Critical Steps for the first 100 days - LGRC DILG 10

Critical Steps for the First 100 DaysA Guide for GovernorsCover Design:IRIS ALEGRO-IGROBAYAbout our cover…Critical Steps for the first 100 daysThis is our Gift for Good Governance toyou. The cover depicts our bright hopesfor the local government officials and theeternal flame that keeps them working ascatalysts for development. It alsoillustrates the enduring climb that localleaders must commit themselves to inachieving far-reaching goals for the goodof the community. Despite the challengesposed by meager time and resources, thelomography inspired cover presents ourbrightest aspirations in bringing aboutexcellence in local governance viasubstantive capacity-buildinginterventions.2

Critical Steps forthe first 100 daysA Guide for Governors3

Critical Steps for the First 100 DaysA Guide for GovernorsCritical Steps for the First 100 Days : A Guide for GovernorsCopyright © 2007 Local Government Academy (LGA)All rights reserved. No portion of this book maybe copied or reproduced inbooks, pamphlets, typewritten, xeroxed, or in any other form for distributionor sale, without permission from the Academy.ISBN No. :978-971-0383-39-9Printed and bound in Manila, Philippines.Published by:Local Government Academy,Department of the Interior and Local Government8/F Agustin I Building, F. Ortigas Jr. Road (formerly Emerald Avenue),Ortigas Center, Pasig City, 1605 PhilippinesTel. No. (632) – 634-8430 / 634-8436www.lga.gov.phThis project was undertaken in collaboration with the PhilippinesDevelopment Forum with financial support of the Government of Canadaprovided through Canadian International Development Agency (CIDA).4

CONTENTSMessagesSecretary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7LGA Executive Director . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Philippines Development Forum . . . . . . . . . . . . . . . . . . . . . . . . . 9. League of Provinces of the Philippines. . .. . . . . . . . . . . . . . . . . . 10Hail to the Chief ! . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11First, do some homework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Form a transition team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Organize the Governor’s Office . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21Hire the best and brightest to compose your management team . . . . 30Familiarize yourself with the different department heads and theirdepartments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Establish rapport with the Sangguniang Panlalawigan . . . . . . . . . . . . 35Establish rapport with National Government Agencies. . . . . . . . . . . . . . 37Know the status of your LGU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40Familiarize yourself with key LGU processes . . . . . . . . . . . . . . . . . . . . . . 41Identify and build sources of support . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44Reconstitute/reorganize and meet with the Local Special Bodies . . . . 49Implement programs and projects previously planned and budgeted . 50Take control of the 2008 budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52Communicate your agenda . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 535

6Critical Steps for the First 100 DaysA Guide for Governors

MESSAGE OF THE SECRETARYThe quest for good governance begins with a strong and effective localleadership. Local chief executives that set a clear vision for their LGUsand who are able to foster development make successful local leaders.Beyond this, a clear understanding of the defined tasks andresponsibilities and the ability to manage change helps in bringing abouta genuine and complete foundation for effective local governance.The Department of the Interior and Local Government (DILG) is proud tooffer you this set of modules on the critical steps for the first 100 dayswhich will provide you insights on how to effectively manage your initialapproach to the challenges and issues confronting the locality.This guidebook also provides a very practical and useful reference foryou in charting your agenda and development directions. It featuresstrategic and insightful tips and approaches that are more attuned andapplicable to existing conditions in most LGUs in the country.We hope that this set of modules will serve as an inspiration to all thelocal chief executives as they chart a common vision for their LGUs andtheir people towards this shared vision.Ronaldo V. PunoSecretary7

MESSAGE FROM THE CONVENORS OFTHE PHILIPPINES DEVELOPMENT FORUMWORKING GROUP ON DECENTRALIZATION ANDLOCAL GOVERNMENTCongratulations to you as a newly elected local official! You haveaccepted an enormous challenge in responding to your citizens’ needsfor effective management and delivery of services.The Working Group on Decentralization and Local Government was setup under the Philippines Development Forum to promote coordination ofdevelopment efforts between different government departments,international donors and other local-government stakeholders in thePhilippines. Our members believe that decentralizing governance – fromthe center to the local communities – can be an effective means ofachieving sustainable human development. Part of the Working Group’sagenda is to improve and harmonize capacity building for localgovernments, and in particular to support a harmonized framework fororienting newly elected officials.We hope that this publication on Critical Steps for the First 100 Days,will serve as an integral part of the orientation framework. We would liketo commend the Local Government Academy (LGA) and the otherpartners involved in this collaborative effort.Austere A. PanaderoMukami KariukiCo-convenerCo-convenerOIC, Office of the Undersecretary forLocal Program CoordinatorLocal GovernmentThe World BankDepartment of the Interior and Local GovernmentNote: the contents of this manual are the responsibility of the Local Government Academy, and do not necessarily reflectthe views of each member of the PDF.9

Critical Steps for the First 100 DaysA Guide for GovernorsMESSAGE OF THE LEAGUEIn pursuit of its mandate to strengthen the capacity of local governmentofficials, the Local Government Academy (LGA) of the Department ofthe Interior and Local Government (DILG) has collaborated with theLeague of Provinces of the Philippines (LPP) in the development of thishandbook.“Critical Steps for the First 100 Days, A Guide for Governors”, is publishedas a simplified instructional manual for newly-elected governors inensuring that a systematic and methodical approach is undertaken inthe transition of provincial governments from previous politicaladministrations.It is ardently hoped that through this handbook, newly-elected governorsmay be able to breeze through their first months in office and successfullylay down strong organizational foundations upon which to anchorprograms and projects that are appropriately and effectively linked tothe actual needs and concerns confronting their local constituents. Moreimportantly, the handbook can make you hit the ground running at theearly stage of your governance.Finally, I welcome all the newly-elected governors to the challengingpath of effecting sustainable local development through genuine localautonomy and people’s participation.Governor Erico B. AumentadoNational President10

HAIL TO THE CHIEF!Congratulations! You are now the newCHIEF EXECUTIVE of your province. After agrueling campaign and election season, it isnow time to turn those campaign promises toreality. But first, you must make a successfultransition from campaigning for the office toleading and managing the ProvincialGovernment as the Governor.Action TakenYour first 100 days is a critical period whereyou can build the foundation for a successfuladministration. This guide is meant to help youorganize through this busy period ofcelebrations, adjustments and initial actions.Here you will find useful tips for:• Setting up the transition process andselecting the transition team• Organizing the Governor’s Office• Building the local government team;• Jumpstarting your policies and fulfillingyour campaign promises and• Familiarizing yourself with the all-importantLGU budget, fiscal management andplanning processes.11

