Smart Cities: Harnessing the Energy of Technology in Regional Government

 Improved treasury program has been measured when it comes to the amount of moments per get of cost computed and organized for quick transfer and house taxes with additional judicial settlement, the amount of financial transactions processed, and the amount of standard bill organized and issued by the department.An functioning FMIS is measured by the response time of personnel (in minutes) in the preparation of formal bill, studies on series and remains, and record update. Performance on RPTIS is measured when it comes to the reaction time in planning tax assertion, property holding and certifications, such as for example certification (with improvement or without of improvement) of actual property.

An operating RPTIS is calculated by the number aktywny samorząd of duty affirmation and qualification issued. Done and current tax routes are measured in the phrases of how many part and barangay index maps total and updated. The Duty Mapping Division (TMD) of the Examination Model (AU) of the PATO is responsible with this activity. Reaction time on the handling of easy move, subdivision, reclassifications and classifications, re-assessment, and new declarations are the signals of an improved assessment system.

The 2nd component of the PMS plan is performance appraisal. This is a system of checking ha been implemented to be able to development on efficiency and ensure that the efficiency standards are met. This starts when the PATO supervisors (Division Chiefs) discover and formulate evaluate to tract actions within their department.The next stage is feedback whereby supervisors give their Head of Office regular and probable information strongly related how well answers are being achieved. The team chiefs of the PATO are participative in this stage. They give feedback studies usually during Team Chiefs meetings and team meetings.

The final stage in the 2nd part of the PMS plan is the conduct of efficiency review and is completed after quarterly fulfillment studies are published by the PATO Head of Office (Provincial Treasurer) to the PA. That Report is known as the Department's Efficiency Development Report (DPPR), which will be detail by detail report describing this system, challenge, and the actions of the department underneath the six KRAs with normal targets and accomplished measure of volume, quality, cost, and response time. The reporting is usually followed closely by monitoring schedules conducted by management auditors who would go down the offices and rates of the sections to help report effects, criteria of efficiency, and development towards achieving these results. Moreover, the auditors give impressions on what properly effects were reached, idea on how to improve efficiency, and directions to follow their suggestions.