perspective)

• Training Course No. (IHT-2010-07) - Work Values

• Training Course No. (IHT-2010-08) - Archival System and Records

Management

• Training Course No. (IHT-2010-09) - Dynamics of Local Government

Operations

• Training Course No. (IHT-2010-10) - Perspective of Development

6.2 External Training Course (ETC)

• Training Course No. (ETC-2010-01) - Facilitating Seminars and

Preparation of Modules

• Training Course No. (ETC-2010-02) - Counseling

With the foregoing, as far as the identification of Training Course No. (IHT-
2010-02), it shall be noted that the five (5) modules thereof are considered relevant
to the attainment of customer satisfaction. The rationale behind is that these are the
integrating factors that support the foundation of an excellent delivery of services.
The fact is that a development administration practitioner shall have to possess
these skills for him or her to be able to conduct himself well as he or she works on
achieving quality in service delivery.
 Premised on the foregoing integrated approach, it follows that subsequent
courses will adopt this one whenever there are more than one topics that can be
lumped together to achieve one purpose.

VII. Support Systems

Critical to the sustainable success of this training program are the support
systems that have to be set in place which are expressed in various forms to be
classified as internal which refers to those that are established at the office level and
those which may come in terms of assistance from other stakeholders. These are as
follows:

7.1 Internal

• Learning Center Reference Materials

• Learning Center Conference Room

• Office Logistics

• Skilled Manpower As Facilitators

• Internal Funds – Office generated funds

• Office Budget Allocation

7.2 External

• Human Resource Management Office Personnel and Logistics

• City Mayor’s Office Personnel and Logistics and Executive Policies

• City Administrator’s Office and Logistics and Executive Policies

• Other stakeholders who want to take part in the undertaking

• External Funds – contribution and institutional allocations

VIII. Issuance of Certificates of Completion

For each of the course that will be completed by the participants, a certificate
of completion will be issued which will form part of their personnel records. These
shall be signed by the facilitator, Human Resource Management Officer and the
Local Chief Executive. However, tangible accomplishments relative to the completion
of the course shall be available as proof thereof. This accomplishment proofs vary
from one course to another.

Prepared By: The CGSO Management Team

Thru:
PERCENITO O. BUSTAMANTE
City General Services Officer
April 26, 2010

APPROVED:

ANIANO P. ANTALAN
City Mayor
April 25, 2010