Sourcebook On Local Public Finance

TOWARDS AN
INFORMED CITIZENS’
PARTICIPATION IN
LOCAL GOVERNANCE
Sourcebook on Local Public Finance
MA. GLADYS CRUZ-STA. RITA, CIELO MAGNO,
LEILANI GALVEZ & JESSICA REYES-CANTOS
A project of Social Watch Philippines

with support from UNDP and CSC
Content and Style Editor

JUDITH REYES
Editorial Consultant
ROEL LANDINGIN
Project Consultant
PROF. LEONOR MAGTOLIS-BRIONES
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Contents
List of Tables and Figures .................................................................................................................................................................................... vi
Abbreviations and Acronyms ....................................................................................................................................................................... vii
Introduction............................................................................................................................................................................................................................ ix
I. Local Public Finance 101 .............................................................................................................................................................................. 1
1. What is public finance and why should it concern you? ............................................................................. 1

2. Who are the key officials who handle local public money? ..................................................................... 2
3. I am just an ordinary citizen. How can I participate? ...................................................................................... 4
4. How powerful is the LDC? ............................................................................................................................................................... 4
5. Where does the money come from? ...................................................................................................................................... 5
6. I already pay VAT and income taxes to the BIR. Can my local
government still tax me?...................................................................................................................................................................... 6
7. I keep hearing about the IRA. How is it computed and distributed
among LGUs? .................................................................................................................................................................................................... 7
8. What are the major issues surrounding the IRA distribution among LGUs?
Why the squabble for cityhood? ................................................................................................................................................ 7
9. What enables the LGUs to collect taxes, fees, and charges? .................................................................... 8
10. I’ve heard that a lot of LGUs are very much dependent on IRA. How can
LGUs enhance their own tax revenues? ........................................................................................................................... 8
11. Can local officials spend money just as they wish? ............................................................................................ 9
12. What are the mandatory budgeting parameters of LGUs? .................................................................... 10
13. Money is always short. How do officials decide spending priorities? .................................... 10
14. What is the planning horizon and vantage point of local development plans? ........... 11
15. How do we know local officials are spending money wisely?.......................................................... 14
16. Is there a system of internal control within LGUs? ......................................................................................... 14
17. We keep hearing about officials buying equipment and supplies from their
friends and relatives. Is this allowed? .............................................................................................................................. 14
18. What is the Bids and Awards Committee (BAC)? Who are its members?
Can the mayor be part of it? .........................................................................................................................................................14
19. What are the procedures in procurement? .................................................................................................................15
20. What dubious procurement practices should we watch out for? .................................................. 16
21. Are there examples of best practice inlocal public finance management? .......................... 18
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II. We need a SUPER COA! ........................................................................................................................................................................... 20
1. What is the role of the Commission of Audit on Local Public Finance?................................ 20

2. What is the basic process in government accounting? ................................................................................ 20
3. What is COA’s Annual Financial Report (AFR)? ...............................................................................................21
4. What is the COA’s Annual Audit Report of LGU? ..........................................................................................21
5. Can anyone request for a copy of financial reports of the LGU? ....................................................21
III. Let’s get involved! (Civil Society Participation in Local Public Finance) ................................ 22
1. What laws or provisions can I invoke to say that I have a right to participate
and that my voice should be heard? ..................................................................................................................................22
2. Do I have a say in the kind of taxes and other revenue sources that our local
sanggunian propose? ............................................................................................................................................................................23
3. What is being done to enhance tax revenue collection?............................................................................. 24
4. I have a few ideas in improving the quality of education in our community
school. Where can I sound out these ideas?..............................................................................................................25
5. Dengue is up in my village again. How can I participate in developing health
policies so that the occurrence of these things are avoided?................................................................26
6. Can I take a look at how our town’s funds are being allocated? Can local
stakeholders help make the budget? .................................................................................................................................28
7. How do citizens participate in the local councils? ............................................................................................31
8. Can ordinary citizens take a look at what’s happening in bids and local
procurement procedures? ...............................................................................................................................................................32
9. How do I know where the money went? ..................................................................................................................... 33
IV. Let’s crunch some numbers: Local Public Finance Analysis ..................................................................... 34
1. I like numbers. In what aspects of local public finance can I be of help? ............................. 34
2. I want to look at our town’s budget, spending, etc. Where do I get them? ....................... 34
3. How do I know if my LGU is in good financial standing? Are there financial
performance indicators?....................................................................................................................................................................36
V. CASE STUDIES .................................................................................................................................................................................................... 43
Marikina City ............................................................................................................................................................................................................44

