A MESSAGE FROM THE CITY MAYOR

With great pride, I present to you our City’s accomplishment for the year 2010. This is a living testament to our collective efforts towards achieving a vibrant city that is globally competitive, with an ecologically balanced environment, governed by results-oriented leaders and home to an empowered Antipolenos.

Thus, this 2010 Annual Accomplishment Report highlighted the strengths of our City in the four areas of governance: administrative, social, economic and environment. Also included in this Report are the three Fundamentals of Governance, namely: transparency, participation and accountability, which showed how our City valued these essential elements of good governance. Just like the previous year’s Accomplishment Report, this 2010 Report used the Local Governance Performance Management System (LGPMS) to measure our performance.

Through the LGPMS, we were able to generate information in the form of an electronic report called the State of Local Governance Performance Report (e-SLRG), Financial Performance Report, and the State of Local Development Report (e-SLDR). Reflected in these electronic reports are our implemented PPAs which have become significant indicators of our performance in the five development sectors.

As we continue our journey towards more progressive years ahead, my Administration is committed to continue the delivery of quality public services to my fellow Antipolenos.
Thus, the NILO CARES Program is the embodiment of timely and responsive development strategies that will address both my commitment to serve our people as well as improve the delivery of essential services where they are found wanting.

Let us all face the challenges ahead of us and work harder to achieve our vision for our dear City. Collectively, we can make Antipolo City a better place for the generations to come.
Mabuhay ang Lungsod ng Antipolo!

A MESSAGE FROM THE CITY VICE MAYOR

Greetings to my fellow Antipoleños!

The year 2010 was eventful as it gave us our new mandate to serve our fellow Antipoleños. On behalf of the Sangguniang Panlungsod, I commend the Department/Program Heads and all the other City Government employees, as well as our development partners from the private sector, for making it possible to achieve what are expected of us in the name of public service. This 2010 Annual Accomplishment report serves as a qualitative proof of what we have collectively worked together and a reference to what we still have to do to improve the quality of our public service delivery.

We, as Sangguniang Panlungsod members, are committed to enact responsive legislated measures will serve as mechanisms for the implementation of the various programs and projects which the City  Government is mandated to perform for  the general welfare of the Antipoleños.

Let this be an assurance that, as the Antipoleños aspire for a better quality of life, the City Government will provide the necessary programs and projects that will have pump priming effect in their lives. Through an active partnership and among the Antipoleños, development partners and the City Government let us all face the future with bright hopes that we can surely achieve the highest quality of living and public service in Antipolo City.

Again, congratulations!

Mabuhay po tayong lahat!

This year’s accomplishment report deviates from the usual presentation and utilized the LGPMS in presenting the accomplishment per sector vis a vis the results generated by the system. The accomplishment describes at the minimum the obtaining capacity level and the factors and circumstances that bear upon it. There are three (3) reports generated by the system that will be discussed part by part in this accomplishment report: Electronic-State of Local Governance Performance Report (e-SLGPR); the Electronic-State of Local Development Report (e-SLDR) and the Electronic-State of Local Performance Financial Report (E-SLPFR).

The 2010 Annual Accomplishment Report of Antipolo City used the Local Governance Performance Management System (LGPMS) to measure the City’s performance in the four areas of governance namely, administrative, social, economic and environment. Also included in the assessment are the three Fundamentals of Governance, namely:  transparency, participation and accountability that showed how the City valued these essential elements of good governance. Through the LGPMS, electronic reports were generated such as the State of Local Governance Performance Report (e-SLRG) and the Financial Performance Report.

The State of Local Governance Performance presents the inputs to the development of the City most of which are institutional in nature. The development of said institutions has a significant bearing in the improvement of the delivery of public services hence, should be a continuing agenda of the City Government. Ultimately, any improvement in the capability of the existing institutions contributes to the quality of public service delivery that trickles down to a better quality of life of Antipoleños.