12Critical Steps for the First 100 DaysA Guide for Governors

1FIRST, DO SOME HOMEWORKYou have brought with you the wealth of experience from your previousprofession/designation plus the great plans you have envisioned. However,before you get cracking, you need to familiarize yourself with the roles andresponsibilities of a Provincial Governor.Begin by reading Republic Act 7160 or the Local Government Code of1991—the Bible of every local government official. Here are some points onthe powers and responsibilities of the Governor to help you read throughthe voluminous texts of the law:• Sections 6 to 24 – General powers of local governments• Sections 29 to 30 – General rule of supervision over lower LGUs• Section 37 – Chairmanship of the Bids and Awards Committee• Sections 54 to 55 – Power to approve or veto ordinances• Section 63 – Disciplinary powers (preventive suspension)• Section 96 – Granting the permission to leave station• Section 98 – Role in the School Board• Section 102 – Role in the Health Board• Section 107 – Role in the Local Development Council (LDC)• Section 111 – Role in the LDC Executive Committee• Section 138 – Power to grant permits for quarrying• Section 463 – Appointment of provincial officials• Section 465 – General and specific powers and functions of the Governor• Section 503 – Representation of the province in the League of Provinces13

Critical Steps for the First 100 DaysA Guide for GovernorsAlso, familiarize yourself with Provincial Lawsnamely ordinances and executive orders. Askthe Legal Officer or the Sanggunian Secretaryfor a list and gist of the provincial laws.Action TakenRemind yourself that after the victory party andthe inaugural celebrations, you will be takingon the role of Father/Mother of the Province,which will thrust you into different socialengagements that may demand time beyondofficial working hours. If you are new to theprovincial level or new to politics, in general,ask some provincial veterans for advice inmanaging your time between official and socialobligations which are equally important asceremonial and official head of the province.Never stop learning. Being elected does notincrease your IQ. Take time to attend someshort courses offered by national government,non-government organizations, andeducational institutions. Make sure to check forcontents or modules of the courses that maybe helpful to you.14

Critical Steps for the First 100 DaysA Guide for Governors• Organize correspondence and community relations or constituentservices function• Begin the process of staff recruitment (at the very least for the Governor’sOffice), and• Help organize the vital information that you need to know in order togovern effectively later on in your term.So, who should be in your transition team?There are no prescriptive designs fortransition teams as these are ad-hoc ortemporary bodies that are disbanded oncethe governor feels that he/she is comfortablewith his new office and environment. Howeveryou would need some very basic positions tofulfill the following functions:Action Taken• Transition Coordinator – a trustedassociate who has exceptionalmanagement skills and a grasp of theintricacies of local governance. Amonghis or her functions are:−Making contact with the previousGovernor’s key staff in order to haveat least a cooperative spirit (eventhough post-election relations maynot always be friendly) to ensure asmooth transition−Coordinate logistical arrangementsfor the new Governor’s Office,including office space and access tofiles16

Critical Steps for the First 100 DaysA Guide for GovernorsHe or she will also be tasked to process nominations/referrals,applications and recommendations from political supporters regardingpeople they want to be included in the local government workforce orthe Governor’s staff. He or she may also begin to look at prospects of apersonnel audit or reorganization of the LGU bureaucracy.• Legal Counsel/Advisor – a trustedlawyer who is well versed in the localgovernment legal framework. He or shecould be a campaign supporter or headof the provincial legal office. The legalcounsel/advisor is a critical aide inanalyzing the legality of actions taken inthe first 100 days as well as the rest ofthe term. He or she may also help indrafting the first executive orders to beissued and legislation that the newGovernor will submit to the Sanggunian.Action Taken• Communications/Constituent ServicesDirector – a close aide of the Governorwho is in charge of receiving andprocessing correspondence, inquiries,and even public/media relations. He orshe may also be tasked to handle themultiple subjects of constituent requeststhat flood every government official’soffice—especially a newly electedgovernor. His or her primary purpose isto set up some correspondence controlmeasures and process constituentrequests and queries so that the newGovernor would not be overwhelmed inaddressing such concerns.18

• Policy Advisor – the principal staff in charge of policy development ofthe new administration. He or she should keep track of electionpromises; organize policy details around the new governor’spriorities; and help identify and build support from stakeholders andlegislators. There could be several policy advisors if you want certainpeople to concentrate on several policies. First concerns during thetransition period include:- Review of existing policies (to see whether they align withthe new Governor’s policies)- Budget priorities of the former Governor’s budget for 2007- Priority legislation that needs to be proposed to theSanggunian for action• Persons from the previous administration – it may also be helpfulto include the chief of staff or provincial administrator of the previousadministration as well as some key personnel from the localbureaucracy, to orient you on how the previous administrationoperated and where they kept the files.Important Tips#1 You can always expand your transition team to include morefunctions and, consequently, people from outside your core team.But the basic persons needed during the transition period mayalso become your most important technical staff in the Governor’sExecutive Staff.#2 The previous administration may not be very congenial to yourtransition team, especially if you defeated the previous Governor inthe election. Try to reach out and set an appointment with the19

Critical Steps for the First 100 DaysA Guide for Governorsformer Governor and humbly ask for hisand his staff’s cooperation during thetransition.Action Taken#3 Never underestimate the advantages ofhaving volunteers in the transition team.Some people just want to help you getused to your new job and do not seek tobe appointed to government. (e.g.communications professionals, publicadministration professors, volunteerlawyers)20

3ORGANIZE THE GOVERNOR’S OFFICEDistinguish between the operations of the general LGU agencies and theGovernor’s Office. Although they are intrinsically linked, the day-to-dayactivities in the Governor’s Office may be likened to the regular operationsof other departments or offices in the local government or even to a morecomplex degree. The Governor’s Office must always deal with mail,telephone calls, constituent inquiries and requests, policy proposals,lobbyists, courtesy calls from local government officials and stakeholders,paperwork from the bureaucracy, etc.In short, the Governor’s Office deals with people, policy, and processes.That is why, the Governor’s Office must be organized on the followingparameters:• How information is provided to the Governor• The ease and confidence with which the Governor can makedecisions based on that information and• The capability to implement and enforce those decisions.Some governors choose to set up a Governor’s Management Service/Team/Office which are staffed by technical and administrative personnel whoreport directly to the Governor or someone who has direct access to theGovernor every time (a close aide). Others incorporate the ProvincialAdministrator as Chief-of-Staff of the Governor’s Office also. In any casethere are some basic features of the Governor’s Office as the LCE’sinformation processing center.21