A. Background ..................................................................................................................................................................................................44
B. Marikina’s leadership paradigm ....................................................................................................................................... 45
C. Civil society presence in Marikina .................................................................................................................................. 46
D. Access to information and civil society participation.............................................................................. 46
E. Marikina public finance analysis.......................................................................................................................................48
F. Workshop on Peoples’ Participation: Marikina’s CSOs face the new set
of public officials................................................................................................................................................................................... 55
G. Conclusion .................................................................................................................................................................................................... 56
Guinangayan .............................................................................................................................................................................................................59
A. Background ..................................................................................................................................................................................................59
B. Civil society participation in public finance ........................................................................................................ 60
C. Analyzing Guinayangan’s Finances.............................................................................................................................. 62
D. Conclusion .................................................................................................................................................................................................... 67
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VI. LEGISLATIVE INITIATIVES TO ENHANCE
PEOPLE’S PARTICIPATION IN PUBLIC FINANCE........................................................................................ 68
1. If the Local Government Code already mandates citizen’s participation

in local governance, is there need for another law on that? Isn’t it one too
many laws already? ................................................................................................................................................................................ 68
2. Is there any existing proposal in Congress with regard to addressing
those gaps? ......................................................................................................................................................................................................... 68
3. What then are the provisions with regard to the kind of NGOs that can
participate? What is the accreditation process? ................................................................................................... 69
4. So what if my organization is accredited? What are the rights and entitlements
that go with having an accreditation? .............................................................................................................................. 69
5. What are the kinds of information that should be made available by local
government units to the public? .............................................................................................................................................70
6. Our mayor and councilors frown upon having NGOs participate in these
processes. They said, if NGOs want a piece of the action, they should
run as public officials and have themselves elected first. What do we do? ....................... 70
References ................................................................................................................................................................................................................................71
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List of Tables and Figures
Figure 1 Summary of Functions of Local Officials in Local Public Finance .................................... 2

Table 1 Scope of Taxing Powers of LGUs Under LGC of 1991 ..................................................................... 6
Table 2 IRA Distribution Under LGC of 1991.................................................................................................................... 7
Figure 2 Planning-budgetting Cycle ............................................................................................................................................. 11
Figure 3 Synchronization Calendar of Local Planning, Investment
Programming, Revenue Administration, Budgeting and Expenditure
Management ..................................................................................................................................................................................... 12
Table 3 LGU Financial Performance Indicators (LGFPMS) ........................................................................... 38
Table 4 Total Sources of Revenue and Pecent Distribution
by Source of Revenue City of Marikina (For the Years 2007 to 2009)......................... 50
Table 5 Percent Distribution by Type of Local Source City of Marikina
(For the Years 2007 to 2009)............................................................................................................................................ 50
Table 6 Total Expenditures and Percent Distribution by Expense Class
City of Marikina (For the Years 2007 to 2009).......................................................................................... 52
Table 7 Total Expenditures and Percent Distribution by Sector
Table 8 Financial Indicators
Table 9 Projected vs Actual Revenues, Municipality of Guinayangan, Quezon
(For the Years 2007 to 2009)............................................................................................................................................ 62
Table 10 Actual Receipts, Percent Distribution and Growth
Municipality of Guinayangan, Quezon (For the Years 2007 to 2009) ......................... 63
Table 11 Total Expenditures by Sector
Table 12 Percent Distribution of Expenditures by Sector
Municipality of Guinayangan, Quezon (For the Years 2007 to 2009 ........................... 64
Table 13 Total Expeditures by Expense Class
Table 14 Percent Distribution of Expenditures by Expense Class
Table 15 Financial Indicators, Municipality of Guinayangan, Quezon
(For the Years 2007 to 2009)............................................................................................................................................ 65
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Abbreviations and Acronyms
AAR Annual Audit Report

