Automating a Highly Urbanized City Government: The Case of ... · Information and communication...
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Automating a Highly Urbanized City Government: The Case of Iloilo
Remigio D. Ocenar, Ph.D., Prof., National College of Public Administration and Governance
(NCPAG), University of the Philippines Diliman, Philippines.
Abstract
Information and communication technology (ICT) is gaining importance as a tool for
improving local government operations and the quality of life of the citizens. At the
city government level, ICT opens opportunities to overcome some of its most pressing
problems in urban governance. City governments face administrative problems such
as red tape, inefficient data bases, unreliable delivery of basic services, and low
productivity. They also encounter congestion, sluggish economic growth, aging
infrastructure, environmental deterioration, inadequate resources, and other challenges
caused by rapid population growth and urbanization. The study explores how these
problems are given attention by the City Government Iloilo using ICT as a tool.
This study is made up of two parts. The first part discusses the profile of Iloilo City
government, its organization, personnel complement, and income. It also provides
information about the history of the Iloilo City, its physical configuration, present
population and the economy. This part provides the context of the study. The second
part examines the initiatives of the city government in ICT. It analyzes the extent to
which the city government utilized the technology in improving government
operations, and in enhancing the delivery of basic services. In addition, it determines
the benefits gained and the challenges that emerged in using ICT.
The study involves interviews with city government officials; survey of ICT equipment;
review of the city government current socio-economic profiles, development plans, budgets
and expenditure accounts; and content analysis of the official website, Facebook and
Twitter.
Keywords: Highly Urbanized City/ Iloilo City/ Information and Communication
Technology/ Initiatives/ Philippines
Introduction
The City of Iloilo got its name from the local dialect Irong-irong in reference to its
nose-shape landscape configured by two big rivers that traverse the city. The
historical provenance of Iloilo City dates back to the 13th
century when ten Bornean
datus settled in Panay island. One of them, Datu Paiburong, made Irong-irong his
permanent home. In 1556, the conquest by the Spaniards of Irong-irong transformed
the place from a loose grouping of villages to a single settlement unit. Subsequently,
Irong-irong was shorthened to Iloilo. By 1700, the place had a flourishing economy
due to the establishment of Fort San Pedro at the mouth of Iloilo river. The fort
opened Iloilo to outside trade. On February 7, 1890 under the Bacerra Law (1889) the
Spanish government established the City Government of Iloilo.
At the turn of the 20th
century, Iloilo City was considered the second most important
port of call in the country after Manila. The city’s agricultural and textile products
found their way to the local and foreign markets. During this period, Iloilo City was
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known as “Queen City of the South”. In July 16, 1937, Iloilo was declared a chartered
city by virtue of Commonwealth Act 158. In the 1940’s, the city was severely
damaged by World War II. With its economy and infrastructures in shambles, the
economic significance of the city declined. From 1960 towards the end of 1990, the
economy of the city started to pick up. The construction of a fish port, an
international seaport and the entry of commercial investors in the years that followed
further enhanced the economic growth of the city. Today, Iloilo City is the regional
center in Western Visayas. With its booming economy, the city has become a
commercial and industrial hub in the Region VI.
City Government Profile
Spatial Characteristics
Iloilo City The City lies at the southern part of Panay Island (Figure 1). It shares
borders with the municipalities of Leganese and Pavia on the north east, San Miguel
and Pavia on the north west, and the Iloilo Strait on the south east (Table 1). The
land area of the city had expanded during the last century due to the integration of old
pueblos or towns adjacent to the city and the reclamation of swampy areas. Based on
the approved base map of Iloilo City as confirmed by the Land Management Bureau
(LMB) of the Department of Environment and Natural Resources (DENR), the city
has an updated land area of 78.3400 sq. km as of November 2007. This comprises
almost .68% of the total land area of Iloilo Province and .39% of Region 6.
Figure 1. Boundary Map of Iloilo City
Source: Office of the City Planning and Development Coordinator, Iloilo City
Government, 2012.
The city sits on a flat alluvial plain and is traversed by five rivers. The biggest, the
Iloilo river is an estuary that separates the geographical districts of City Proper,
Molo, and Villa Arevalo from the rest of the City areas. The City has two pronounced
seasons, the wet and the dry.
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Table 1. Political Boundaries
Location Adjacent Area
North-East Municipalities of Leganese and Pavia
North-West Municipalities of Pavia and San Miguel
South-East Iloilo Strait
Source: Iloilo City Socio-Economic Profile, 2010
The City has 180 barangays and seven geographical districts, including the city
proper. Each of these geographical districts encompasses a specific number of
barangays (Table 2). Six of these geographical districts were once individual town
that coalesced to form the City of Iloilo. The seventh one was a sub district of one of
the six original geographical districts until its creation as a full pledged district in
2008. The City was declared a chartered city on August 25, 1937 and as a highly
urbanized city in 1980 by virtue of Batas Pambansa 51.
Table 2. Geographical Districts
Districts Number of Barangays Covered
Arevalo 13
City Proper 45
Jaro 42
La Paz 25
Mandurriao 18
Molo 25
Lapuz 12
Source: Iloilo City Socio-Economic Profile, 2010
Economy
In recent years, Iloilo city has been a mecca for economic investors. Data indicate that
from 2003 to 2010, the number and volume of economic activities continuously rose.
During the seven-year period, the number of economic establishments of various
classification went up by 29.3% and their cumulative capitalization grew by 72.0%.
