The Public Employment Service Office is responsible for implementing labor market programs to promote full employment and equality of employment services. This study assessed the level of implementation of the services of the public employment service office of a component city in the areas of local employment in terms of labor market information, referral and placement, career and employment coaching, provision of livelihood and employment programs, and special employment in terms of reintegration assistance, employability enhancement, pre-employment counseling, and other services as assessed by local and overseas jobseekers and local business and overseas employment agencies. It also investigated the challenges encountered by the respondents in availing these services. This descriptive-comparative study used a researcher-made survey instrument administered to randomly selected local and overseas job seekers and local and overseas business and employment agencies. Using descriptive and inferential analyses, the study yielded a very high level of implementation which implies that the services by the PESO promoted job generation and addressed unemployment although, a significant difference was revealed in the implementation of labor market information and self-employment programs and services. The study recommended the enactment of local laws to enhance employment facilitation.
Tax revenue from local sources constitutes a major source of income for local government units. In the ASEAN, revenues suffered a sharp downturn, due to the pandemic. In the Philippines, the slowdown in economic activities increased unemployment and decreased local revenues. This study determined the extent of implementation of revenue generation programs in cities for the fiscal years 2019-2020 as assessed by 312 implementers and 411 stakeholders. It also assessed the effectiveness of the collection strategies employed and investigated the challenges encountered as well as best practices in implementing revenue generation programs. Using descriptive analysis, the results revealed that the implementation of the revenue generation program is to a great extent. Collection strategies employed were found effective. Three groups of challenges emerged; challenges common to treasurers and assessors, for assessors and challenges for treasurers. The best practice recommended is adopting the electronic payment system. Implementation of revenue-generation programs using effective collection strategies results in self-reliant cities.
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