AFR Annual Financial Report
AFS Audited Financial Statement
AIP Annual Investment Plan
AO Administrative Order
AOM Audit Observation Memorandum
APP Annual Procurement Plan
BAC Bids and Awards Committee
BESF Budget of Expenditure and Sources of Financing
BIR Bureau of Internal Revenue
BLGF Bureau of Local Government Finance
BOT Build-Operate-Transfer
BPO Business Process Outsourcing
CCAGG Concerned Citizens of Abra for Good Government
CDA Cooperative Development Authority
CDP Comprehensive Development Plan
CITRR Capital Investment to Total LGU Revenue Ratio
COA Commission on Audit
CS0 Civil Society Organization
DAR Debt to Net Asset Ratio
DBM Department of Budget and Management
DILG Department of Interior and Local Government
DOF Department of Finance
DOH Department of Health
DSER Debt Service Expenditure Ratio
DSR Debt Service Ratio
EER Economic Expenditure Ratio
EO Executive Order
GAD Gender and Development
GIS Geographical Information System
GOSDSR Gross Operating Surplus to Debt Service Ratio
GPPB Government Procurement Policy Board
GRPA Government Procurement Reform Act
IRA Internal Revenue Allotment
JMC Joint Memo Circular
LCE Local Chief Executive
LDC Local Development Council
LDIP Local Development Investment Program
LEP Local Expenditure Program
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LFC Local Finance Committee
LGC Local Government Code
LGFPMS Local Government Financial Management System
LGPMS Local Government Performance Management System
LGU Local Government Unit
LHB Local Health Board
LSB Local School Board
MCF Marikina Citizens First
MDG Millenium Development Goals
MIS Management Information System
MMDA Metro Manila Development Authority
MOA Memorandum of Agreement
NEDA National Economic and Development Authority
NGAS New Government Accounting System
NGO Non-government organization
NOSTRR Net Operating Surplus to Total LGU Revenue Ratio
NSCB National Statistics Coordination Board
NSO National Statistics Office
OP Office of the President
PBAC Pre-qualification Bids and Awards Committee
PD Presidential Decree
PDAF Priority Development Assistance Fund
PDPFP Provincial Development and Physical Framework Plan
PhilGEPS Philippine Government Electronic Procurement System
PMS Performance Management System
PO Peoples’ Organization
PPA Program-Project-Activity
PPDC Provincial Planning and Development Council
PPMP Project Procurement Management Plan
PPP Public-Private Partnership
PSER Personel Services Expenditure Ratio
PTA Parent-Teacher Association
RA Republic Act
RPT Real Property Tax
RPTAR Real Property Tax Accomplishment Rate
RPTIS Real Property Tax Information System
SCRA Supreme Court Rulings Annotated
SEC Securities and Exchange Commission
SEF Special Education Fund
SER Social Expenditure Ratio
SIE Statement of Income and Expenditures
SK Sangguniang Kabataan
SOA Statement of Account
SRE Statement of Receipts and Expenditures
TCC Total Collection Cost
TRCC Total Revenue Collection Cost
UBOM Updated Budget Operatios Manual
UCBTER Uncommitted Cash Balance to Total LGU Expenditure Ratio
UP-NCPAG University of the Philippines National College of Public Administration
and Governance
VAT Value Added Tax
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Introduction
T
his project is an offshoot of several institutions’ common desire to enhance people’s
understanding and with greater understanding, informed participation, in local public
finance matters. Fresh from and constantly renewing its participatory budgeting
experience in Congress’ annual budgeting exercise, Social Watch Philippines is now
embarking on localizing its national experience. With support from the UNDP and the Civil
Service Commission, this project came into being.
Rationale
Spending by local governments is a significant portion of total public sector expenditure.
For the year 2010, it amounted to P351.3 billion or roughly 20 percent of total. This included
the regular internal revenue allotment which is 40% of the total national taxes collected,
plus other programs from different departments downloaded to local government units
(LGUs) but excluded the Priority Development Assistance Fund (PDAF) of Senators and
Congressmen which also largely goes to LGUs as beneficiaries.
Oftentimes, local government budgets and spending do not pass scrutiny of people’s
organizations and civil society organizations based in local communities. Likewise, sources
of financing – whether coming from the traditional sources such as the Internal Revenue
Allotment (IRA), real property taxes, or taxes from mineral and natural resource extraction
– remain outside their radar.
While Social Watch has a fairly developed methodology and process for engaging Congress
using the Millenium Developmet Goals (MDG) as lens for the national budget, local
non-government organizations (NGOs) and people’s organizations have yet to fully maximize
openings provided by the Local Government Code (LGC) for local development planning,
budgeting, identifying sources of revenues and spending. As a result, there are LGUs that
exhibit the patronage-based and/or wasteful pattern of allocation and spending. Grand but
ill-equipped hospital buildings without enough doctors, and even grander school buildings
for schools that are grossly lacking in appropriate textbooks and good teachers are stark
examples of such irresponsible spending.
An informed citizens’ participation in local government budgeting, revenue generation