In 2010, the city registered 10,869 business establishments operating in the city with a
total capitalization of Php 22.38 billion (SEP, 2010). Banking and finance, retail
trading and business process outsourcing have been the major contributors to the
continuing upsurge of economic investments in the City. In support of the increasing
economic activities, the city government has offered tax holidays and free issuances
of business permits and licenses to further attract new investors.
Population
In 2007, Iloilo City had a total population of 418,710 with 85,518 households. The
annual population growth rate between 2000 and 2007 was 1.86 percent and a
population density of 5,348 person per sq. km. in 2007 (Table 3). The Districts of
Jaro and La Paz recorded the biggest concentrations of people. On the other hand,
Arevalo and Mandurria registered the least number of population. Iloilo Proper, Jaro,
Mandurria, and Molo are commercial areas while Arevalo and La Paz are residential.
Lapuz district is dominantly industrial.
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Table 3. Population and Density
District
Population
Density /Sq.Km.
Average
Annual
Growth Rate
2000 2007 2000 2007 2000-2007
Arevalo 36,449 45,921 5,488 6,914 3.24
City Proper 51,663 54,539 11,748 12,402 0.75
Jaro 97,179 111,976 3,196 3,683 1.97
La Paz 73,273 82,344 4,718 5,302 1.62
Mandurriao 44,615 53,857 2,929 3,536 2.63
Molo 63,212 70,073 10,300 11,418 1.43
Total 366,391 418,710 4,677 5,348 1.86
Source: National Statistics Office, Region 6.
City Government
Iloilo City is the capital of Iloilo province. It is also the regional center of Region
VII. Field offices of national agencies are all based in Iloilo City. In 1980, the city
was proclaimed a highly urbanized city by virtue of Batas Pambansa 51. Iloilo City
exists as a single congressional district. Besides the City Mayor and the City Vice-
Mayor, the city has twelve councilors elected at large.
In the following section, the administrative set up of the city is discussed.
Organization and Management
Structurally, the city government maintains a large organization. It includes all
mandatory and selected optional offices required under the 1991 Local Government
Code. These offices are reflected in the existing city organizational structure shown in
Figure 2. Not reflected in the chart are units and sub-units under the Office of the
Mayor that provide staff support to the City Mayor. One of these is the Information
Technology unit under the Office of the Mayor which was created in 2010 and is
responsible for administering and updating the financial management system and the
content of the city website. The city structure also reflects local offices of national
agencies holding offices at the city hall whose mandates include extending services to
the city dwellers.
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Figure 2. Existing Organizational Structure of Iloilo City Government
* Field Offices of National Government Agencies Source: 2011 Socio-Economic Profile of Iloilo City, Office of the City Planning and
Development Coordinator
Personnel
As of January 2011, the city government employs 4,514 personnel. Of these, 1,821
(40.%) are plantilla positions or regular positions, and 2,693 (60%) are job orders.
The job order personnel are temporary employees whose tenure of office is renewed
every three months. Their functions range from technical, clerical and manual work.
Most of them, especially those that perform technical and clerical works are political
appointees. They are assigned in various offices of the city government. The job order
employees comprise the biggest group in the city bureaucracy.
City Mayor
Vice Mayor
and the
Sangguniang Panlungsod
Office
of the City Secretary
City
Agricultu-
rist
Office
City Administrator’s
Office
Office of the
Executive Assistant
City
Population
Office
Human
Resource
Mgt.
Office
City
Budget
Office
City Legal
Office
City Health Office
City Social Welfare
and Dev’t
Office
Office of
the City
Mayor
City Assessor’s
Office
City Treasurer’s
Office
City Planning
and Dev’t.
Office
Market and Slaughter-
House Office
City
Environment
and Natural Resources
Office
City Civil Registrar’s
Office
City Tourism
and Dev’t
Office
City General
Services
Office
La Paz Maternity
and Reproduction
Health Center
City Acountant
Office
City
Engineer’s
Office
City
Veterina-
rian Office
*Office of
the City
Sheriff
*Office of
the City
Prosecutor
*DEC-Non
Teaching
Personnel
*City
Registry of
Deeds
*Board of
Tax
Appeals
*Technical
Institute of
Iloilo City
*City Trial
Court
*Office of
the City
Auditor
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On the other hand, the Office of the Mayor has the most number of units under its
supervision. The position of City administrator is under the Office of the Mayor. He
is responsible for supervising job orders employees. Of the major departments, the
City General Services Office maintains the biggest number of employees. Most of
these are utility workers and street sweepers. Table 4. Present the number of plantilla
positions by office of the city government.
Table 4. Plantilla Position By Office
Office Filled-up Vacant Office Filled-up Vacant
Mayors’ Office
Sanguniang
Panglungsod
Population Office
Human Resource
Mgt.
City Budget
City Legal
City Health
City Social
Welfare
& Development
City Assessor
City Treasurer
City Planning and
Development
City Engineer
167
63
22
16
19
16
191
142
70
242
33
138
12
4
-
-
-
1
6
4
-
12
3
8
City General
Services
City Environment
&Natural
Resources
City Agriculturist
City Civil Registrar
City Tourism
City Accountant
City Veterinarian
Municipal Trial
Court
Registry of Deeds
Board of Tax
Appeals
Department of
Edu.
Technical Institute
Transportation
Mgt.Traffic
Regulation
311
148
32
20
14
48
19
22
3
4
2
8
4
3
2
1
1
-
4
-
4
-
-
-
1
1
Total 1,119 50 635 17
Source: Personnel Schedule: 2012, Iloilo city Government
City Finance
Iloilo City earned an average income of Php1,050,001,014.17 during the six year
period from 2005 to 2010. Except in 2008 where income went down due, the city’s
revenues steadily rose from 2005 to 2010 (Table 5). In 2008, the income declined by
17% due to decrease in IRA share of the city caused by the conversion of 16
municipalities into cities. The conversion affected all cities in the country.