1. ADMINISTRATIVE GOVERNANCE

The City Government performed excellently in service areas namely Development Planning, Customer Service – Civil Applications, and Human Resource Management and Development.

In the service area of Development Planning, the City Development Council (CDC) composed of elective officials and technical people that includes the private sector, has been in active collaboration with stakeholders for the planning aspect of the City’s development. The CDC has issued Resolutions endorsing for adoption by the SangguniangPanlungsod the City’s Comprehensive Development Plan (CDP) and the Comprehensive Land Use Plan (CLUP) through Resolutions Nos. 001-2010 and 002-2010, respectively. With the adoption of the CDP and the CLUP by the SangguniangPanlungsod through City Resolutions No. 2010-176 and 2010-177, respectively, Antipolo City has already been equipped with the necessary frameworks for its public/private sector investments as well as the direction of its growth areas. During the updating of the CDP and CLUP, it was already evident that the necessary structures, consultative process and planning databases to facilitate the process of updating are already in place. The active participation of NGOs and representatives of the private sector made the development planning process more participatory as provided for under the Local Government Code.

Similarly, the City Government had an excellent performance in Customer Service – Civil Application.  The seamless delivery and ease in obtaining frontline services contributed to the City’s excellent performance in this regard. Worthy of mention was the adoption of the Citizen’s Charter through City Resolution 2009-212 which has been in full force and effect since July 2009.

The Human Resource Management of the City also got an excellent rating in 2010 with its continuing implementation of capacity development programs for its employees through seminars, workshops and other training modes.  Some of the capability building activities undertaken by the HRMO are the following:

The two writeshops were conducted to help participants improve their professionalism through right, timely and effective writing. It also aims to improve participants’ skills in written communication.

With the very successful conduct of the 1st Employees Inter-Color Sports, the City Government held its 2nd Employees Inter-Color Sports Festival on April 17, 2010 composed of sixteen (16) teams, the purpose of which was to strengthen camaraderie, cooperation and sportsmanship among employees.

The relatively high rating for the City’s Local Legislation can be ascribed to several factors. First, the City’s legislative agenda has been in place since 2007. Second, legislative tracking was already computerized that makes data retrieval easier and faster. Third, the enactment of the Legislative Backstopping Committee in 2009 through City Ordinance 2009-357 was also an important factor.  All these elements had significant contribution to the accomplishment of the City Government in 2010. In addition to those previously mentioned factors, it is also worthy to note that the City Government has enacted the Health and Sanitation Code as well as the Gender and Development Code. However, it has yet to update its Revenue Code that is crucial in the economic development of the City.

Peace, Security and Disaster Management got the least rating among the service areas under Social Governance. Though efforts have been made to ensure peace, security and disaster management, much more is needed to be done by the City Government. There is a need to consider factors that will help improve the City’s performance in this area such as strengthening the Peace and Order Council. The Local Council for the Protection of Children, though organized, needs to be strengthened too. The City Government though has ensured the provision of annual financial support to peace and order, and public safety measures. On the other hand, there is a need to ensure the provision of financial support to the KatarungangPambarangay as well as incentives among  theLupongTagapamayapa as this is mandated under the Local Government Code. This barangay justice system is crucial in the promotion of community peace, harmony and solidarity among the constituents.

On a brighter note, essentials for the Disaster Risk Management are all in place especially a working Disaster Risk Management Plan. The abolition of the National Disaster Coordinating Council by virtue of the passage of Republic Act 10121 also known as “the Philippine Disaster Risk Reduction and Management Act of 2010” paved the way for the establishment of the National Disaster Risk Reduction and Management Council. Following the provisions of R.A. 10121, Section 12, Antipolo City Mayor Danilo O. Leyble issued Executive Order No. 14 on November 22, 2010, reconstituting the City Disaster Risk Reduction and Management Council (CDRRMC) .

