Halos kasabay kan bush and forest fires na nangyayari sa mga banwaan kan Manito, Rapu-rapu asin Bacacay iyo man an pagluwas kan Competitiveness Ranking kan mga siyudad asin municipalidades kan Pilipinas. Maski dagos-dagos an pag-omaw ni Gobernador Joey Salceda sa Polangui sa pagiging numero-15 sa ranking, dai kaini natabunan ang pagdakula kan mga huring-huding lalo na sa social media na pinapadusahan na an Albay sa mga gibo-gibo kan mga lokal na opisyal kaini kaiba na an mga lideres kan mga munisipyo asin mga siyudad. Minaluwas kaya sa ranking na wara sa top-10 an mga munisipyo asin siyudad kan Albay.
An Competitiveness Ranking sa paagi kan Cities and Municipalities Competitiveness Index (CMCI) iyo an ginibo kan National Competitiveness Council para maaraman arin o anung mga siyudad asin banwaan an maaapod na competitive asin makatabang sa publiko asin pribadong sektor sa pag-aram saen an mga lugar na maray magnegosyo, gurano kadali maki-transaksyon sa mga lokal na gobyerno para sa pag-laag nin negosyo, asin gurano an gastos sa pag-aayos kan mga papeles para sa sarong negosyo.
An CMCI sinusukol base sa 28 indicators na ginu-grupo sa tulo: economic dynamism, government efficiency, and infrastructure. An mga score tino-total asin an overall score iyo an ginigibong basehan sa pag-ranggo kan mga LGU. (An mga detalye sa CMCI makukua sa website kan National Competitive Council.)
Base sa ranking, ika 3 an Naga City sa bilog na nasyon na may total na score na 49.08. Numero 1 an Naga sa government efficiency asin ika-4 ini sa economic dynamism. Ika-17 an Iriga City na may score na 38.92 samantalang an ika-23 an Legazpi na may score na 37.46.
An mga siyudad nin Masbate asin Sorsogon ika 112 asin 113 an mga ranggo.
Sa bilog na nasyon, 136 an bilang kan mga siyudad na kaiba sa ranking.
Naga City Councilor Joseling Tuason is partly correct to say that “more than the political concessions that might be accorded those public figures who are pursuing or resisting the partition, there are grave social and economic restructuring of the entire setup and existing status of Camarines Sur if any changes occur.”
Proponents of the division, for instance, advance the ideas that: (1) there will be an increase in terms of internal revenue allocation (IRA) for the new Camarines Sur and Nueva Camarines, (2) there will be an increase in employment because new positions will be created should there be an additional province, (3) there will be more infrastructure and capability to construct the same, and (4) there will be a more focused attention to constituents and development due to smaller area and population to attend to.
The Albay Electric Cooperative (Aleco) is once again flashing its distress signal – threats of brownouts. Calls mounted for the resignation of the members of the Aleco Board their inefficiency to curb the growing debt of the electric cooperative (EC) which is now pegged at P3.2 billion. Will Aleco never get out of its mess?
Reductionism states that since the problem of Aleco is its debts, the simplest solution is to pay the same. To do that, the public utility must be efficient in its operations, a task that lies in the hands of the general manager. If efficiency is not attained, then the general manager should be replaced.
Because of this simplistic approach, Aleco replaced its general managers 12 times since its organization in 1991. This is as opposed to good performing electric EC’s like Bohol Electric Cooperative-I with only 5 general managers since 1971, and the Cebu Electric Cooperative III with only 3 general managers since 1979. The collection efficiency of these coops is 100% while systems losses range between 7%-10% only. Aleco, meanwhile, has an average collection efficiency rate of 88% and an average systems loss of 25%.
Of course, it can be said that the turnover of general managers is a function of their qualifications and ability. Poor general managers need to be replaced while performing ones need to be retained. But hiring a general manager for six months or one year, though, is a different story as the said period may not be enough to develop and implement a plan or sustain a program that is supposed to address the electric utility’s woes. Second, even if the general managers hired are highly competent, managing Aleco will be very tough because as the study conducted by the consulting team organized with the aid of Catholic Bishop Jose Sorra in 2003, the electric coop’s financial situation and technical capabilities are not sufficient to provide the electricity requirements of Aleco for the year 2004 and onwards. In a simple terms, the solution to Aleco’s woes will not be solved by simply replacing its managers.