Table 4 also indicates that the city’s annual income reached the billion mark in 2007.
In 2010, the city registered an income of Php 1,221,539,275 of which 55% was
collected from local revenues while the other 45% was contributed by the IRA. If the
substantial annual increase in local revenues is an indication, there is a probability that
the city would continue to experience a high pace growth in their revenue position
particularly the local sources in the succeeding fiscal years.
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In terms of contribution to the city’s income, local revenues contribute more than the
IRA. The data on income from 2005 to 2010 show that the aggregate collection from
local revenues is higher by 18% than the IRA share. Nevertheless, the contribution of
IRA to the city’s income remains substantial. The reduction of the IRA share would
surely affect the delivery of basic services. The combined annual collections from the
business tax, real property tax, market, franchise tax, and garbage fee contribute the
bulk of the own-source tax revenues of the city. Added to this are the contributions
to the city’s coffers of other local revenue sources such as transfer tax, amusement
tax, and a variety of license and permit fees whose collection efficiency is likewise
rising.
Table 5. Revenue collection, 2005-2010
Year
Total
Revenue
Earned (in
Pesos)
Percentage
Increase
Internal
Revenue
Allotment
(in Pesos)
% to
Total
Income
Local
Sources
(in Pesos)
% to
Total
Income
2005
2006
2007
2008
2009
2010
2011
755,712,547
907,652,151
1,250,633,072
1,034,586,614
1,129,882,426
1,221,539,275
1,330,484,396
20
38
(17)
9
8
9
326,543,397.00
359,427,477.00
395,629,242.00
412,506,278.00
509,263,194.00
548,241,121.00
588,001,502
43
40
32
40
45
45
44
429,169.150
548,224,674
855,003,830
622,080,336
620,619,232
673,298,154
742,482,894
57
60
68
60
55
55
56
Total 7,630,490,481 3.139,612,211 41 3,748,395,376 59
Source: City Executive Budgets, 2004 - 2012
Information Communication Technology
Information and communication technologies, also known as ICT, include the
Internet, computers, and other hardware, software and digital technologies that
enhance the transfer of information from one unit to another. Its application varies
depending on what the implementing organization does. A business organization, for
example, uses ICT basically to increase sales and profit. On the other hand, the use of
ICT in the public sector is more extensive. The Government uses ICT as a tool to
improve quality of services, optimize functions and processes, and to enhance citizens
engagement in public affairs. Beyond mere efficiency of government processes,
central and local governments are harnessing ICT to accomplish the broader concerns
of achieving economic growth, and in improving the quality of life of the citizens, and
democratizing governance.
Leveraging ICT in cities in the Philippines for improved urban governance is an
emerging phenomenon. Cities, particularly highly-urbanized cities or HUCs, are
experiencing numerous governance problems brought about by population growth and
rapid urbanization. Many are confronted with burgeoning administrative problems
such as red tape, defficient data bases, unreliable delivery of basic services, and low
productivity. In addition, they face the challenges of congestion, unemployment,
inadequate public services, environmental degradation, deteriorating infrastructure,
and the concomitant problems of decreasing revenues. Thus the HUCs are under
pressure to adopt new ways to overcome these challenges. Increasingly, the HUCs
are adopting ICT as an instrument to improve performance in delivering government
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services while mitigating problems resulting from rapid population growth and
urbanization.
Emerging Challenges and the Role of Information Communication Technology
The transformation of Iloilo City into a highly-urbanized local government unit
generates substantial social and economic benefits to the city. Investments keep
pouring in which provide not only considerable revenues to the city government but
employment opportunities to the city dwellers as well. At the same time, the
increasing population growth and high level of urbanization trigger a plethora of
challenges which keep the city government on its toes. The 2011-2012 Executive-
Legislative Agenda (ELA) under the Comprehensive City Development Plan of Iloilo
City Government disclosed that urban population growth and rapid urbanization
taking place in the city has led to overcrowding, air and water pollution, traffic
congestion, and a vast arrays of social and economic woes. Added to these are
institutional problems such as red tape, poor coordination of work among employees,
aging infrastructure facilities, limited people’s participation, scarcity of resources, and
poor delivery of basic services.
Given the increasing responsibilities brought about by high population growth and
rapid urbanization compounded by inadequacy of funds, the city government has
taken steps, albeit slowly to further enhance its economic growth and to mitigate the
social and spatial problems. Supporting these initiatives is the decision to automate of
the city government transaction both within the organization and its interaction with
the community and the financial sector. The goal is to attract businesses and jobs,
increase revenues, and to improve the delivery of basic services.
The remainder of this paper documents the initiatives of the city government to
automate its system and procedures as it confronts the challenges attendant to high
population growth and rapid urbanization.
Initiatives in Information and Communication Technology
The initiatives of Iloilo City Government on ICT is still in their early stage despite the
18 years involvement with computerization. These initiatives started in the mid-90s
as a program to computerize the city government to improve government operations.
From 1995 to 2007, several computers were installed in various departments of the
city government. In 2008, the initiatives evolved to a more advanced system of
information and communication technology. At present, the city government has three
information management systems – one each for tax collection, tax assessment and
mapping, and online transaction system through its official website, Facebook, and
Tweeter. These systems are continuously being improved to accommodate changes in
information technology. Full-time information technology personnel are on standby to
keep the systems in good running condition and their contents up-to-date.