Critical Steps for the First 100 DaysA Guide for GovernorsDEFINE YOUR MANAGEMENT STYLE (THE GENERALWORKING ATMOSPHERE)You can tailor-fit your office’s structuredepending on your personal leadership style.Some governor’s offices tend to be centralizedwith a hierarchy of staff members who admitand process information for the Governor.(Usually the Chief-of-Staff or the Administratoris at the top of this hierarchy). On the otherhand, some offices follow a decentralized or“flat” model where the Governor is accessibleto various levels of staff members.Action TakenHere are some questions that may help youdetermine the general working atmosphere inthe Governor’s Office:• What functions do you want your “headof office operations” (e.g. ProvincialAdministrator, Chief-of-Staff) to do?• What direct assistance or managementadvice would you want from your corestaff members? Here are some functionsthat your office may need:−−Liaison with LGUdepartments and nationalgovernment agenciesLiaison with theSangguniangPanlalawigan22

−−−−−−−−Appointment of personnelCorrespondenceConstituent services/community relationsOffice managementLegal adviceSchedulingSpeechwritingMedia relations• Are there existing offices, committees, or bodies in the localgovernment that may be able to perform staff work for the Governor’sOffice?• Does the “head of office operations” need assistance from othertechnical staff members in performing management duties?• How big do you want your core staff to be? Do you need teams tohandle the different staff functions or would one person be enoughto handle one portfolio?• What preference do you have with regard to formality in theGovernor’s Office?CHOOSE THE EXECUTIVE STAFF WELL (OFFICE STRUCTURE)It would be useful not to assume that your campaign staff will automaticallymake a good administrative staff. However, the people you choose tocompose your transition team may be considered to fill in the staff roles inthe Governor’s Office, since many of the functions are similar.23

• Communications Officer. This position has functions similar of theCommunications Director in the transition team. He or she may, infact, be the same person. Just remember if he or she will be yourmouth piece and should reflect your thoughts and priorities asleader, manager and policymaker when he/she responds to inquiriesor complaints from constituents, or questions from the media. He orshe is usually the immediate supervisor of the receptionists,customer service officers, or the mail staff in the Governor’s Office.• Legal Counsel/Consultant. You may want to have a lawyer in yourimmediate staff that would always be available for consultation withfull confidentiality. Otherwise the Provincial Legal Officer (who is a coterminusappointee) can do the legal advising that you need.• Appointments Officer. The job of this aide is to establish ascreening procedure to secure potential nominees for the numerouspositions in the provincial government including:− Vacancies or replacement of department head positions− Junior executive positions− Permanent rank-and-file positions− Contractual and casual appointments.If the province already has a Human Resource Development Officer,then he may perform this staff function, if you have confidence in his/her capabilities.• Policy and Department Liaison(s). Some governors appoint aideswho look at individual portfolios or a cluster (e.g. financial, publicservices, logistics, technical) of LGU departments to processdifferent information emanating from such LGU offices. You maychoose staff to focus on your priority policies and help the ProvincialAdministrator coordinate the related activities of differentdepartments.25

Critical Steps for the First 100 DaysA Guide for Governors• Legislative Officer. This staff roleinvolves overseeing the development ofthe Governor’s legislative agenda,monitoring the status of the executive’spriority legislation, and negotiatingissues with the legislature. Thelegislative officer also has the role ofrecommending whether to sign or vetolegislation.Action Taken• Personal Assistant(s). This staff roleperforms duties beyond carrying theGovernor’s briefcase, business suit, andother personal effects. He or she mustmonitor and remind the Governor of hisschedule, control access to theimmediate office, receive and relaymessages to and from the Governor,and make personal arrangements.26

Important Tips#1 You may choose to merge the preceeding functions of your corestaff to be performed by just a few persons (e.g. the Chief-of-Staffmay also handle policy liaising and the appointments; or the legalofficer may also perform the evaluation of legislative measures).#2 Have your staff prepare for you a list or matrix of top and mid-levelpositions to fill.#3 Also ask for a list of documents that would need your signature asGovernor#4 Draw up with your Chief-of-Staff and other core staff anappointments strategy taking into consideration the appointmentoptions available to you, namely: permanent, temporary,consultancy, contractual, casual, job order.SET BASIC GUIDELINES ON HOW TO DO THINGS(OFFICE PROCESSES)Your office’s processes must be catered according to your leadership/management style. Look into scheduling, correspondence, constituentrelations, administrative support, and office automation.• Scheduling. The Governor’s time is the single most preciousresource. You may want to appoint an officer or a team to handlestrategic scheduling to better manage your time in line with yourpolicy agenda. As Governor, you need to setup schedulingpreferences and establish basic ground rules for meetings,important recurring events, social engagements, family time andpublic appearances. Successful scheduling lies in flexibility. But to beeffective, the scheduling officer or team must be given a broadlatitude to accept or reject invitations, subject to your own review.27

Critical Steps for the First 100 DaysA Guide for Governors• Handling Correspondence. Through your Chief-of-Staff you mustestablish effective systems of routing mail and answering it promptly.Civil Service rules mandate a response or acknowledgement within15 calendar days after receipt of correspondence. Mail can begenerally divided into the following categories:−−−−−−Personal mail for theGovernorImportant business mailIssue-oriented mailComplaints mailInvitations and solicitations,andMiscellaneous mailAction TakenMail should be referred to the appropriateLGU department or office with instructionsto draft replies for the Governor’s signatureor to answer the letters in the Governor’sbehalf.• Constituent Services. This aspect of officeoperations is at the heart of your role as apublic servant. Processes should be setto handle the more direct engagement withthe constituents without trapping theconstituents in an endless maze ofreferrals as well as regulating the public’saccess to you that may impede theperformance of your management duties.28