Support to Housing and Basic Utilities has also been extended by the City Government through the Community Mortgage Program. This is a continuing program of the City Government implemented through the efforts of the Urban Settlement and Development Office (USDO) in order to alleviate the plight of informal settlers. The USDO identified sites for relocation and/or resettlement. However, there was no government lot donated for socialized housing nor provision of socialized housing or mass dwellings in partnership with the private sector.

In the aspect of Health Services, it is noteworthy that the Local Health Board is organized. However, in 2010 the members of this Special Body did not meet at least once a month or as often as necessary. In this sense, it might be imperative to mobilize this Body to meet as often as it should to be able to formulate health policies as the overall quality of the city’s health system is at stake.

In terms of Support to Education Services, the City Government has extended it full support through the establishment of additional schools, both elementary and secondary. Though, there is a need to further improve and strengthen the Alternative Learning System with provision of financial support including staff complement. In this sense, the Local School Board might have to intensify its efforts do more to advance the cause of those constituents who need an improved quality education. Nevertheless, all other services pertaining to education support are given attention by the City Government such as a public library, scholarship programs, repair and maintenance of school buildings, sports development, among others.

In the service area of Entrepreneurship, Business and Industry Promotion, the City Government has performed highly since the business permit processing has improved in terms of the number of documentary requirements and number of signatories. In this sense, the streamlining of procedures in the processing of documents had led to a faster issuance of permits. This was made possible by the Business One-Stop-Shop or BOSS Program of the City Government for the efficient issuance of business permits. Transactions and documentary requirements for the  application of permits were also rationalized through the implementation of the Citizens Charter by virtue of City Resolution 2009-12.  The City Government, hence, has given focus on facilitating ease of transaction and faster delivery of one of the City’s frontline services.

In Agriculture Services, the City Government has extended its full support although greater intervention is expected and necessary. The high performance rating can be ascribed to the provision of financial support by the City Government in the implementation of various agricultural extension and on-site research services and facilities including capability building programs for farmers in terms of improved production and other farming-related activities. The City Government has also implemented infrastructure projects to support the agriculture sector through farm-t

o-market roads, irrigation systems and post-harvest facilities.  To further strengthen the performance of this sector, however, there are necessary interventions to be undertaken such as improvement in the infrastructure support especially the establishment of communal irrigation systems; improvement in credit facilitation to farmers; provision of greater assistance to research and development; and improvement of market development services such as trade fairs and agricultural exhibits.

1. ENVIRONMENTAL GOVERNANCE

   The City Government has excellent performance in two out of three service areas in Environmental Governance. Forest and Freshwater Ecosystem Management are of great importance to the City Government that these are integrated into the updated City’s Comprehensive Development Plan for 2010-2013. Both medium and long-term plans for the preservation and sustainability of the identified areas are already in place. Target areas for rehabilitation and protection were identified. In addition, a Forest Land Use Plan (2007-2012) is being implemented by the City Government through its City Environment and Waste Management Office. The City Government highly recognizes the value or importance of citizen and private sector participation. Hence, it has mobilized its citizens and the private sector in the rehabilitation and protection of the City’s ecosystems.

    

   In Urban Ecosystem Management, the City Government has performed highly. This service area was integrated into the updated Comprehensive Development Plan for 2010-2013. Along with various environmental protection activities such as massive tree planting and clean-up drives in partnership with the private sector, IEC campaigns were also undertaken to support City Ordinance 2008-287 “Adopting the Antipolo City Solid Waste Management Code” or the so-called “Basura Code”. In relation to solid waste management, the Solid Waste Management Board, though already organized, has to be strengthened. The Solid Waste Management Plan has to be updated with an enhanced participation from the private sector. In addition, though it is mandated by RA 2003 to have a Materials Recovery Facility in every barangay or a cluster of barangays, the implementation of this has not been realized yet.

