Action plan – Peñalolén, Chile, 2021 – 2024

At-a-Glance

Duration

September 2024

Date Submitted

16th November 2021

Foreword(s)

The Municipality of Peñalolén has been characterized by its firm commitmentOGP commitments are promises for reform co-created by governments and civil society and submitted as part of an action plan. Commitments typically include a description of the problem, concrete action... to the pillars of transparencyAccording to OGP’s Articles of Governance, transparency occurs when “government-held information (including on activities and decisions) is open, comprehensive, timely, freely available to the pub... More, accountability, citizen participation and collaboration, and has been a promoter of innovation for constant improvement of services in order to provide a better quality of life to our neighbors. This commitment has led the Municipality of Peñalolén to be the only local government in Chile to participate in OGP Local, which constitutes a window of opportunity to deepen and consolidate the work of our institution in these matters.

In our First OGP Action Plan, we seek to relieve the public management paradigm that the Open Government pillars incorporate to the administration of our Municipality, in order to progressively install the value of people-based management. At the same time, we want to optimally develop the policy commitments that emerged from the citizens, in order to exemplify the action potential of Open Government.

The body in charge of leading the process of co-creation and monitoring of the commitments adopted in this Action Plan is the Department of Control and Open Government, together with the Department of Citizen Participation of the Directorate of Community Development.

Some of the objectives of this Action Plan are:

• To develop effective public policies in response to the needs prioritized by citizens.
• Institutionalize the pillars of Open Government in a cross-cutting manner, in the various departments that make up the Municipality of Peñalolén.
• Implement a continuous improvement plan of the policies and services that the Municipality provides to the community.
• To become a benchmark for Open Government at the local level in Chile, in order to share experiences and promote the public value as the central axis of management.
• Learn from the diverse realities that coexist through the organization of OGP.

Open Government Challenges, Opportunities and Strategic Vision

This subsection details the Open Government Strategic Vision in your local area that should guide the commitments for the action plan period.

What is the long-term vision for open government in your context and jurisdiction?

The process of co-creation of the Action Plan has been significant in terms of the learning and challenges that our institution has ahead. In this regard, we have identified four central axes, which constitute our strategic vision.

1. A transparent and accountable municipal management before its neighbors: Incorporate new management mechanisms that facilitate the provision of services in a timely and transparent manner. We must rethink how public problems are defined and at the same time incorporate new solutions to the public task, since it constitutes today, a necessary condition to improve the services provided.
2. Citizen participation: In terms of participation, our vision includes two elements. Promote the active involvement of citizens and their incidence in the management of public affairs. The second element aims to consolidate the Municipality as a reference in innovation and participatory management, through the review and continuous improvement of our participation processes.
3. Build a collective conscience:  We want to promote that, although the work of public institutions is relevant, so is that of civil society, in order to generate a cultural change that places the value of solidarity, collaboration and sustainability at the center of our action.
4. A policy of alliances: Share the various lessons learned from the process of inclusionOGP participating governments are working to create governments that truly serve all people. Commitments in this area may address persons with disabilities, women and girls, lesbian, gay, bisexual, tr... More in OGP Local with the subnational governments of our country, in order to build collaboratively in this area.

What are the achievements in open government to date (for example, recent open government reforms)?

• Incorporation of a unit in the organizational structure, formalizing name and functions related to Open Government in the Directorate of Control and Open Government.
• Inclusion of the Open Government axes in the Development Plan Communal (PLADECO 2018-2025).
• Participation in the “Open Municipalities” Program (TRIBU Foundation and Konrad Adenauer Foundation, 2020).
• Training process for municipal officials in Open Government 2020-2021
• Systematization of good Open Government practices.
• Organization of International Seminar “Open Government and Governance” 2018.
• Partner in International Cooperation Project “Mirada Ciudadana la buena Gobernanza en Municipios del Mercosur” (2017-2020).
• Participation of Peñalolén in Chile’s Third OGP Action Plan: Commitment to create a Municipal Open Government Model (GAM) 2016-2018.

What are the current challenges/areas for improvement in open government that the jurisdiction wishes to tackle?

The pillars of Open Government that support our Action Plan are, in the first instance, transparency and accountability, where we appreciate a potential for improvement, regarding the possibility that citizens can follow up and individualize the responsibilities in the Municipality action. Likewise, in relation promote access to information and accountability, it’s a challenge for our institution to talk in a clear language for the people, in order to guarantee the participation in public matters.

Another relevant axis for our organization is to implement public innovation in a transversal way, with the aim of improving management and participation processes.

Finally, the pillar of participation and collaboration is one of the current challenges of public management. Where there is growing distance of citizenship with the political institutions. In this regard, each of our commitments incorporates this element to gradually remedy this situation.

What are the medium-term open government goals that the government wants to achieve?

In accordance with our long-term vision, we consider the following medium-term objectives:

• Gather information for to know and prioritize the needs of citizens.
• Implement a bottom-up work plan.
• Develop initiatives that contribute to the human capital of our community.
• Participate in inter-institutional collaboration instances to promote the values of Open Government in the administration of the State.

How does this action plan contribute to achieve the Open Government Strategic Vision?

The First Action Plan of the Municipality of Peñalolén and the Strategic Vision are the conclusion of the co-creation processCollaboration between government, civil society and other stakeholders (e.g., citizens, academics, private sector) is at the heart of the OGP process. Participating governments must ensure that a dive... initiated for the construction of OGP public policy commitments. This process revealed, on the one hand, the interests of the community, but also revealed the need to deepen the links that our institution has with civil society. Thus, our Action Plan has objectives synchronous with the Vision, which are reflected in addressing issues from a territorial approach; gathering accurate information to respond to the needs of the community; and promoting sustainable development through co-responsibility and collaboration with civil society.