Constituent services may encompass:−−−−−Requests for government aid or projectsHotlines, toll-free numbers or text messaging service or“Text Mo si Gov” facilityPublic relations activities (like town or barangay meetings,people’s day or Capitol open house)Requests for public documentsReferral system (for employment, hospital discounts,charities)At the minimum, a constituent’s request must receive a timely answerindicating that the Governor has received the request or comment,understands the need or problem, and will try to do something about it.It would be better if your core staff can make immediate decisions insome cases.• Administrative Support. Administrative support personnel must be wellbriefedabout their roles in aiding professional and technical staff. Theyare also required to answer mail, keep official records, and meet thepublic. You must clarify the type of formality or the relaxation of formalitieswith regard to access to you and their working relationship with you.You should not necessarily seek to replace all the former Governor’sentire support staff as some of them may prove very valuable in settingup routine office functions and helping the new staff become acquaintedwith office and provincial government procedures.• Office Automation. Your transition team and core staff should look intothe level of automation or computerization of the Governor’s Office.Review any operating systems, the capacity of your staff to use it, andexamine the need to upgrade current systems or procure new ones.Computerization and other technologies considerably help in makingoffice functions easier and faster.29

Critical Steps for the First 100 DaysA Guide for Governors4HIRE THE BEST AND THE BRIGHTEST TOCOMPOSE YOUR MANAGEMENT TEAMSuccessful Chief Executive Officers say the single, most important task intheir first 100 days is to fill key positions with the best talent. Why settle forthe mediocre when you can hire the best?The local government has a professionalbureaucracy governed by civil service rules.Many of the department heads and heads ofoffices have security of tenure and may only beremoved with just cause. However, as ChiefExecutive you also have the prerogative to pickthe best people who could help youimplement your programs. Nevertheless,there are some co-terminus positions in theprovincial government where you could makeimmediate appointments after assumption ofoffice.Action TakenImportant TipHire based on capabilities, attitude to publicservice, as well as loyalty to you. What youneed are output-oriented, service-oriented,capable, and loyal people.Here are some key positions identified underthe Local Government Code that you couldimmediately fill with your own people:30

• Provincial Administrator. This position serves as the alter ego of theGovernor. He or she should be able to share and understand theGovernor’s vision and policy agenda. But his most important task is tohandle the day-to-day operations of the Provincial Government.Hiring a capable, efficient and effective Administrator will free you fromthe administrative details of managing operations in the Capitol. Somechoose to retain the administrator of the previous administration forcontinuity and easier transition (at least during the first six months).Some choose to hire new ones immediately.Whatever your choice, just remember that the position of ProvincialAdministrator is an appointive and co-terminus position and they serveat the pleasure of the Governor.Scout for a good administrator preferably even before you take office.Possible sources are: current administrator of the out-going governor,current administrators of other LGUs, schools, private organizations.• Provincial Legal Officer. This portfolio is a mandatory position but hasa co-terminus nature of appointment. You may choose to retain thecurrent legal officer or appoint someone from your legal consultants oradvisors.• Provincial Information Officer. Functions of the information officer canbe found in Section 486 of the Local Government Code which centerson the Office of Public Information. The Information Officer is an optionaland co-terminus officer. You may choose to appoint your campaign ortransition communications director to head the PIO.The following matrix gives you an idea of the mandatory and optionalpositions in the Provincial Government (as stated in the Code) where youmay want to evaluate the appointment of officials:31

Critical Steps for the First 100 DaysA Guide for GovernorsPROVINCIALOFFICIALSNATURE OFAPPOINTMENTTENUREAdministratorTreasurerAssessorAccountantBudget OfficerEngineerHealth OfficerCivil RegistrarLegal OfficerAgriculturistSocial Welfare OfficerEnvironment & NaturalResources OfficerArchitectInformation OfficerCooperatives OfficerPopulation OfficerVeterinarianGeneral Services OfficerMandatoryMandatory; nomination by DOFMandatoryMandatoryMandatoryMandatoryMandatoryMandatoryMandatoryMandatoryMandatoryOptionalOptionalOptionalOptionalOptionalMandatoryMandatoryCo-terminusPermanentPermanentPermanentPermanentPermanentPermanentPermanentCo-terminusPermanentPermanentPermanentPermanentCo-terminusPermanentPermanentPermanentPermanentMake the selection process for the Management Team memberscompetitive. Let them go thru a process of testing and interview, even thosehighly recommended by political allies. Installing a selection process willprotect you and the bureaucracy from hiring non-performing people and/orfrom potential conflicts brought about by differences in expectations. Youmay assign your transition team or your core staff to do the initial searchand screening.The Administrator and HRMO can help you in setting up and implementinga selection process and you may even request for the help of somebody inthe academe or in the private sector as part of the selection team. You maywant to do the final interview of the top 3 to 5 applicants recommended bythe selection committee to ensure the selection of the best people you caneasily work with.32

You also have to power to create other offices and appoint correspondingpersonnel as you see fit. However, please be wary of the Personnel Services(PS) limit or cap that the DBM has set.Important Tips#1 Have your staff do an inventory of the status of all appointments andvacancies of department heads and mid-level positions.#2 All department head appointments need the confirmation of theSangguniang Panlalawigan.#3 During the first six to nine months of the term, a Governor generallyshould not undertake major reorganizations or large-scale personnelchanges beyond normal top-level appointments, unless they areabsolutely necessary.5FAMILIARIZE YOURSELF WITH THEDIFFERENT DEPARTMENT HEADS ANDTHEIR DEPARTMENTSGenerally, the department heads are professional civil servants. They havereached their positions by merit and are non-partisan, although somepoliticians may have helped them early on. They remain even as governorscome and go. Many of them have served under the administration of severalgovernors and they know the processes prescribed for local governments.They are supposed to be your lieutenants and they could be your greatestasset, if properly tapped. Respect them, learn from them and harness andmaximize their potentials. They know that you are now the new CHIEF andthat they are accountable to you.33

Critical Steps for the First 100 DaysA Guide for GovernorsMEET WITH ALL THE DEPARTMENT HEADS IN YOURFIRST WEEK IN OFFICE (THE EARLIER, THE BETTER)This is a more thorough departmental report. You may meet them enbanc or group them per sector or meet them with per department with thestaff in that department.The Administrator/PPDC may help you ingrouping and scheduling them logically. Theusual clusters are Economic, Social orGeneral Services. Another way is to use theLocal Governance Performance ManagementFramework of looking into the aspect ofAdministration, Social Services, EconomicDevelopment, Environmental Managementand Governance.Action TakenThe presentations should only take around15 minutes to make sure that it would onlycontain the highlights of the writtendepartmental report, and to save time andgive time for discussions afterwards. TheAdministrator and some of your executiveassistants should join you in the briefingIn the interest of time, you may also opt to dothis in-depth departmental presentation inline with the preparation of the 2008 Budget,in which case, you would be assisted by themembers of the Provincial FinanceCommittee.34