    

FUNDAMENTALS OF GOVERNANCE

 

The City has obtained an excellent rating in the service area Transparency. It valued communicating to the public and has institutionalized information dissemination through various means. A Public Information Office that provides basic information to the City’s clientele is in place. PIO communicates to the public through various media that includes media coverage, audio-visual presentations, bulletin boards and print media. In addition, Information is continuously disseminated to the public through the “AngTipulo”, the official publication of the City Government which was launched in 2009 through City Resolution 2009-258. This was done in connection with the City Government‘s mandate to deliver basic services including an effective massive information campaign to inform the constituents of the City’s programs and concerns. Information desks are likewise placed in the City Hall’s lobby and at the Gad Center for information services. Further, a website is maintained by the City Government through the Management Information System Division of the General Services Office and the Public Information Office.

 

Participation of POs, NGOs and the private sector in local governance is reflected in membership in local special bodies as mandated under the Local Government Code. These special bodies are the City Development Council, the Local School Board, the Local Health Board, the Local PBAC, the Peace and Order Council. Involvement of the private sector in these special bodies is only limited to planning and policy-making The implementation of programs, projects and activities is the sole responsibility of the City Government. The participation of the private sector in the implementation of development programs and projects of the City Government will come only when an active public-private partnership is realized.

 

In the aspect of Financial Accountability, the City Government puts high premium in compliance with existing guidelines. Hence, accounting, internal control, procurement and financial transactions are being ensured to be in accordance with the existing rules. Every fiscal year, a budget hearing is undertaken to  ensure that disbursements are made only for approved purposes. On the other hand, internal control is implemented through the Accounting Office where financial statements and reports are readily made available.

 

The City’s Bids and Awards Committee, composed of members prescribed by law, enforces rules and procedures defined in the Revised Implementing Rules and Regulations of Republic Act 9184 or the Government Procurement Reform Act. Despite a relatively high rating in the service area Financial Accountability, greater efforts to improve financial accountability are still necessary especially in the aspect of automation of financial management information system and the publication of the financial statements in the local media.

 

1.6 PRIORITY AREAS OF ACTION

 

With the results provided by the State of Local Governance Performance Report, it is the direction of the city government to improve the following service areas:

• Peace, Security and Disaster Risk Management. Strengthen existing institutions for the protection of children by organizing the Local Council for the Protection of Children and by formulating a Local Plan for the Protection of Children to be implemented through various LGU offices especially the City Social Welfare and Development Office.

 

• Support to Housing and Basic Utilities. Provision of lots for socialized housing.
• Health Services. Strengthen the Local Health Board.

 

• Urban Ecosystem Management. Ensure that all barangays have their respective Materials Recovery Facilities (MRF); Exert effort to convert existing final waste disposal facility from a controlled dumpsite to a sanitary landfill; Strengthen the Solid Waste Management Board.
• Support to Agriculture Sector. Improve provision of infrastructure support and various agricultural and on-site research services and facilities.

 

• Entrepreneurship, Business and Industry Promotion. Issuance of Occupancy and Business Permit could be improved. (in terms of number of hours)
• Financial Accountability. Publication of financial statements in the local media; Consider automation of financial management information system.

 

• Participation. Enhance partnership with NGOs and POs in the implementation of various development projects.

 

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Financial Performance

This part describes the financial reports in relation to the financial performance of all local governments within the same type and income class.

 

2.1 REVENUE GENERATION

2.1.1 Cost to Collect Revenue

Due to time constraint in LGPMS data input, City Treasurer’s Office report in PY 2010 DCF only reflects about 95% of all revenue collections. Reports pertaining to revenue generation may be a bit lower compared to actual values.

 



Computation	(cost in collecting revenues/total local revenues collected) x 100
Significance	Determines local revenue collection efficiency
Desired Performance	Should be lower than the average of LGUs with the same LGU type and income class
Exceptional Performance	Lower for both conditions: (1)average of LGUs with the same LGU type and income class, (2)national average of the same LGU type regardless of income class

 

LGPMS result for indicator Cost to Collect Revenue shows that Antipolo City has been relatively efficient in revenue collection comparedto class and national averages although not as impressive as last year’s 0.63%. Nonetheless, such good performance in terms of local revenue collection proves that existing strategies are effective. This includesintensive tax campaign, close coordination with the barangays, implementation of a tax amnesty, and improvement of systems and facilities.

