A Guidebook on Capacity Development Agenda Formulation

More documents

Recommendations

Info

12DILG and LGA as Knowledge-Centric Organizations:Synergy, Convergence and InnovationThe support of the Department of theInterior and Local Government (DILG) tothe local government sector hasconsiderably evolved over the last few years. Theoverall common thread, however, has been one ofDILG taking a stronger leadership role in thecoordination of issues affecting local governancewith a general shift from regulation andsupervision to coordination and facilitation. Infulfilling its mandate as a catalyst for excellencein local governance, DILG has been practicingKnowledge Management through its numerousinitiatives without necessarily labeling it as such.The use of LGU performance data, theidentification, documentation and replication ofexemplary practices, the enhancement of localplanning system based on the feedback andexperiences of local governments and otherstakeholders, the establishment of the LocalGovernance Resource Centers (LGRCs) across thecountry, and the convergence and synergy of localgovernance initiatives within the DILG and withother national government agencies are allexamples of KM in action. As the training arm ofDILG and the National Local Governance NationalResource Center (LGNRC), the Local GovernmentAcademy (LGA) is a knowledge hub as it plays alead role in building capacity developmentprograms and strategies for local governments andDILG personnel.KM is a way of doing things. DILG as anorganization effectively integrating KM in itsoperations becomes a Knowledge CentricOrganization (KCO), one that values people andthe organized use of existing experience andinformation to reach its goals. Ultimately, KM isnot exclusively about tools and technology butabout people and what they can and want to dowith their knowledge. KM is also a mindset thatin anchored on a culture of learning andknowledge sharing where there is no monopoly of
1Managing Knowledge for ImprovedPerformance in Local Governance13Figure 2Convergence in DILG Operations*knowledge and people are recognizedfor the value of their own contributionsand encouraged to share and utilizeknowledge. With KM as a strategy, DILGis building convergence and synergy inits operations to maximize itscontribution to the local governmentsector. Figure 2 illustrates how thenotion of KM is central to DILGoperations as well as how many DILGfunctions and programsrelate to each otherand can be situated ina yearly cycle of interdependence.ValuesCulture of PerformanceParticipatory ProcessesStrategic LeadershipQUALITYSERVICESDELIVERYPARTICIPATORYPROCESSESPartnerships& ResourceProgramsManagementLGU Performance ManagementCapacity DevelopmentReplicationAdvocacy & Public EducationDevelopment PlanningLocal Governance Resource CenterPerformanceManagementCULTURE OFPERFORMANCESTRONGENABLINGENVIRONMENTINNOVATION& LEARNINGLEADERSHIPStrategic FunctionsPerformance ManagementPolicy & LGU OversightPartnership &ResourceManagementPolicy & LGUOversight Key ContributionsExcellence in LocalGovernanceInnovation and LearningQuality and Effective Service DeliveryStrengthened Local GovernanceEnabling Environment*SOURCE: Philippines-Canada Local Government Support Program Phase II (LGSP II), Sustaining theGains of LGSP’s Support to the DILG and Partners, August 2006, Pasig City, Philippines
Page 1: (2010 Revised Edition)
Page 5: ContentsForewordPrefaceAcronyms1234
Page 9 and 10: 1NanManaging Knowledge for Improved
Page 11: 1Managing Knowledge for ImprovedPer
Page 15 and 16: 1Managing Knowledge for ImprovedPer
Page 17 and 18: 1Managing Knowledge for ImprovedPer
Page 19: 1Managing Knowledge for ImprovedPer
Page 22 and 23: 22Capacity Development DefinedWhat
Page 24 and 25: 24New Ways of Thinking on Capacity
Page 26 and 27: 26In undertaking the process of cap
Page 28 and 29: 28The Role of DILG Local Government
Page 31: 7 Steps in Capacity Development Age
Page 34 and 35: 34There is no “one way” to form
Page 36 and 37: 36Form No. 3 correlates existingCDP
Page 38 and 39: 38Step 3Undertake analysis of theid
Page 40 and 41: 40Step 4 Formulate the Competency O
Page 42 and 43: 42Developing Core Competency Object
Page 44 and 45: 44Step 5Prioritize gaps for Capacit
Page 46 and 47: 46Step 6Develop the Capacity Develo
Page 48: 48Remember, capacity development is
Page 52: 52or any local capacity development

A Guidebook on Capacity Development Agenda Formulation

Create successful ePaper yourself

Delete template?

Save as template?