SERIOUSLY CONSIDER YOUR DEPARTMENT HEADS’RECOMMENDATIONSAsk them for more explanations or details, without necessarily committinganything definite yet, until you have seen the whole picture or heard the otherpresentations.SCHEDULE A SERIES OF FOLLOW-UP MEETINGS WITHINDIVIDUAL DEPARTMENT HEADS, WHEN NEEDEDThe presentations may have alerted you to particular concerns, or youmay need more detailed info/in-depth discussion with any of yourdepartment heads. Do not hesitate to call any of them for a meeting, evenjust a quick one. Familiarize yourself with the ins and outs of the Capitol,the projects and their status, problems and issues, etc. You may alsosend your Chief- of-Staff or provincial Administrator to follow up on youradditional questions.VISIT THE DIFFERENT OFFICES PERSONALLYThis would help make it easier for you to associate people with their offices.It would also enable you to have a first-hand look and appreciate the workingenvironment and conditions of your staff. The departmental briefings mayeven be conducted in the individual offices if the facilities allow it.6ESTABLISH RAPPORT WITH THESANGGUNIANG PANLALAWIGANAs Governor, you head the executive branch of the Provincial Government.But you would need the legal framework of policy and rules that theSangguniang Panlalawigan provides. The Sanggunian is your mainpartner in passing the annual budget.35

Critical Steps for the First 100 DaysA Guide for GovernorsIt is highly recommended to start off with a call for unity and cooperationfrom the Vice Governor and board members. Whatever politicaldifferences there may have been during the campaign, all of you are nowpart the Provincial Government and all must seek to transcend partisanaffiliations for the benefit of the constituents.Consider having an Executive-LegislativeAgenda. An ELA is an integrated plancontaining the major development thrustsand goals of the executive and legislativebranches towards a common vision for theProvince. Your willingness to have an ELA isan indication of your openness toaccommodate the agendas of each boardmember as well as the entire LegislativeBody.Action Taken36

CALL FOR AN IMFORMAL CAUCUS WITH THE ELECTED VICEGOVERNOR AND PROVINCIAL BOARD MEMBERS EVENBEFORE THE FIRST SESSIONCongratulate and celebrate with them on their victory and get to know thembetter.ACCEPT INVITATION TO ADDRESS THE SP ON THEIR FIRSTSESSION AND PREPARE FOR ITThis is a good opportunity to formally congratulate them and call forcooperation and unity for the good of the Province. It is also a good opportunityto articulate your development vision and priorities and ask for their help inrealizing it through developing an ELA.CONSTITUTE AND MOBILIZE AN ELA TEAMAfter getting the SP to appreciate the need for an ELA and after some timeby which both sides may have familiarized themselves with the issuesand concerns of the province, an ELA Team composed of members fromthe executive and legislative branches could be constituted, with acorresponding Executive Order. The PLGOO or somebody from theacademe or NGO, could act as facilitator of the process.7ESTABLISH RAPPORT WITH NATIONALGOVERNMENT AGENCIESNational government agencies implement parallel services in your province.Some agencies also directly interact with LGUs more than the others. Amongthese are the:• Department of Education• Department of Agriculture• Department of Environment and Natural Resources37

Critical Steps for the First 100 DaysA Guide for Governors• Department of Agrarian Reform• Department of Trade and Industry• National Irrigation Administration• Philippine National Police and Bureau of Fire ProtectionSome agencies offer technical assistance toLGUs through field officers like the:• DILG Provincial Director/ProvincialLocal Government OperationsOfficer• Resident Auditor (COA)• Civil Service Commission’sProvincial Field OfficerAction TakenYou must also define your interaction with theDBM in order that the Provincial Governmentwould be advised on PDAF projects or othergovernment-funded funds that may already beclaimed or should be followed up.MEET WITH NGA OFFICIALSThis would also be a good opportunity for youto inform them of your development vision/campaign platform/priorities and call for theircooperation in achieving it. You may also wantto give them a general orientation of yourleadership style that may relate to them (i.e.open door and house policy, weeklymanagement meeting, output-orientation, etc.)38

GET THEIR CONTACT NUMBERS AND REQUEST FORBRIEFING AND ANY ASSISTANCE, WHEN NECESSARYDo not expect them to know what you need and when you need it. Exchangemobile phone numbers with NGA representatives, aside from the usualoffice phone numbers so you can have direct access to them at any time.You can ask your staff to prepare a list of contact persons from nationalgovernment agencies.SUPPORT THEIR PROGRAMS, PROJECTS, AND ACTIVITIESUNLESS OF COURSE THESE ARE DETRIMENTAL TO THEPROVINCETheir accomplishments will also be your accomplishments as it would turnout as a joint effort with your encouragement and support.ASSIGN A POINT PERSON TO LOOK INTO PENDING PROJECTSFOR THE PROVINCE WITH APPROVED FUNDING FROM THENATIONAL GOVERNMENT, AND FOLLOW IT UPThe DBM Regional Office may not immediately know specific informationon fund transfers to the Provincial Government. Designate a staff member,with the necessary authorization, to coordinate with the DBM Central Officeat all times.39

Critical Steps for the First 100 DaysA Guide for Governors8KNOW THE STATUS OF YOUR LGUIt is important to have a holistic knowledge of your LGU, especially in termsof its financial and human resources as against the backdrop of the provincethe LGU is serving.REQUEST FOR AN UPDATEDLGU PROFILEAction TakenAsk your Provincial Planning andDevelopment Coordinator (PPDC) for thisdocument. You might have your ownassessment of the province’s profile whilecampaigning but it is also instructive to seewhat your PPDC has prepared. They may bemore updated and thorough. If not, then at thevery least, it could be improved since you’ll beneeding the LGU profile in key decision-makingpoints as well as in presentations for variousoccasions (i.e. presentations to constituents,donor agencies, visitors, other partners andstakeholders).REQUEST FOR “FINANCIALSTATEMENTS WITH SUPPORTINGSCHEDULES (SHOWING HOW MUCHMORE THE PAYABLES ANDRECEIVABLES ARE)”Your Provincial Accountant will help you with this. This will give you anaccurate picture of the LGUs assets and liabilities, including the scheduleof payables and receivables.40