Early Initiatives
In 1995, then City Mayor Jerry P. Treñas, initiated a continuing comprehensive
computerization program purposely to systematize records keeping of various
departments and offices of the City Government of Iloilo, and to store data concerning
city government plans, programs, projects, and other pertinent documents. Thus from
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1995 and 2007, the city government purchased several computers and were assigned
to the different departments of the city government. There are no records to determine
the number of computers bought and the amount spent during the years 1995 to 2003.
However, financial data culled from the City Government Executive Budget from
2004 to 2007 indicate that the city government allotted from its 20% development
fund specific amounts for the purchase of computers. In 2004, the city government
spent Php361,368.70 for computers. In 2005, it shelled out Php66,800 while in 2006,
the amount of Php460,000 was used. In 2007, the Sanggunian Panglungsod (City
Council) installed a number of computers amounting to Php72,630.50 funded by its
own budget.
Between 2001 to 2007, the city government pursued various initiatives in support of
its computerization program. During the time of former Mayor Jerry Trenas, the city
government tried to access a grant from the Department of Finance through its LAMP
and LOGOFINDS programs but failed to take off due to some administrative issues.
The grant was intended to acquire more computers for assessment and revenue
purposes. It also made an effort to access capability-building program funds on
information technologies from the private sector in order provide THE city treasurer
and assessor the competencies in enhancing revenue collection, and the city planning
and development office to strengthen its planning and research functions.
According to the Iloilo City Planning and Development Coordinator, the city
government availed in 2004 of the Enhanced Tax Revenue Assessment and Collection
System (ETRACS) under the Local Government Development Program funded by
Australian Aid. The program involved capacity-building and provision of hardware
and software system for the treasury and assessment offices. It also took part in a
training program on GIS and map preparation conducted by Green Forum-Western
Visayas, a nongovernmental organization involved in promoting sustainable
environment. Unfortunately, the knowledge learned from these programs was not
utilized. First, the city government did not have the funds to apply it; and second, the
treasury, assessor, and the planning offices were hesitant to use it because they had a
limited grasp of the technology imparted by the programs. Besides, they were still
dependent on the experts who were hired to conduct the training programs on how to
implement the knowledge acquired.
Current Initiatives
In 2008, the City Government of Iloilo secured a grant cum loan and equity which
amounted to Php13 Million from the LOGOFIND project of the Department of
Finance-World Bank. The financial project provided for a 50% grant, 25% loan and
25% equity combined. The city government shelled out Php3,153,552 as equity share
for the loan. The funds were used to improve and streamline the city government’s
financial accounts, including assessment, billing, and collection. Part of it was also
utilized to digitize communications with clients and city populace, and to computerize
accounting procedures and processes. At present, the city government uses ICT in the
following areas of operations.
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a) The Financial Accounts
With the grant secured from the Word Bank in 2008, the treasure’s office was able to
computerize the Real Property Tax Assessment (RPTA) system and the Business
Permit and Licensing Permits (BPLP) system which became fully operational in 2010.
The computerization of the city government’s financial accounts produced significant
changes in its fiscal operations. Thus revenue collections from local sources increased
by 8.49% in 2010 and 10.27% in 2011. Collection from local taxes is projected to
further increase by 10% in 2012. Significant improvements in other aspects of
financial operations were also observed. Because of system generated computation,
issuance of warrants of levies has been standardized, and the time for processing of
business permits has been shortened. Thus it has brought immense convenience to
tax-payers in paying their taxes, and may have reduced the costs of filing taxes by the
tax-payers, and the city government effort in tax collection. Furthermore, the changes
have eliminated pilferage and discouraged the discretion of the city assessors on
imposing tax rates. Advancement in the use of ICT in this scale may not be much, but
at least the city government is benefiting from using the technology in improving its
fiscal management.
b) The Accounting System
In 2001, The Commission on Audit (COA) disseminated to local government units
the use of Electronic National Government System (E-NGAS) in local government
accounting. However, the E-NGAS was not immediately used by local governments
due to difficulty in applying it because concerned local government personnel such as
coming from the Assessor and Accounting Offices were not given the proper
orientation how to utilize it. E-NGAS was further improved by COA and the
necessary changes were incorporated for easy application by local governments.
Furthermore, local governments were given enough time to learn how to use it. In
2007, The accounting office of Iloilo City government started using the E-NGAS
mainly for bookkeeping purposes.
The application of the system has provided a number of benefits to the accounting
office. With E-NGAS, copies of accounting reports can be retrieved with ease
together with the hard copy when needed. According to the Administrative Officer II
of the City Accounting Office, Besides bookkeeping, the use of E-NGAS offers other
benefits such as, it lessen the costs and time of preparing ledgers and accounting
reports, and it provides the accounting office and its users the opportunity to
appreciate the importance of computer based information in records keeping and data
base. The accounting office has plan to expand the use of E-NGAS by connecting the
accounting office to the different barangays of the city.
c) The Website (http//www.iloilocity.gov.ph)
The city government maintains a website. It was created in 2008 to provide its
constituents and stakeholders a “window” on what the city government is doing. It
also contains diverse information about the city, and other information of general
interest to the public. The information displayed is updated periodically, except for
the history and physical description of the city, and the politico-administrative profile
of the city government which is given a permanent space. The website, however is not
interactive. The residents are encouraged to call the city government and its various
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departments through their respective landlines for their complaints and feedback.
Briefly, the following information appears in the city website.