2.1.2 Locally-Sourced Revenues to Total Income

 



 

 

Computation	(Amount of locally-sourced revenues/Total LGU Income) x 100
Significance	Determines local revenue collection effort and dependency from external revenue sources, eq. IRA & other inter-governmental fund transfer
Desired Performance	Locally-sourced revenues to total income should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Locally-sourced revenues to total income should be higher than the: (1)average of LGUs with the same LGU type and income class, (2)national average of the same LGU type regardless of income class

 

30.49% Locally Sourced Revenue to Total Income is lower compared to class and national averages which are 31.16% and 32.11% respectively. Although revenue collection has been efficient,ratio of locally-sourced revenues to total income shows that the city derives more of its revenue from external sources than from those collected locally. Dependency on Internal Revenue Allotment (IRA) is a condition Resource Generation and Mobilization efforts of the city government are trying to address. In 2010, IRA dependency is 69.05% based on the City Treasurer’s Office Year-End Report. This rate is lower than that recorded for 2009 – 70.05%.

 

 

2.1.3 Regular Revenue to Total Income



Computation	[(Locally Sourced Revenues + IRA)/Total LGU Income] x 100
Significance	Describes reliability of funding sources
Desired Performance	Should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

 

Reliability of funding sources is impressively high at 99.75%; the value is higher that both class and national averages. Good performance in indicator Regular Revenue to Total Income implies relative ease in planning LGU fund. In 2009, the city was graded 100% for this indicator which means that the entirety of the revenues for that year came from IRA and local sources.

 

2.1.4 Locally-Sourced Revenue Level



 

 

Computation	Amount of Locally-Sourced Revenue
Significance	Describes locally-sourced revenue gap between the LGU and average of LGUs (by LGU type and income class)
Desired Performance	Should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

 

2.1.5 Locally Sourced Revenue Per Capita

 

 

Computation	(amount of locally-sourced revenue/population)
Significance	Describes locally-sourced revenue per capita gap between your LGU and average of LGUs
Desired Performance	Should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

 

Even locally-sourced revenue level has been fairly high for the past year, factoring in population shows a different story. Locally-Sourced Revenue Per Capita is 476.76; the value is far less compared to class and national averages which are 1,194.36 and 1,228.65, respectively. This information gives us an idea of the local economic terrain: part of the population accounts for the satisfactorily high level of locally-sourced revenue, but another significant part has been contributing minimally or economically idle.As basis for policy, this finding suggests an intensified provision of economic opportunities to the population.

 

 

2.1.6 Real Property Tax Accomplishment Rate


Based on the National Statistics Office Census of 2007, Antipolo is the 7th most populous city in the country – the first six being: Manila, Quezon, Caloocan, Davao, Cebu and Zamboanga. This makes Antipolo even more populous compared to cities like Pasig, Taguig and Valenzuela.

 



 

 

Computation	(Amount of RPT collected/Amount of projected RPT collectibles) x 100
Significance	RPT is one of the major sources of income of LGUs in general. This indicator determines local revenue collection effort on RPT.
Desired Performance	Should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

Real Property Tax Accomplishment Rate is impressively high at 107.39%. RPT increased by 22% with from Php99,605,604.07 in 2009 to Php121,917,196.35 in 2010. This increase may be attributed to the implementation of a tax amnesty from July 2010 to Jan 4, 2011 through City Ordinance No. 2010-398.