Ask your transition team or core staff to collect and process for your usethe following documents:−−−Certified Statement of IncomeCertified Statement of Income and ExpendituresProgram Appropriation and Obligation by ObjectIn case you cannot readily see from the financial statement, you may alsoask about the balance of surplus account or how much theunappropriated amount/free money is which you can use to fund priorityprojects before the end of the year.Remember, the Budget for 2007 has been passed and is the workingbudget. Try to work within this budget or convince the Sanggunian to passa Supplemental Budget to fund some of your campaign promises.GET A COPY OF THE STATE OF THE LOCAL GOVERNMENTREPORT OF THE PROVINCE, IF AVAILABLEYou may get this from your PPDC or from the Provincial Local GovernmentOperations Officer (PLGOO).9FAMILIARIZE YOURSELF WITH KEY LGUPROCESSESLike any other organization, the LGU has distinct prescribed processes andprocedures. Even if you are used to occupy other elective positions in theLGU, now as Governor, you still need to review certain processes to makesure that you and the LGU staff are within the rule of law and principles oftransparency and quality service, among others.41

Critical Steps for the First 100 DaysA Guide for GovernorsDuring your first 100 days, there may be the possibility of calamities ordisasters in your area, since July – October are rainy days. So do take timeto find out what you can and should do when disaster strikes.REQUEST FOR PERSONNEL INVENTORYThe Human Resources ManagementOfficer (HRMO) will help you here. This cangive you a summary of the people in yourorganization and you can easily check howmany are permanent employees, casuals,contractuals, co-terminus, as well as vacantpositions.Action TakenAnother crucial aspect you must devoteattention to are those related to money likeprocurement and disbursements. At the endof the day, it is you who will be accountablefor how money is spent, you being theapproving authority in the documents. ManyLGU officials have, for this reason, casespending with the Ombudsman/Sandiganbayan on allegations of improperawarding of contracts, misappropriations,and corruption.Important TipMake sure all disbursements are within theBudget. Annex A contains flowcharts of differentfinancial transactions that you shouldfamiliarize yourself with.42

REQUEST THE DEPARTMENT HEAD CONCERNED TOBRIEF YOU ON THE PROCESSES AND REQUIREMENTSAs earlier advocated, maximize the potentials of your department heads.Get a briefing or have your core staff briefed on some of the key processes:• Budgeting (Budget Officer)• Planning (Planning and Development Coordinator)• Disbursements - purchases, salaries, and projects (Accountant orTreasurer)• Procurement (Budget Officer or Auditor)• Provincial disaster management (PDC/Social Welfare &Development Officer).Important TipMake sure all disbursements are with in the budget. Annex Acontains flowcharts of different financial transactions that youshould familiarize yourself with.REQUEST FOR A BRIEFING FROM NATIONAL AGENCYOFFICIALSIn case, for some reason, you prefer to learn the processes from outsideyour organization, you may also request for briefing for you and/or your staffand other officials regarding the processes from officials from the nationalagencies like the Regional Director of DBM for budgeting concerns, RegionalDirector of the Department of Finance for resource generation, RegionalDirector of the Commission of Audit for financial accountability.43

Critical Steps for the First 100 DaysA Guide for Governors10IDENTIFY AND BUILD SOURCES OFSUPPORTDuring your first 100 days in office, you must be able to clearly identify thegroups as well as individuals outside the provincial government who maybe able to help you realize your policy agenda. A wide support base amongdifferent stakeholders can be advantageous to you in several ways, like:• Advocacy for certain priority policies• Possible source of volunteer manpowersupport for your projects• Possible source of additional funding• Leverage for policy negotiation with theSangguniang PanlalawiganAction TakenMEET WITH MAYORS AND, IFPOSSIBLE, BARANGAY CHAIRSSet a date to meet with the mayors of yourprovince (and a separate date with barangaychairs) to explain to them your vision andpolicy agenda for your first term. The meetingis an opportune time to remind them of yourcampaign promises, your vision for theprovince and the policy agenda for your firstterm.Change your tone from a partisan campaignmode to a more gubernatorial tone, extendingyour openness to help to all of them regardless of their partisan affiliation.Ask each component LGU to brief you on their needs, problems,recommendations to address such and suggested strategies that mayhelp in governing the province.44

MEET WITH CIVIL SOCIETY ORGANIZATION LEADERSInitially, you or your staff may have a difficult time to identify civil societyorganization (CSO) or non-government organization (NGO) leaders to meetwith. It is not necessary to meet all of them, but selection of CSO leaders tomeet with should be strategic, considering the following factors:• Active participation in governance or advocacy for good governance• Extent of their network and size and quality of membership• Active service programmes to communities• Willingness to engage the provincial governmentTo help you navigate in the vast CSO/NGO universe, you may pick someleaders from the following classifications:• Donor NGOs (e.g. corporate foundations, internationally fundedNGOs)• Cooperatives and other self-help (people’s) organizations• Service organizations (e.g. Rotary International, Lions Club,Gawad Kalinga)• Church-based groups (e.g. Knights of Columbus, Caritas)• Advocacy NGOs.Engage them in a dialogue explaining your vision for the province and yourpolicy agenda, possible venues for cooperation as well as soliciting theirideas, concerns and recommendations about improving governance in theprovince.Establish and explain your leadership/management style and your setupfor accessibility with regard to business meetings, social gatherings, specialprocedures within the Governor’s Office for CSOs and NGOs, if there areany.45

Critical Steps for the First 100 DaysA Guide for GovernorsMEET WITH BUSINESS SECTOR LEADERSYou may choose to meet with different business associations individuallyor convene the leaders of these associations in one meeting. Businesslocators in the province contribute to your local revenue base throughdifferent business taxes levied on them, fees and charges that they payfor permits, and the real property taxes on their properties.Some of the leaders of business associationsyou may want to meet with include:Action Taken• The provincial chapter of thePhilippine Chamber of Commerceand Industry• The provincial chapter of the Filipino-Chinese Chamber of Commerce• Local business councils• Associations of small and mediumscale industries• Associations in business orindustrial parks in your provinceDiscuss with business leaders your plans forimproving the climate for investment andbusiness environment. Always seek theiropinions, suggestions, or problemsconcerning their sector.46

