Institutional Strengthening

INSTITUTIONAL STRENGTHENING

"Through increased capacities, we improve performance; thereafter, we deliver the expected and needed results."

      Our first strategy of Institutional Strengthening recognizes the existence of a rapidly globalizing economy which requires us to contend with the ever increasing need to enhance its capacities and capabilities, if ever we intend to be continuously relevant to government.  Hence, we aim to develop and implement an appropriate management information system composed of two core competencies -- the full-blown computerization of our operations and the installation of more efficient communication systems for speedy information exchange and facilitation of transactions.  Over and above these, we are giving credence to the fundamental need for values orientation and intensive training, not only to fully utilize whatever technological upgrading is delivered to us, but more importantly, to render what is expected and what are the needed results from the Board as a liquidating agency.  We shall take on to make known our efforts by initiating public awareness of our agency's nature, mandate and activities through our website, and by printing our brochure, and newsletter, hopefully on a regular basis.   We will have an official hymn for the Board to instill deeper pride and dignity among our personnel and to be able to project this to other government entities, the general public and to our particular clients.

INCREASED PROFITABILITY

"We should reinvent ourselves to conform to the needs of the competitive times through improved, value-added, revenue-generating services."

      We are mindful of our relatively weak financial standing insofar as collections and remittances to the National Government are concerned.  Thus, our second strategy of Increasing Profitability bids us to calibrate by conforming to the needs of our competitive times through improved and value-adding non-revenue and revenue-generating services.  Consequently, we intend to comprehensively upgrade our census-inventory of assets and clientele and enable its storage into a more manageable, time-saving and effort-reducing database.  By reducing relevant data and information into "modules" and fully integrating the same into a "modular" database inter-linked with its several offices, its operating units with administrative and finance support service units, it is hoped that our gathering, storage and retrieval of data and output information will become easier, less time-consuming, its management less overwhelming, and hopefully, less accessible to graft.  Akin to this is also the resolve to improve our current billing and collection system for all assets within our agency's disposal.  In addition to these, we expect to regularize our contributions to the National Treasury through the necessary acquisition and liquidation of more assets from abolished government agencies and government owned and controlled corporations.  The Board also plans to promote wiser utilization of resources by prioritizing expenses, especially with respect to reducing rental and storage costs and payment for unessential services and utilities.  This will be done in order to put more financial premium to more technical skills training and the procurement of much needed logistics such as computers, office equipment, and all-terrain vehicles for use in the Board's field operations especially in Mindanao.

ORGANIZATIONAL CONSOLIDATION

"We should study our current organizational set-up, explore the possibility of implementing a strategic re-organization geared towards the prospect of merging with and/or absorbing other similar government agencies."

      Our third strategy of Organizational Consolidation results from the instability caused by a relatively obscure organizational set-up, current manpower dearth, and operative belt-tightening measures that include hiring restrictions.  Accordingly, we should study our current organizational set-up and staffing pattern towards implementing a strategic re-organization geared towards the prospect of transforming the agency into what it should be -- the premier government liquidating agency.  As part of consolidating the organization towards more rational, revenue-generating and income-remitting ends, we shall ensure that policies and procedures are attuned with its own and the needs of its invaluable clientele -- its land occupants, various end-users and possible property buyers or takers.  As such, we shall look into current policies related to property disposal to guarantee proper appraisal, pricing, lesser processing time, on-time payments and in general, lessen bureaucratic red tape.  To complement these, the Board requires that the agency has the right people necessary to carry out its mandate, mission and vision.  Thus, relevant provision for training must be met and that administrative, financial and operational management systems be further improved and executed.  We shall also review productivity incentives, commonly given in monetary form, to possibly include scholarship grants.  Increasing the relatively low wages of personnel also needs to be considered, given the fact that government wages have become uncompetitive and have also been observed to hamper the recruitment of qualified personnel coming from outside.