Profile of the City and City Government
This page presents a brief account of the history, and a description of the current
socio-economic and physical characteristics of the city. It also contains the vision
missions that the city government desires to achieve by 2015. As spelled out in its
vision, the city government aspires to be a premier city through participatory and
transparent governance, the advancement in education and the preservation and
enrichment of its cultural heritage. It is not clear, however, how participatory and
transparent governance is to be done. ICT can advance the agenda of transparency
and empowerment. The challenge is how to properly leverage the ICT in realizing
these twin objectives.
On the hand, a different page outlines the politico-administrative structure of the city
government. This page spells out the names, office addresses and telephone numbers
of the present elected city officials and departments heads. This directory of the city
officials provides the residents access to the city government to communicate their
needs and demands.
Investment Opportunities, Rate of Taxes, and Tax Incentives
This site outlines investment opportunities for businessmen. Specifically, it indicates
the areas of investment which are considered competitive and therefore would ensure
greater economic gains for investors, and higher revenues for the city government.
The site also enumerates the number of existing business establishments, their nature
and total capitalization. Other information included in this page are the rate of taxes,
fees, and charges to be paid annually by each type of business establishment, and
the incentives and tax holidays for new and expanded investments. As presented,
the rate of taxes, fees and charges imposed by the city government on various local
sources are based on the level of taxation prescribed by the 1991 Local Government
Code for urbanized cities, while the amount of tax incentives, their scope of coverage
and the corresponding period of time covered by the incentives vary by level of
capitalization.
Tourism
This part of the website offers a background information of the major historical events
and festivals that the city government observes on designated dates annually. These
include the Dinagyang, the Paraw and Regatta Festival, the Chinese New Year, the
Candelaria de Jaro, and the Iloilo City Charter Day. The site likewise displays the
city’s areas of historical importance which guests and tourists are encouraged to visit.
Considered as heritage sites by the Philippine Historical Commission, these areas
which include churches, old houses, educational institutions, monuments, plazas, and
government buildings provide a glimpse of Iloilo City’s rich history. It also
incorporates a visual presentation of the city’s native cuisine and delicacies as part of
its cultural heritage.
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Application Forms, Financial Reports and Other Documents
The city government website has made available various forms for tax filing, building
permit, and locational clearance, including lists of procedures and requirements that
city residents can download and file with the city treasurer and the permits and
licenses offices. It also offers investment guide for investors and potential business
ventures. The guide includes profile of the city existing communications,
infrastructure and transportation facilities, their locations and conditions; investment
priority areas; and the costs, incentives, and requirements of putting up a new
business. All these, are designed to give the public and stakeholders ease in dealing
with the city government.
Annual budgets, statement of accounts and disbursements, financial reports, planning
documents, transactions on infrastructure and goods and services entered by Bids and
Awards Committee (BAC), and Gender and Development Program Accomplishments
Reports for 2010 and 2011 are also posted in the website. The inclusion of all these
documents in the city’s website are in compliance with Memorandum Circular N.
2010-83 issued by the Department of Interior and Local Government (DILG) in
August 31, 2010 requiring among others, City Mayors and their City Councils
(Sangguniang Panlungsod) a full disclosure of their city budgets and finances, bids
and other public offerings. Along this line, the said memorandum circular requires
local governments to post within 30 days from the end of each fiscal year in at least
three (3) publicly accessible and conspicuous places a summary of all revenues
generated and funds collected, including the appropriations and disbursements of
these funds during the preceding fiscal year. As cited in the memorandum circular,
this set of requirements is intended to achieve transparency and accountability in
government operations.
Important Events, Accomplishments and Other Relevant Concerns
The website announces short-term activities initiated by the city government such as
traffic management, poverty alleviation and feeding programs, dengue clean up,
summer jobs for students, cultural and sport activities, and other activities which the
city government undertakes jointly with the private sector. Furthermore, it shares
information about awards or recognitions that the city government received from
various government and private institutions for efficient service delivery; its effort to
establish friendly relationship with other countries; and its participation in NEW7
Wonders of Cities of the world, an international competition for cities. It also
provides information about community affairs, cultural events organized by the
private sector, job fairs and employment opportunities, new economic ventures, and a
report about the fast growing real estate development taking place in the city. This
information does not only inform the public of what is happening in the city, it also
mobilizes supports from them on government programs.
d) Other Channels: Internet, Facebook, Twitter Account
Other than the website, the city government uses the Internet, Facebook, and its
Twitter Account to disseminate information to the public about what the city
government is currently doing. These channels are also used to solicit support from
the public for certain events that the city government is involved. For example,
through the city website, the incumbent city mayor enjoined its constituent’s online
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users through the official internet, facebook and twitter accounts of the city
government to vote for Iloilo City as one of the 2012 NEW7 Wonders of Cities of the
World by accessing the official website of the organizer of the competition.
On the other hand, the Sanggunian Panglugsod (City Council) has created a Facebook
Account during the 3rd
quarter of 2011 primarily to circulate to the public the weekly
agenda of the council’s meeting; the abstracts of current resolutions and ordinance
approved by the Council; other concerns related to local legislation; and as a means
to elicit feedback from the readers. The Internet is also utilized by city government
personnel to link with or to transmit communications or information to offices within
and outside the city government on matters affecting the city government, and as
source of research data or materials on local development and governance.
e) The Information Technology Staff
The management of the ICT initiatives of the city government is under the
Information Technology and Economic Promotion Unit attached to the office of the
city mayor. The unit is headed by an executive assistant IV who reports directly to
the city mayor. The unit has an IT section which presently maintains the website,
Facebook and Twitter accounts; provides system support to the operations of the
financial accounts of the city government. The IT section was created in 2008 to
provide technical support to the computerization program under the LOGOFIND
project. Its task has presently expanded to include the maintenance of the city
website, Facebook and twitter. The IT section has two parts, the Website
Development component and the Technical Support Team (Figure 3). The former is
responsible for the design and layout of the behind the scene and the dynamic
contents of the website, while the latter provides manpower support to the former and
the end-users. The IT section is manned by two computer programmers, and a website
administrator-laborer.