MEET YOUR CONGRESSMAN/CONGRESSWOMANThe representatives of the congressional district(s) within your province areimportant sources of support, both politically and financially. Specifically forprovinces with multiple congressional districts, have your staff do somebasic research to come up with a one-page fact sheet on each congressman/woman containing some very basic information like:• Addresses (residences and offices in Manila and his/her district)• Telephone, fax and mobile numbers including e-mailaddress(es)• Key staff aides, their positions, and assignments/portfolio• The congressman/woman’s committee assignments• Project preferences (for matching PDAF project proposals)Then meet with each representative individually and have a dialogue aboutyour respective priorities and concerns. If you develop cordial relationshipswith your representatives they may accommodate some of your projects aspart of their PDAF projects or even facilitate some linkages with nationalgovernment offices.MEET THE PRESSThe press is not your friend, nor is it your enemy. The press pays moreattention during the transition and the first 100 days. You can take advantageof that interest and call your first press conference.Your first media briefing is the opportunity to present your plans, policyagenda, formally introduce your Communications Director/Public InformationOfficer/Press Secretary, and answer the first questions about your newadministration. After the press conference, stay for a few minutes to talk tothe members of the media in a more personal and informal setting.A good relationship with the media will help you get your message out.47

Critical Steps for the First 100 DaysA Guide for GovernorsIDENTIFY POSSIBLE SOURCES OF SUPPORT FROM NATIONALGOVERNMENT AND OTHER PROVINCESYou can also find support from certain officials and agencies in nationalgovernment. Have your staff do some research on the key persons in vitalagencies that provide technical assistance to local governments, like the:−−−Department of the Interior andLocal GovernmentDepartment of FinanceDepartment of Budget andManagementAction TakenYou may also ask your staff to do some profilingof senators the same way you would do the factsheets for your congressmen (see Meet yourCongressman…)The governors of neighboring provinces, whowould also make up the regional developmentcouncil of which you will also be a member orchair, if elected, may provide you some adviceon how to be governor. Their provinces mayhave some resources to share with yourprovince in case of emergencies. They may bewilling to undertake cooperation with yourprovincial government on certain projects.Important TipMake these series of meetings as a “listening tour”. Offer more time fordifferent stakeholders to air their concerns. Although you have your ownvision for the province, surely inputs from different sectors may strengthenyour vision and help you craft a common vision with your constituents.48

11RECONSTITUTE/REORGANIZE AND MEETTHE LOCAL SPECIAL BODIES (LSBs)There is a need to reconstitute the different local special bodies becausethe term of many of the elected members and the PO and NGOrepresentatives in these bodies are co-terminus with the local chief executiveand have expired on 30 June 2007. For some LSBs, reorganization may berequired. In both cases, it would be wiser to be well-informed about theseLSBs before finalizing any appointments or reorganization for these bodies.The LSBs prescribed in the Code are the:• Provincial School Board• Provincial Health Board• Provincial Peace and Order Council• Provincial Development Council• Provincial Pre-qualification• Bids and Awards Committee, and• Provincial Development Council.Other special bodies may have been created in the LGU to meet specificneeds.MAKE AN INVENTORY OF THE LSB’S AND THEIR PREVIOUSCOMPOSITIONOne of your staff can go over the Executive Orders issued during theformer term as well as evaluate the balance, representative-ness, andoutputs of the LSBs.49

Critical Steps for the First 100 DaysA Guide for GovernorsMEET WITH THE EXECUTIVE MEMBERS OF THE DIFFERENTLSB’S, TO GET THEIR INSIGHTS AND RECOMMENDATIONS, ASYOU FEEL NECESSARYISSUE AN EXECUTIVE ORDER RECONSTITUTING/REORGANIZING THE DIFFERENT LSB’S12IMPLEMENT PROGRAMS AND PROJECTSPREVIOUSLY PLANNED AND BUDGETEDBy July 2007, the programs and projects underthe 2007 Budget are already beingimplemented. As Chief Executive, one of yourprimary functions is to implement the laws andprograms already passed/authorized and tobring services to the people.Action TakenAt the end of your 100 days in office, aside fromhaving familiarized yourself with the people andthe processes in the LGU, and even institutingreforms in this area, you should be able to havesome concrete outputs to celebrate and report.Even as you may try to develop or implementnew programs you think are needed by yourconstituents, it is easier, and proper, to continuethe programs and projects planned andbudgeted in the 2007 Budget, Complete thosethat can be completed, continue those that needto be continued and begin those that have not50

yet been started. Even if those were planned under the previousadministration, you may still create public perception that these projects areyours and will be credited to you.Together with your department heads concerned, review existing plansand programs, evaluate the projects, identify those to be continued andthose to be stopped, if necessary, and identify ways of improving theimplementation of projects to be continued.• Review the Departmental Reports submitted and presented by thedepartment heads which contain status of programs and projectsbeing implemented, including the issues they raised and theirrecommendations, and come to a decision.Welcome feedback and suggestions to improve the implementationof programs and projects, whether from the rank-and-file or from thebeneficiaries or other stakeholders. As the saying goes, the biggestroom in the world is the room for improvement.• Check whether you need to discuss specific programs/projects withcertain department heads, personally. Otherwise, ask your ProvincialAdministrator to monitor most of the project implementation.• Effect improvements in the implementation, when necessary. Usingyour wealth of knowledge and experience from your own professionalbackground as well as the feedback from your consultations, you maysee a need for changes in the way things are done.• Seek partnerships with people’s organizations, national governmentagencies, donor agencies, other LGUs, and/or NGOs, as much aspossible. Many studies and documentation testify to the advantages ofparticipatory governance. Seek support from different stakeholders (seeIdentify and Build Sources of Support).51

Critical Steps for the First 100 DaysA Guide for Governors13TAKE CONTROL OF THE 2008 BUDGETYou may have inherited your predecessor’s Budget, but the 2008 Budget isyours!The local government budget is the yearlyfinancial plan for funding the operations,manpower, projects and programs of theprovince/city/municipality. The localgovernment’s power to budget is derived fromthe Local Government Code of 1991.Here are some basic budgeting provisions.Action Taken• Section 16 – General WelfareClause• Section 17 – Basic Services andFacilities• Section 305 – BudgetingPrinciples• Sections 314 to 327 – LocalGovernment Budgets• Sections 335 to 354 –Expenditures, Disbursements,Accounting and AccountabilityCHECK THE STATUS OF THE BUDGET CALLThe 2008 Executive Budget will be the first budget that you will submit forauthorization of the SP on or before October 16. By the time you assumeoffice in July, usually, the budget call would have already been issued anddifferent departments and local special bodies would have prepared theirrespective budget proposals for submission on or before July 15 to theGovernor’s Office.52