and spending will hopefully contribute to more responsible and responsive spending and
revenue generation by LGUs.
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Discussion Flow
We shall start with the basics of local public finance. It shall be presented in a Question and
Answer format for easy understanding and reference, citing best practices when available.
The second part identifies and explains the important role of the Commission on Audit in
local public finance.
Part 3 shows areas within and outside the Local Government Code where people can
participate in local public finance processes.
Part 4 talks about data sources on public finance and making sense of the tables and ratios
that can be generated from those data sources.
Part 5 takes on two case studies – Marikina City and Guinayangan, Quezon and identifies
areas for improvement for these two areas.
Part 6 presents the features of a draft legislation for people’s participation in budgetary
process in various levels of government – national government agencies, local government
units and Congress.
Jessica Reyes-Cantos
Projecr Manager
x Sourcebook on Local Public Finance
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I. Local Public Finance 101
By MA. GLADYS CRUZ-STA RITA
1. What is public finance and why should it concern you?

Local Public Finance refers to the conduct and management of financial affairs, transactions,
and operations of provinces, cities, municipalities and barangays. You may think that’s not
something you should care about, but you’re wrong. At heart, local public finance is about
why some localities have more money, or spend money better than others. How local public
finance is managed could spell the difference if a trip to the government doctor or nurse
will take only half an hour or extend to half a day. It could spell the difference if the police
or barangay tanod will turn up quickly or not at all when called for help.
In some laws, Local Public Finance is referred to as local fiscal administration. Regardless
of how it is called, it is all about basically three things.
First, the generation of resources and revenues, primarily through taxes and transfer of
grants from the national government.
Second, the allocation and utilization of such resources and revenues.
And third, the management and control over revenue generation and resource utilization.
Following is a more detailed enumeration of the scope of local public finance:
Scope of local public finance
1. Revenue Generation
• All aspects of local taxation
• Loan and its management
• Operation of public enterprises
• Revenue enhancement measures
• Revenue planning, forecasting and accounting
2. Revenue Allocation and Utilization

