The SCALOG tool assesses seven organizational competencies, namely: organization and staffing; legislative support and other enabling mechanisms; transparency; management systems; participation; customer service and continuous improvement. It covers 14 service areas distributed over the five LGPMS performance areas. The indicators are classified into two categories: the compliance indicators and the best practice indicators. The former reflects conformity to the Local Government Code and other laws and regulations as well as other minimum basic requirements of LGUs. The latter, on the other hand, describe ways in which successful LGUs exhibit effective performance to include the innovative processes and practices that would serve as models along a given service areas. It describes the proactive initiatives of the LGUs to certain challenges on good local governance.
After having presented the LGPMS results and information to the municipal officials, department/unit heads, local functionaries and external stakeholders of the Municipality of Liloan, Cebu through the State of Local Governance Report (SLGR) for CY 2009, it was learned that the performance capacity of the LGU garnered a rating of 4.24 or an adjectival rating of High. It is hoped that through the presentation of this report, the operations management and the organization as whole of LGU-Liloan will be strengthened by implementing necessary capacity building initiatives to address the competency gaps identified in the findings of this tool and at the same time sustain its organizational strengths to showcase best practice/s and thus, achieve superior performance.
Sam R. Lloyd (1996) in his book Leading Teams: The Skills for Success said that that one way to increase productivity is to provide more training. Well-trained employees are more productive. Trainings not only help each team member grow and improve, the investment in training also communicates to the team that they are valued and important. When people feel valued by their employer, they work harder, produce more, and have a strong sense of loyalty (Lloyd, 1996).
However, the practice of capacity building for LGUs in the country reveals that individuals are often the focus of analysis and training is often seen as the answer to performance gaps or organizational change. A number of excellent local government practitioners have known from their own experiences and research findings that training is neither enough nor always an appropriate response. The problem may not simply be the lack of competent warm bodies but the absence of an organizational environment supportive of goal-focused and results-oriented performance. The latter is the main focus of organizational competencies. It must always be remembered that individuals do not perform in a vacuum; their ability to carry out their assigned responsibilities is deeply affected by the broader context in which they operate, e.i., the structures, processes, systems, culture, leadership, and management styles that govern their behavior.
With the May 2010 national and local elections, the conduct of the SCALOG assessment would be very timely for the new set of local officials to know the organizational competency of Liloan and therefore, determine effective ways to manage its internal stakeholders as this tool provides a broader, more holistic standpoint in determining capacity improvement needs.
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