Figure 3. Existing Organization Structure of the Information Technology
and Economic Promotion Unit
Source: Office of the Mayor, Iloilo City, 2012
One of the computer programmers is in-charge of the maintenance of the financial
information system and the software facility of the city government. The other one,
together with the website administrator are computer and electronic engineer
graduates. They are tasked to do the design, layout, and programming of the city
website. The website administrator was hired as a job order whose position is
Executive Assistant IV
(Head)
Administrative
Hotline Feedback System
Information Technology Economic
Promotion
Website
Development
Technical
Support Team
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temporary because the city government does not have position item for computer
engineer. His appointment has to be renewed every two months.
f) Software Facility
The city government has acquired various kinds of ICT equipment to improve
efficiency in the delivery of public services and work performance of the city
government employees. These items are installed at the different departments and
work areas of the city government. As of January 2012, the city government owns a
total of 1989 ICT equipment of different types (Table 6). A quick count of these
items during the study period indicates that these are all in good conditions and are in
use.
Table 6. Inventory of Information and Communication Equipment, January 2012
ICT Equipment Quantity
Desktop 655
Laptop 101
Printer 499
LCD Projector 40
Photocopier 33
Community Band (CB) Radio 247
Fax Machines 34
Others (Scanners, Modem, Router/Switch/Hub 380
Total 1,989
Source: Office of the General Services, Iloilo City Government
g) Budget for the Information and Communication Technology Initiatives
Available financial records indicates that the city government has allotted a total
budget of Php46,402,189 for its ICT initiatives from 2007 to 2012. Specifically, the
budget provides financial support to the following specific IT activities, namely, the
maintenance of RPTA-A Data Project and RPTA-B Computerization Program,
computerization program, loan payment for LOGOFIND project of the DOF-WB,
repair and maintenance of IT equipment and software, tax campaign, and the
inventory and encoding of resolution and ordinances (Table 7). The RPTA-A Data
and the RPTA-B Computerization projects are two parts of the DOF-WB supported
LOGOFIND program. The RPTA-A Data Project involves the systematization of
real property assessment and taxation records and data-base while the RPTA-B
Computerization Project provides the software facility. On the other hand, the
comprehensive computerization program of the city government which started in
1995 entails a continuing acquisition and installation of new computers in various city
departments and offices to improve records keeping, and to store data concerning city
government plans, programs, projects, reports and other pertinent documents.
As payment for a loan taken from the LOGOFIND program under the DOF-WB, the
city government allots specific amounts annually. Budgets are also provided for the
repair and maintenance of IT equipment and software to keep them in good
conditions, for tax campaigns using IT to improve revenue generation, and for the
computerization of the records of the Sanggunian Panlungsod, including the inventory
and encoding of resolution and ordinances
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Table 7. Budget for Maintenance and Operations of ICT Initiatives
Year
RPTA-A:
Data Project
RPTA-B:
Computeri-
zation
Project
Compre-
hensive
Computeri
- zation
Program
Repair and
Maintenance
IT
Equipment
and
Software
Loan
Payment
of DOF
(LOGO-
FIND)
Tax
Campaign
Inventory
and
Encoding of
Resolution
and
Ordinances
2007 5,280,660 469,392 70,000 798,000 - -
2008 4,846,320 430,784 70,000 1,010,000 - -
2009 4,834,232 420,368 472,914 70,000 1,010,000 - 300,000
2010 5,509,272 479,094 538,981 70,000 1,010,000 - 300,000
2011 6,177,101 537,140 1,544,276 70,000 850,762 200,000 300,000
2012 5,600,021 418,694 1,308,416 85,000 850,762 200,000 300,000
Total 32,247,606
(69%)
1,855,296
(4%)
4,764,763
(10%)
435,000
(1%)
5,529,524
(12%)
400,000
(1%)
1,200,000
(3%)
Source: Statement of Fund Operations, Performance Budget, 2007-2012.
As shown in Table 7, the RPTA-A Data Project got the biggest share of the budget
with Php 32,247,606. This figure amounts to 69% of the total budget allotted for IT
during the six year period. The RPTA-A Data project together with RPTA-B computerization
project hopes to increase the income of the city government. Other than the DOF-WB
supported LOGOFINDS project, the comprehensive computerization projects also receives a
big share of the budget. This project is continuing and helps the city government streamline
operations, reduce redundant data entry, and make data retrieval easy.
Automating Iloilo City Government: Diagnosis and Challenges
The City Government of Iloilo has long recognized the importance of ICT in
enhancing its capacity to increase efficiency in government operations, and to provide
better services to citizens at lower cost. Since the mid-1990s, the city government has
adopted ICT as a strategic tool, initially, with the continuing comprehensive
computerization program to improve records keeping and data-base and data analysis
for policy-making, program planning implementation and evaluation, followed by the
initiatives to secure grants to optimize revenue generation, and to digitize the city land
use plan. Later, the city website, face book and twitter accounts were created to
provide a wider space for disseminating information about the city government and
the city. Besides increasing efficiency in revenue generation, the comprehensive
computerization program has also expanded its application to include procurement of
supplies and equipment, and to address problems of unemployment, unreliable public
services triggered by population growth and rapid urbanization.