14COMMUNCIATE YOUR AGENDAMAKE USE OF YOUR “BULLY PULPITS”Don’t get turned off or turned on by the term “bully pulpit.” This is just usedfor the venues that are exclusively given to the Governor as special privilegefor being the chief executive. Your bully pulpits give you the opportunity tospeak in public with full control of the situation, where people in attendancedo not have a choice but to listen to you since your message is part of theprogram. Your bully pulpits provide you the opportunity to state and explainyour vision for the province as well as identify your initial plans and coursesof action.• Inaugural SpeechYour inaugural speech is one of your first official acts asGovernor. Make sure to emphasize the message that you havebeen articulating throughout the campaign. Explain your visionthere and focus on three to five priority development areas thatyou wish to immediately address.• Governor’s Address during the First Legislative SessionIt has been a courtesy extended to the new Governor to addressthe Sangguniang Panlalawigan during its first session. Again,articulate your vision, plans and initial courses of actionimploring the cooperation of the Sanggunian through politicaland legislative support of your policies.• Press releases and press briefingsMost press beats and coverage usually center on the activities ofthe chief executive more than any other branch of government.Make sure that your communications team/staff constantly feedsthe press of your activities during your first 100 days. Increasethe “batting average” of press coverage on your first 100 days53

Critical Steps for the First 100 DaysA Guide for Governorsthrough regular press releases in order for your constituents toknow that you are already busily working right after yourinauguration.The press needs to be constantly fed, or else it will feed itself. So,you might as well feed the press yourself.• Explore the possibilities of having aradio showRadio remains to be the best modeof broadcast outside Metro Manilawith enough room foraccommodating locally orientedprograms. Speak to radio stations inyour province about accommodatinga 30-minute to one-hour publicservice program involving you, eitheras the host or a regular co-host. Inthat radio program you could alwaysspeak about vision and programs,as well as directly interact withmedia and constituents.Action Taken• Budget MessageYou will also have the opportunity toemphasize your priorities in moreconcrete ways in your budgetmessage (around October) thatwould accompany the submission ofthe proposed LGU Budget for 2008. Remember that the nature ofbudgets in the Philippines is that it is an “executive budget”—defined, analyzed, and advocated by the executive. Make surethat you do not antagonize the Sanggunian but emphasize thenew directions that your administration is taking.54

PUBLICIZE YOUR PRIORITIES AND POLICY AGENDAPublicity does not only mean landing your name and face on the papers,radio and television. You can do some small town publicity of your vision,priorities and initial activities by using billboards and posters in public areasfor you to be able to communicate your policy agenda well.Make sure that your billboards do not merely contain your face, name andmotherhood statements. Try to include your vision and policy agendasuccinctly so that your constituents would be able to understand and absorbyour message.DEVELOP COMMUNICATION SKILLS FOR ALL LEVELSIt is important to know who you are talking to. You may want to modify the wayyou speak to different types of people when you meet with them during yourfirst 100 days. Shop talk with business people is very different fromdiscussions with the regular man-on-the-road.Use buzz words and jargons only when needed and only if you know themby heart, especially when talking to NGO/CSO leaders, donor agencies,and development workers. They usually watch out for politicians whetherthey only give lip service or real appreciation to their specific advocacies.MAKE USE OF INFORMAL MEANS OF COMMUNICATION ANDBACK-CHANNELINGIt is always good to engage people and gain commitments from them throughinformal means. Remind your staff to always look for key contact persons inthe staff of political and stakeholder leaders and also brief them on youradministration’s vision, priorities and programs.55

Critical Steps for the First 100 DaysA Guide for GovernorsYou may also want to convene the SP members in a caucus where there ismore room for one-on-one dialogue. Show them that you are open to eachmember’s legislative agenda and the possibility of aligning the executiveand legislative agendas.TRY TO IMPLEMENT SOME DOABLE PROJECTSThe best way of communicating is by DOING.Check with your Budget Officer how you couldimplement some of your campaign promiseswithin the purview of the 2007 Budget (whichwas drafted and approved by theadministration you succeeded).Action TakenIn the middle of the year, many of thedevelopment projects already have programsof work and disbursements waiting. Try toalign some projects as part of your ownpriority programs. You will have enough timeto have your “pet projects” included in theBudget during the budgeting process for2008.However, make sure that you start submittingpriority legislation in accordance with thepolicy agenda that you have been articulating.ISSUE AN ACCOMPLISHMENT REPORTON YOUR FIRST 100 DAYSTreat your First 100 Days Accomplishment Report as an expanded pressrelease for wider direct distribution, not just the press. Do not put longnarratives, long messages or incomprehensible statistics. Make it asreadable by common folk as possible.56

Focus on affirming your vision and the actions that your administration hastaken to fulfill that vision. It would help to divide the report in mini-headlinesper significant milestone achieved during the first 100 days with about oneto two short paragraphs describing details of that accomplishment.Distribute the report as widely as possible. The report does not have to beprinted in glossy magazine paper in full color. The quality of printing dependson your available budget. You may just want to photocopy a readable reportto generate more copies for wider distribution. If the provincial governmenthas a widely circulating newsletter, you may use one issue of that newsletterto feature the accomplishment report.57

58Critical Steps for the First 100 DaysA Guide for Governors

AcknowledgementWe would like to extend our appreciation to the working team thatmade the completion of this publication possible—from the UPNCPAG – Center for Local and Regional Governance for thecontents and insights, to the LGA personnel who gave time andtalent to see this piece of work to print.Likewise, we recognize the various institutions particularly the localgovernment leagues, the national government agencies, theacademe and non-governmental organizations for their generosityin sharing their recommendations and inputs so that the readingmaterial would be much more understandable and useful toordinary citizens.The list will not be complete if the development partners, specificallythe Philippines Development Forum Working Group onDecentralization and Local Government are not acknowledgedbecause they are the ones who principally gave impetus to thisendeavor.Without being specific, there are still others who worked to makethis publication possible. We sincerely thank them and we areconfident that they are one with us in advocating excellent localgovernance in the Philippines.59

60Critical Steps for the First 100 DaysA Guide for Governors