• Synchronized planning and budgeting system and processes
• Accounting and auditing of expenditures
3. Other Aspects
• Property and supply management
• Internal Control in all fiscal functions
• Organization
• Computerization of systems related to public finance
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2. Who are the key officials who handle local public money?
The local chief executive -- the town or city mayor and the provincial governor -- along with
members of their respective local law-making bodies, the local finance committees and the
local development councils, are the officials tasked with the responsibility of raising, spending
and managing local public funds and resources.
The main responsibility for ensuring that funds are available to implement programs,
policies and rules made by the local chief executive and the local deliberative bodies fall on
the treasurer, the budget officer, the accountant, the assessor, and the local administrator.
Procurement is the main responsibility of the chief of the general services office. (See Figure
1 for an illustration of the roles of the various officials and bodies)
Figure 1
SUMMARY OF FUNCTIONS of LOCAL OFFICIALS in LOCAL PUBLIC FINANCE
Local Chief Executive Local Sanggunian

• Executive Direction and • Taxing Authority
Control • Enactment of Annual Budget,
• Licensing and Issuing Policies
of permits & Implementing Rules and
Regulations
COMPOSITION OF LOCAL
FINANCE CLUSTER
(Assessor, Accountant, Budget Officer,
Tresurer, and PPDC)
• Income Projections
• Recommendations on Tax/Revenues
Measures
TREASURER
Collects taxes, fees, charges, and other impositions of the LGU); takes custody and exercises
proper management of the funds of the LGU; takes charge of disbursing all LGU funds and
such other funds that may be entrusted to him by law or other competent authority
ASSESSOR
Exercises the functions of appraisal and assessment, primarily for taxation purposes of all real
properties in the LGU concerned
ACCOUNTANT
Takes charge of the accounting and internal audit services of the LGU
BUDGET OFFICER
Provides budget administration services to the LGU
PLANNING & DEVELOPMENT OFFICER
Analyzes income & expenditure patterns, formulates and recommends fiscal plans & policies
for consideration of the finance committee of the LGU
2 Sourcebook on Local Public Finance

While some of the key officials involved, such as the local chief executive or members of
law-making bodies, are directly elected by local voters (and therefore accountable to them),
many more are merely appointed by the elected officials. Concerned citizens should also
keep a close watch on all appointed officials, ensuring their qualifications and performance
hew close to the standard if not the best practice.
Local citizens or people’s organizations who want to change how their local governments
are raising or spending public money should be familiar with the roles and responsibilities
of the various officials and bodies. For example, a petition asking for a cut in real property
tax rate should first be addressed to the town or city council , as it is the council that decides
on such matters first before they are passed on to the mayor for final approval.
Below is a brief summary of the jobs of the key local officials and bodies.
The Local Chief Executive (LCE) is ultimately responsible for the collection, custody,
disbursement, and proper utilization of government funds. He or she provides overall
direction and control. He or she is the chief development and budget planner and is
responsible for issuing all licenses and permits.
The Local Sanggunian approves the Annual Budget and supplemental budgets of the LGU.
It also approves the local government’s development and investment plans, which serve as
guidelines in the preparation of the annual budget.
The Local Sanggunian is the local government’s sole taxing authority. All policies on revenue
generating measures such as taxes, fees, and charges require the enactment of appropriate
ordinance of the Sanggunian. The Sanggunian prescribes the rates for such levies and has the
power to grant exemptions, incentives or reliefs. The Local Chief Executive cannot sign any
loan agreement or enter into any contract without the approval of the Local Sanggunian. It
can also authorize the floating of bonds or other instruments of indebtedness for the purpose
of raising funds to finance development projects.
The Local Finance Committee (LFC) comes up with the estimates and targets for both
income and expenditures that go into the preparation of the draft local government budget
that is debated and approved by the Local Sanggunian. It plays such an important role that
the Local Government Code mandated all LGUs to create a local finance committee. It is
composed of the local planning and development officer, the local budget officer and the
local treasurer. The local chief executive may designate the chairman of the LFC and may
expand the membership to include the local accountant, local assessor, the chairman of the
Appropriations Committee of the Sanggunian or the LGU administrator. Apart from helping
prepare the annual budget, the Local Finance Committee also helps the local sanggunian in
evaluating the budgets of lower level LGUs and conducts semi-annual reviews of costs and
accomplishments in undertaking development projects.
Despite its name, local public finance is not a purely local affair. Many national government
agencies issue policies and regulations that govern how public funds are managed at the
local level. These include the Commisssion on Audit (COA), the Department of Finance
(DOF), the Department of Budget and Management (DBM), the Department of Interior and
Local Government (DILG), and the Office of the President (OP).

