kaban galing - front cover - galing pook

The next strategy was direct contact with the people though dialogue
and involving them in the planning of projects. Initiating consultations
with stakeholders, a set of programs was finalized and pursued under
the TULAY, establishing links with institutions as partners in development,
such as the University of Southern Mindanao.
Management by Example
The management process that the experience of Kabacan shows is
that a very strong proactive role was played by the Mayor at the center
of things; at the front when moving forward in a particular direction; pushing
from behind or supporting from the side. Always leading by example.
Central to her management style was demonstrating that she demanded
much from herself, and put all her strength and time to the task at hand.
Then she demanded the same dedication from the personnel around
her. All were given personality and capacity development, taught
procedures for monitoring and evaluating work of different sections. Then
came the clusters of stakeholders forming working groups around a
concern they would turn into a program. Everyone in the community was
made to feel part of the whole endeavor of TULAY. The mayor showed
that her government is for everyone and will not favor anyone over others
or at the expense of others.
Transparency and accountability was encouraged through the
publication of the Kagapayan magazine, which provides an update on
the activities in the community and contains the municipal treasurer’s
report for all residents to inspect. Increased awareness of the people
about the projects has encouraged not only transparency and
accountability, but also participation and pride of the residents in their
community.
The accomplishments of Kabacan resulted from a clear
understanding of the problems being faced by the community and careful
planning of activities to ensure benefit for all residents of the municipality.
It also hinged on the determination and strong political will on the part of
the local chief executive, as well as the turnaround of the previously
complacent bureaucracy.
Bridges for Peace and Development 37