(Focused on continuous development and growth of employees Linked to performance to Yield excellent public service.)


This is a Finalist in the Government Best Practice Recognition Awards


City Government of Zamboanga Learning and Development System (Focused on continuous development and growth of employees Linked to performance to Yield excellent public service)


City Government of Zamboanga

Best practice Focus Area(s)

Human Resource Development, Human Resource Engagement

Year Implemented



As the primary agency responsible for the professionalism, development, and empowerment of the City Government’s human resource, the City Human Resource Management Office (CHRMO) established the CGZ Learning and Development system dubbed as FLY. It aims to address the competency gaps of the employees to efficiently and effectively deliver services. The CHRMO’s mission: “to be the strategic partner of all departments in attaining the LGU’s goals through excellent human resource services delivered by a professional, accountable and empowered workforce wholly committed to quality customer service”— is also translated in the activities included in the CGZ L&D System.

Background and Problem

Before 2015, the CGZ employees attended external training only. With a large number of employees but limited funds, only a few employees could avail of such training. The CHRMO also does not comply with the CSC’s PRIME-HRM mandate of giving one (1) development intervention per employee per year.  External training attended by the  employees also does not respond to the specific needs/mandates of the different departments of  the CGZ. 

With the establishment of the L&D system, more opportunities for growth and development for a bigger number of employees were created. It is the thrust of the CGZ to: 1. Ensure that all employees are provided with access to and receive the training necessary for the development of the skills, knowledge, abilities, and attitudes related to their jobs; 2. Ensure that training programs aim at the full development and utilization of the employees’ potential;  3. Ultimately, create a culture of learning in the CGZ to achieve the CGZ’s vision, mission, and goals.

Based on the CGZ’s  current condition, FLY aims to create a culture of learning in the CGZ. To achieve it, relevant inputs (materials, speakers, etc) must be prepared to be able to do the activities. These activities include the conduct of training and other development interventions to employees after which monitoring and evaluation are done. The tangible outputs of the interventions done can be measured in terms of the number of participants trained and the number of seminars/workshops/training conducted. These outputs are now translated into intangible outcomes: increased knowledge and skills of employees and improved behavior/attitude.

Solution and Impact

These development interventions impact all the employees of the City Government of Zamboanga. The results of these interventions also greatly affect the kind of service that is being delivered to the public/customers as a whole. 

FLY – high, defined as “the act to flourish or have much success,” aptly captures the features of the CGZ L&D System:  (Focused on continuous development and growth of employees,   Linked to performance to   Yield excellent public service)

Though it was not dubbed as “FLY” yet, several development interventions were already conducted by the CHRMO since 2015.  Initiated by Dr. Jane Bascar, City Human Resource Management Officer, it was an adoption of the existing L&D activities given by different L&D institutions (CSC, DAP, etc). It was modified to cater to  specific needs of the employees of the CGZ.

The FLY acronym was developed for easy recall of the distinct features of the CGZ L&D System. 

  • F for Focus on continuous development and growth of employees. The L&D system’s main goal is the continuous professional and personal growth and development of all employees. All the activities that fall into it are guided by this principle. 
  • L is for Linked to performance to L&D needs are identified through learning needs assessment and also through the OPCR and IPCR. Activities included in the L&D system aim to address the gaps in the key performance areas of all employees.
  • Y is for Yield excellent public service. The ultimate goal of the L&D system is for the delivery of excellent public service. 

Before 2016, the CHRMO implements In-house training through funding of the CGZ’s Gender and Development unit, which is limited as the GAD budget is also intended for other purposes. In 2016, the CHRMO requested a budget intended for the implementation of the In-house training to cater to the development needs of the employees. This resulted in an increase in the  knowledge and skills of employees, which in turn, were applied in their respective jobs. For the past 4 years that these in-house training programs  have been implemented, a remarkable change in the CGZ culture is seen: the eagerness of employees to attend training programs; improvement of systems and evident improvement in  the employees’ satisfaction and morale.


  • Increased knowledge/skills and improved overall behavior/attitude of employees.
  • Establishment of different systems and committees: (a.) G.E.T.S. Program- (Greet.Eye Contact. Thank You. Smile) Customer Service Program of the CGZ in line with the numerous Training on Customer Service; (b.) Uniform Format in Communication Writing- after conducting the Seminar on Technical Writing and Effective Communication; (c.) CGZ 5S  Program for Good housekeeping- after conducting Seminar on 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke);(d.) OSH Committee- after conducting the Seminar on Occupational Health and Safety in the Workplace; (e.) SWOT Analysis and Strategic Plan- after conducting a yearly Strategic Planning Workshop
  • Established partnerships with accredited and well-renowned speakers.