3. I am just an ordinary citizen. How can I participate?
Traditionally, the role of citizens in local
government affairs is limited to electing
local leaders and engaging them through
petitions, dialogue, legal suits or protest
actions to adopt or change policies and
regulations. The Local Government
Code, however, has opened up another
democratic avenue for people to influence
local policy-making: the local development
councils.
Perhaps unknown to many, the law requires

the representation of non-government
organizations at the local development councils. More than that, the law says that one-fourth
of the members of local development councils should come from NGOs.
The councils are one of the five special bodies mandated by the Local Government Code,
and are to be organized in all levels of LGUS – the barangays, towns, cities and provinces.
The LDC may call upon any local official concerned or any official of national agencies in
the LGU to assist in the formulation of development plans.
4. How powerful is the LDC? Who are the members of the LDC?
LDCs that enjoy widespread support Barangay:
from citizens and are managed well can • Members of the Sanguniang
• Barangay Representatives of
be a powerful voice that local officials nongovernment organizations (NGO)
will find hard to ignore. Even at the • Representative of the Congressman
barangay level, local development councils City/ Municipality:
have the power and responsibility to • All Barangay Chairman of the LGU
mobilize people’s participation, prepare • Chairman of the Committee of the
Appropriations of the sanggunian
development plans and monitor and • Congressman or his representative
evaluate the implementation of national • Representatives of NGOs
and local programs and projects. This Province:
means that local councils in poor or sickly • All mayors of components cities and
municipalities
communities can hold their barangay • Chairman of the Committee on
chairmen or mayors to account if their appropriation of the provincial
localities are lagging in meeting some sanggunian
targets of the millennium development • Congressmen or their representatives
• Representative of NGOs
goals, a flagship national program.
Local development councils in towns, cities and provinces have even broader powers and
responsibilities. They formulate many of the medium and long term plans and policies that
guide the preparation of the annual budgets that are approved by the local sanggunians and
implemented by the local chief executive. The development councils are also tasked with
formulating the medium-term and annual investment programs, and with appraising socio-
economic development programs and projects. They are also responsible for formulating local
investment incentives to promote the inflow and direction of private capital. Lastly, they also
coordinate, monitor and evaluate the implementation of development programs and projects.

Through the local development councils, the organized citizenry can have a powerful platform
to influence the preparation of the long-term plans and policies that can guide the work
of the elected and appointed officials of the local government units. They can hold officials
to account for actions and decisions that are not consistent with the long-term plans and
policies adopted by the local development councils.
5. Where does the money come from?