How does the open government strategic vision contribute to the accomplishment of the current administration’s overall policy goals?

The issues proposed in the Citizen Dialogues are issues that were in the Communal Development Plan (PLADECO). In political terms, the administration has prioritized innovation and the constant improvement of services in the Institution’s Mission. At the same time, citizen participation and sustainability have been a hallmark of the management of the highest authority of the commune. Finally, collaboration with other public institutions and the creation of a policy of alliances has a history in the Municipality of Peñalolén, where the administration has proposed as an objective to lead learning instances that contribute to the improvement of services from the local to the national level.

Engagement and Coordination in the Open Government Strategic Vision and OGP Action Plan

Please list the lead institutions responsible for the implementation of this OGP action plan.

• Directorate of Control and Open Government
• Department of Citizen Participation
• Municipal Administration

What kind of institutional arrangements are in place to coordinate between government agencies and departments to implement the OGP action plan?

• The incorporation to OGP was formalized, with the agreement of the Municipal Council, assuming the obligations that this entails.
• Associated costs in Open Government commitments will be considered in the municipal budget.
• Action Plan commitments will be included in the annual management goals.
• Formalize implementation of the Action Plan through decree or other institutional arrangement.
• Institutionalize internal and external monitoring for fulfillment Open Government commitments

What kind of spaces have you used or created to enable the collaboration between government and civil society in the co-creation and implementation of this action plan? Mention both offline and online spaces.

The co-creation process with the community had three phases: Citizen Dialogues, a deliberative instance where residents expressed their needs and concerns, to then prioritize and co-create proposals.

Subsequently, the OGP team systematized the information and with the technical support of the municipal units, 11 policy commitments were formulated.

With the commitments developed a citizen consultation and voting process was started that lasted 11 days through a web platform.

The process was carried out through the following tools:

• Voting platforms
• Virtual meetings (Dialogues with citizens)
• Institution’s social networks
• Community newspaper
• Diffusion in macro sectors

What measures did you take to ensure diversity of representation (including vulnerable or marginalized populations) in these spaces?

The spaces intended for the co-creation of the Action Plan were massively disseminated throughout the community, so as to ensure free access to this instance. In particular, with respect to vulnerable or marginalized groups, meetings were held with a focus on inclusion, according to themes: genderOGP participating governments are bringing gender perspectives to popular policy areas, ensuring diversity in participatory processes, and specifically targeting gender gaps in policies to address gov... More, sexual diversity, people with disabilitiesA government is not open unless it is accessible to all, and governments are working to ensure people with disabilities are afforded equitable services and opportunities to participate. Technical spec..., indigenous peoples and the elderly, in order to assure a safe space in the realization of the dialogues.

Who participated in these spaces?

• Migrant communities
• Social Actors
• Women
• Older Adults
• Children and adolescents
• YouthRecognizing that investing in youth means investing in a better future, OGP participating governments are creating meaningful opportunities for youth to participate in government processes. Technical ... More
• Indigenous Peoples
• People with disabilities
• Gender and sexual diversity

How many groups participated in these spaces?

24

How many public-facing meetings were held in the co-creation process?

11

How will government and non-governmental stakeholders continue to collaborate through the implementation of the action plan?

The actors who participated in the co-creation of the First Action Plan of the Municipality of Peñalolén, will be able to continue collaborating in this instance through constant monitoring of the initiatives that are carried out, in order to have a social accountabilityTransparency of public service delivery is not enough on its own; giving citizens opportunities to monitor progress on the ground and hold their governments accountable improves the quality of these s.... On the other hand, the commitments adopted in the Action Plan contemplate the incorporation of participatory instances that will allow all interested actors to continue co-building with the Municipality.

Please describe the independent Monitoring Body you have identified for this plan.

The monitoring entity is José Hernández Bonivento, PhD in Political Science and Administration, and Associate Professor at the Faculty of Economics and Administrative Sciences, Universidad Austral de Chile. Mr. Hernández Bonivento is an expert in Open Government; Principal Researcher at GIGAPP (Research Group on Government, Administration and Public Policy); former Director of the Chilean Institute of Municipal Studies (ICHEM) and served for 7 years as IRM Researcher at OGP Colombia.

Provide the contact details for the independent monitoring body.

TBD

What types of activities will you have in place to discuss progress on commitments with stakeholders?

The progress of the implementation of commitments can be consulted through the web page https://gobiernoabierto.penalolen.cl/ and through the email gobiernoabierto@penalolen.cl, without prejudice to the formal channels of attention of the Municipality (OIRS in person and digital; transparency portal).

How will you regularly check in on progress with implementing agencies?

Based on the milestones and the quarterly reports that we must prepare, we consider having meetings at least once a month with the responsible units.

How will you share the results of your monitoring efforts with the public?

The monitoring results will be shared through the website https://gobiernoabierto.penalolen.cl/.

Endorsement from Non-Governmental Stakeholders

• Julia Retamal, Vice President, Civil Society Council
• Teresa Toro, Representative, Community Security Council
• Camila Salas, Representative, “Active” Mobilizes Youth
• María José Fuentes, Representative, “Active” Mobilizes Youth
• Isidora Hormazábal, Representative, Community Union of Neighborhood Councils
• Mónica Cuello, President, Friends of the Elderly Club
• Marcela Díaz, Representative, Association of Officials:
• David Santander, Representative, Association of Municipal Employees of Peñalolén
• Michel Figueroa, Representative, Transparent Chile
• Nicolás del Solar, Representative, Twelve Citizen Foundation

LETTER-OF-APPLICATION.docx