Tuesday, April 12, 2011

Training Under Ateneo School of Government Blog 6

February 21 2011 - February 24 2011

This week we were assigned to add inputs on the ILO reserach. The following are some of revision we did for the paper.

Assessing Capacities and Training Needs of LGUs on Local Economic Development (LED): An Assessment of Four Provinces in the Philippines

Background of the Study

The foundation of LED emanates from many academic disciplines. Economics, business administration, public administration, political science, sociology and psychology have all contributed to the study of LED. Various principles amongst the disciplines have merged to form LED as a result. The classical disciplinal foundations from a business development perspective as executed within public spheres has now to contend with virtues of democracy such as public service vis-à-vis the managerialism that has captured the 1990s. Further, under an era of continuing fiscal constraint, the roles of the public servant has expanded and fused to form the corporate functioning in public service organizations (Javier, 2010), particularly, the LGUs in the Philippines.

A person’s perception of LED depends on the target end-result of the implementer. Some LED initiatives are specifically designed to directly help the impoverished sections of the community, while some create support for economic growth in the municipality, city, or province. There are many forms of LED initiatives. It could be a (1) supporting micro enterprises, (2) supporting small business development, (3) skill training, (4) infrastructure development (for encouraging local and foreign businesses to invest), or simply (5) in form of municipal services, such as transportation or education, which support LED (Australia South Africa Local Governance Partnership, n.d.).

In actuality, though LED comes with various forms, it depends on the emergent needs of the community. But one thing common to LED is the proof that success relies on partnerships among public, private, non-government organizations (NGOs), and other stakeholders which work together to impose economic change.
Basically, LGUs have a corporate nature. They build networks with a variety of public and private agencies to strategize, prepare, and apply custom-designed policies to increase the economic interests of the community (Ashbacher, 2005). By definition, networks are structures of interplay among multiple organizations, in which one unit is not merely the formal subordinate of a higher entity. The link between the LGU and its corporate network is held together by forces like exchange relations and coalitions based on common goals.

The White Paper on Local Government (1998) proposes the notion of a “developmental local government.” It says that to be such, local governments must be “committed to working with citizens and groups within the community to find sustainable ways to meet their social, economic and material needs, and improve the quality of their lives.”

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