 

2.2 RESOURCE ALLOCATION AND UTILIZATION

2.2.1 Personal Services Expenditure Ratio

 



Computation	(Personnel services expenditures/Total expenditures) x 100
Significance	Determines the biases of the local government unit in terms of budget allocation
Desired Performance	Determines the biases of the local government unit in terms of budget allocation LGU type and income class. Should not exceed with the ceiling as mandated by law, i.e., for 1st - 3rd class LGUs - 45%, for 4th - 6th class LGUS - 55%.
Exceptional Performance	Met these three conditions: (1) lower than the average of LGUs with the same LGU type and income class, (2) lower than national average of LGUs with the same LGU type regardless of income class, (3) Did not exceed the 45-55 ceiling for P.S.

 

Personal Services Expenditure Ratio is at about the average – 35.71 with the average ratio among 1st class being 35.32 and 37.05 for the national average. 30.54% is the rating in 2009; the increase in the ratio can be explained by the salary increase implementation among city government employees.

 

2.2.2 Total Expenditure Per Capita

 



Computation	Total expenditures/population
Significance	Describes how much was actually spent by the LGU in a per capita basis.
Desired Performance	Should be higher than the average of LGUs with the same LGU type and income class
Exceptional Performance	Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2)national average of the same LGU type regardless of income class.

Total Expenditure Per Capita is 1,018.42 in 2009; for 2010, indicator increased to 1,514.51. Despite the 67% improvement, the current Total Expenditure Per Capita of Antipolo City is just 47% of the class average and only 42% of the national average.

 

 

2.2.3 Debt Service Ratio

 



Computation	Actual debt service cost/regular income
Significance	Considers the proportion of actual debt service costs to total regular income.
Desired Performance	Should not exceed 20% of the regular income. That is the debt servicing limitation set for under LG Code of 1991.

 

2.3 PRIORITY AREAS OF ACTION

 

• Locally-Sourced Revenue Level. The City Government should intensify further efforts aimed at increasing locally-sourced revenues. Being the root of Antipolo’s IRA dependency and low per capita revenue and expenditure ratios, current revenue levels from local source must improve. Not only should the city government formulate bold policies and strategies for revenue generation, it also has to provide economic opportunities to the citizenry. Also,efficiency in use of resources should be considered in every intervention. Some initiatives in line with this goal are:the city government’s public-private partnership (PPP) initiatives – investors are encouraged to come to Antipolo (e.g., SM Masinag, Multilevel Parking Complex);
• updating of fair market values through the City Assessor’s Office;
• enhancement of systems and facilities for licensing and tax collection purposes;
• investment forum

 

• Locally-Sourced Revenue Per Capita. Education, skills and economic opportunities should be provided to that part of the population that is economically idle. Unemployment and Underemployment must be addressed with interventions that are sustainable.

 

• Total Expenditure Per Capita. To complement previously stated policies, the city government should make ways to combat squatting.  The city’s dilemma is that it has limited resources but social services must be provided to many.



 

 

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Priority Strategies for implementation

Based on the results of the State of Local Governance and the Financial Performance, listed below are the priority strategies for implementation to address gaps among various areas of governance:

 

• Strengthen policy making bodies like the Solid Waste Management Board, the School Board, the Peace and Order Council and the Local Health Board;Activation of the Local Council for the Protection of Children and the Local GAD Council;

 

• Ensure availability of support services and funding for Barangay-related endeavors (e.g., funds for Katarungang Pambarangay, capability development for barangay officials, technical assistance for Barangay Development Planning)
• Strengthen partnership with the private sector especially in the implementation of various development projects;

 

• Close coordination of/among sectoral committees for the implementation of local development plans;
• Conversion of Antipolo City from a component city to a Highly Urbanized City (HUC);

 

• Implementation of a new schedule of Fair Market Values and an updated Revenue Code;
• Implementation of various capability development interventions;

 

• Sustain provision of economic opportunities to the citizenry through employment services, livelihood projects, entrepreneurship assistance and tourism;
• Heighten people’s morale and sense of security through various community development initiatives.

 




 

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