The importance of computerization is emphasized by the 10-Point Agenda of Mayor
Jed Patrick Mabilog, the incumbent city mayor. This is embodied in the 2012- 2013
Comprehensive City Development Plan (CDP) which adopts computerization as a
strategy to increase efficiency in revenue generation by streamlining the issuance of
business permit and licenses, and updating tax assessment and collection. The CDP
also give emphasis the need for computerizing data about the city’s unemployed who
are competent and qualified for job placement. Moreover, the city website, Facebook
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and Twitter accounts, and the Sanggunian Panlungsod facebook has created a window
where city residents are informed of what the city government is doing. These online
portals contain a wealth of information about the city government, including public
services related to health, education, peace and order, business and investment
advisory, permits and licenses, employment, procurement, tourism, sports, traffic
situation; a summary of the city governments’ current income and expenditures and
other finances, and the names and contact numbers of city government officials, and
much more. At present, computerization has spread across various departments or
offices of the city government. It is being used to improve records-keeping and data-
base, minimize redundant operational procedures and processes, and reduce red tape.
In determining the benefits reaped from using ICT in improving government
operations, the following observations emerged:
First, Enhanced revenue generation. The computerization of real property tax
mapping and assessment, and business permit and licensing has contributed to
improving efficiency in revenue generation. The use of a system generated
computation of levies for both accounts, and the standardization of their issuances not
to mention the reduced time for paying taxes and processing of permits and licenses
have resulted in a better fiscal management. Furthermore, the cost of filing taxes and
collection is lessened, and cheating and pilferage minimized to a certain extent. This
may have resulted in better compliance in paying taxes thus increasing revenue
collection from local sources particularly business and real property taxes from 2009
to 2011.
Second, Improved document management and work flow for paperless transactions,
and ease in retrieving and dissemination of information and file disposal. To a certain
extent, computerization has enabled line and staff offices and departments of the city
government to simplify records keeping and data-base, weed out redundant system
and procedures, reduced red tape and shortened the time in accessing, transmitting
and releasing critical information and documents. These improved practices were
observed by the researcher of this study at the followings departments and offices and
of the city government: treasury, accounting, assessor, human resources, budget,
general services and planning and development coordinator. In the long run, it is
expected by the city government that these good practices would lead to increased
productivity of the offices or departments concerned.
Third, Transparency in fiscal management, procurement, and other services. As
pointed out earlier in this paper, current annual budgets, statements of accounts and
disbursements, financial reports, planning documents, transactions on infrastructure
and goods and services entered by Bids and Awards Committee (BAC), and Gender
and Development Program Accomplishments Reports for 2010 and 2011 are posted in
the website. The city government initiative to procure goods and services, including
invitation to bid, the notice of award, and approval of contract is also posted in the
city website This is in compliance of RA No. 9184 (2003) known as Procurement
Law, and the Department of Interior and Local Government (DILG) Memorandum
Circular No. 2010-82 which require local government units to exercise transparency
in government operations. The disclosure of these documents may provide the city
residents information of what the city government in doing, and to make the city
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government officials accountable for their decisions and actions. It has also encourage
interested groups to send in feedbacks, questions, and suggestions for improvements.
Similarly, the disclosure of the procurement process in the website bring in more
suppliers and bidders, making the procurement competitive and fair. According to the
Administrative Office of the City General Services Office, the posting of invitation to
bid (ITB) for government services in the website is attracting more bidders, and
makes the work of the BAC easier since the records are readily available. On the
other hand, the opening up of the procurement process to competing bidders and
tenders provide the city government a chance to procure quality products and services
at the lowest cost possible.
Fourth, Expanded reach of information dissemination. The use of a website,
Facebook, Twitter, and e-mail widened the reach of information dissemination to a
wider area and broader audiences about the programs and projects of the city
government and how these are done. These online portals enable the city government
to communicate its programs and projects with different groups and stakeholders in
governance within and outside the city. Furthermore, these give the city government
an opportunity to touch base with Iloilo City residents living in remote areas to
provide them updates on the affairs of the city government, solicit their support or get
them involved in city governance. The city government Facebook and Twitter
accounts contain comments, reactions, and feedbacks of people from different places
on information about the city posted on the ICT portals or on what they personally
observe during their stay in the city. These comments and feedbacks are helping the
city government improve the delivery of services.
Fifth, Facilitates new investments. Information is the investor's best guide when it
comes to investing wisely. This is exactly what the city government had in mind when
it posted in its website the necessary business information to attract investors. The
information include among others, the procedures, requirements, costs, and incentives
of setting up a new business. The primary objective is to create a congenial and
transparent business environment to prospective investors by cutting red tape, save
time, and reduce administrative costs in obtaining permits and licenses, and in paying
taxes, to enable them to perform efficiently. Apparently, this initiative has worked
well with the city’s economic efforts to attract investors. Economic data indicate that
the number of new investments in the city has increased by 29.3% from 2003 to 2010
and information technology is identified as one of the facilitating factors.
Still, challenges remain and the crucial ones include:
Static ICT portals. Although the city government has made progress in
leveraging ICT for improving government operations and the delivery of public
services through its website, Facebook, Twitter, and e-mail, these sites are not
interactive. Residents users are able to read what are posted online but cannot browse
over records and data bases. Communication system is not a two-way process.
Complaints, feedbacks, and inquires are made through telephones and e-mail installed
at the office of the city mayor. Inquires usually get prompt response but complaints
and feedbacks are not. They are usually discussed during the department heads’
regular meeting with the city mayor wherein answers are explored and actions are
decided. Transforming the current status of the city government ICT portals into an
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interactive one would allow people and the city government to communicate and
share information digitally. This kind of ICT has the potential for enhancing the
agenda on anti-corruption, participation, transparency and accountability.
Minimal ICT investment. Establishing an ICT is an expensive decision which
tend to impose a heavy burden on the budgets of local government units (LGUs).
LGUs whose budgets are tight would have difficulty in developing even a most basic
static website. A concomitant problem which confronts all LGUs is that investments
in ICT compete with the provision of basic services for the city constituents. The city
government has been struggling to source funds for its computerization program and
digital land use plan adopting the Geographic Information System. The efforts of the
city government to improve its ICT initiatives illustrate this predicament. The loan
from LOGOFIND project of the Department of Finance-World Bank barely made a
dent on the ICT initiatives of the city government. Funds are still needed to expand
the applications and scope of services covered by ICT to make it more responsive and
accessible to the community.
Minor ICT unit and undermanned. A key driver for sustaining a functional and
dynamic ICT in local government is the support of an established ICT office manned
with competent and permanent ICT-system staff. This requirement insures the
continuity of local governments’ ICT initiatives, and the proper coordination of
system development and the adequacy of data security. The existing ICT is a minor
unit and backstopped by a team composed of four staff members two of whom are
contractual. The current IT management set-up is far from adequate considering its
acknowledged importance in helping achieve the goals of good urban governance.
This inadequacy is also not conducive to promoting and implementing innovative
ideas in ICT.
The scope of ICT applications is minimal. Although the city government has
done much in using ICT to enhance efficiency and productivity in government operation, the
extent of its applications is still restricted. ICT offers local governments the opportunity to
provide more effective public services and deliver those services responsibly. However,
attention to this concern has been minimal. For instance, the use of ICT to reduce the
digital divide between the city government and the residents, particularly the poor and
vulnerable groups, and communities to enable them to access the much-needed
public goods and service that the city government provides to them has been found
wanting. Furthermore, ICT is underutilized as a tool to confront critical problems
triggered by urbanization. Like other highly-urbanized cities in the country, Iloilo
City experiences problems of congestion, environmental degradation, aging
infrastructure, human health concerns, and other basic problems caused by rapid
population growth. The city government has not yet optimized the use of ICT in
confronting the challenges of urbanization.
As the city government confronts these challenges, it has to comprehend its own
long-term needs and priorities and devise a support structures that are adaptable
enough to meet those needs and priorities as they occur over time. Increasingly, ICT
becomes necessary both as a strategic resource and as a tactical tool.
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Conclusion and Recommendations
ICT is a new and essential tool for overcoming challenges of urban governance
whether to ensure immediate and efficient delivery of services, reduce red tape, help
cut redundancies in systems and procedures, promote transparency and accountability,
or achieve the broader goals of economic growth, democratic governance, and an
improved quality of life. The experience of Iloilo City in investing in ICT has
produced positive results in improving government operations. However, its
applications has not been optimized. The initiatives in ICT have been limited to
computerization of routine functions, improving tax collection, and to a certain extent
using ICT for economic promotion to attract investments and jobs. At present, the
level of computerization initiative of the city government may be described as a work
in progress. Much still needs to be done to leverage ICT for further improving
internal government processes and the delivery of services to the citizens. Increasing
investments in ICT is necessary but it does not offer outright benefits to the city
government. The city leadership should think about how to harness ICT to achieve
objectives for good urban governance. ICT is a tool to enable and empower city
government to achieve this objective.
References
Local Publication
City Planning and Development Office and Sangguniang Panlungsod Secretariat.
(2007). Executive-Legislative Agenda 2010 of the City of Iloilo.
_________. (2011). Executive-Legislative Agenda 2011-2013 of the City of Iloilo.
City Planning and Development Office. (2007). City Development Agenda 2010,
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_________. (2011). City Development Agenda 2011, 2011-2013 Comprehensive
Development Plan of Iloilo City.
_________. (2011). Iloilo City Comprehensive Land Use Plan.
_________. (2011). Socio-Economic Profile of Iloilo City.
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Memoradum Circular No. 2010-83, Department of the Interior and Local
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Dawes, Sharon S. and Helbig, Natalie. (2010). Information Strategies for Open
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Philippines: Benpres Publishing.
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Good Governance and Transformative Leadership in Asia, 31 May 2016
McCarthy, Shawn P. (2006). Leveraging ICT: The Real Opportunity for
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Interviews
1. Delia A. Ontal, Supervising Administrative Officer, City General Services
Office
2. Jinny C. Hermano, Local Tresury Operations Officer IV
3. Jose Roni S.J. Penalosa, City Planning and Development Coordinator
4. Katherine E. Eufan, Administrative Officer II, City accounting Office
5. Ma. Millie B. Tan, Administrative Assistant III, City General Services Office
6. Mary Faith Wendam, Administrative Assistant III, Office of the Mayor
7. Melba B. Tenefrancia, Assistant Department Head, City Human Resource
Office
8. Nelson Parreno, City Assessor
9. Ninda O. Atinado, City Budget Officer
10. Noehl D. Las, Information Technology Officer l, Office of the Mayor
11. Norlito C. Bautista, City Administrator
12. Ruth H. Arroyo, Head, Sangguniang Panlungsod