The money that can be spent by local governments come from internal and external
sources:
The external sources of revenues of local governments are the following:
a. Internal Revenue Allotment (IRA)
IRA refers to the share of local governments in the collection of taxes imposed by
the national government. This is in consonance with Sec. 6, Art.VI of the Philippine
Constitution which provides that local governments are entitled to a joint share
in national taxes. At present, local governments are entitled to 40% of the internal
revenue taxes. These include the income tax, VAT and excise taxes. The IRA transfers
resources to local governments to help them finance the expenditure responsibilities
that have been devolved to them, such as primary health care among others. IRA is
in the form of grant or allotment from the national government.
b. Share from the utilization of National Wealth
LGUs have an equitable share from the proceeds derived from the utilization and
development of national wealth within their respective areas. Local governments
are entitled to 40 percent of the National Government’s gross collection in the
preceding fiscal year from mining taxes, royalties, forestry and fishery charges,
and such other taxes, fees, or charges—including related surcharges, interests, or
fines—from their share in any coproduction, joint venture, or production-sharing
agreement in the utilization and development of the national wealth within their
territorial jurisdiction.
c. Grants and donations
LGUs may secure financial grants or donations from local and foreign assistance
agencies. Other forms of grants may be fund allocation from Senators or Congressmen
or special projects from the President or other national agencies.
d. Domestic loans and Credit-financing schemes
LGUs may contract loans and other forms of indebtedness from government or
private banks and lending institutions.
The provisions allowing LGUs to tap nontraditional revenue sources for local
governments are an innovative feature of LGC 1991. LGUs may utilize credit
financing, build-operate-transfer (BOT) schemes, bond flotations, and other
investment strategies to enable them to finance local development programs and
projects.

The internal or locally generated
What is the distribution of Real
revenues are the following: Property Tax proceeds among
different levels of LGUs?
a. Taxes, fees, and charges
Sharing among LGUs is as follows:
Taxes are enforced contributions, Provinces
fees are imposed in the exercise of 1. Provincial Share 35%
regulatory powers, and charges 2. Municipal Share 40%
are cost recovery impositions for 3. Barangay Share 25%
services delivered or for use of Cities
1. City Share 70%
LGU facilities. 2. Barangay Share 30%
a. 50% shall accrue to the barangay
Real Property Tax (RPT) is the where the property is located
biggest source of locally generated b. 50% shall accrue equally to all
revenue for most provinces and component barangays of the city
municipalities. Many cities,
however, collect big amount of business taxes comparable to their RPT collections.
b. Income derived from investments, privatized and development enterprises, and

inter-local government
LGUs may incorporate development enterprises where income from investments

may be derived. LGUs may also group themselves together or consolidate their
efforts, services, and resources for purposes commonly beneficial to them and may
derive income from such undertaking.
6. I already pay VAT and income taxes to the BIR. Can my local
government still tax me?
Oh yes… Table 1 below illustrates the taxing powers allocated to each level of LGU
Table 1. Scope of Taxing Powers of LGUs Under LGC of 1991
Province Cities Municipalities Barangays

• Real Property Tax Real Property Tax Real Property Tax • Taxes on Stores
(for chartered & or Retailers
non-component cities) • Barangay Clearance
• Tax on Business
• Fees for Sealing and Licensing of Weights and
Measures
• Fishery Rentals, Fees and Charges
• Community Tax
• Tax on Transfer of Real Property Ownership
• Franchise Tax
• Amusement Tax
• Professional Tax
• Tax on Sand, Gravel & Other Quarry
Resources
• Tax on Business of Printing and Publication
• Annual Fixed Tax on Every Delivery Truck or
Van
Common Revenue Raising Powers
• Service Fees and Charges
• Public Utility Charges
• Toll Fees or Charges

7. I keep hearing about the IRA. How is it computed and distributed
among LGUs?
Forty percent of the BIR collection (with a 3-year lag) is distributed to local governments
following a predetermined formula. The amount is distributed in two stages: (1) distribution
to local governments according to type, and (2) allocation following a predetermined set of
criteria (LGC 1991).
Table 2. IRA Distribution Under LGC of 1991
First Stage: AMONG LGUs

Share No. of LGUs
Provinces 23% 81
Cities 23% 136
Municipalities 34% 1,494
Barangays 20% 41,995
Second Stage: THROUGH WEIGHTED CRITERIA
Population 50%
Land Area 25%
Equal Sharing 25%
The second stage of sharing for barangays differ. After the 20% share of the barangays is
determined, all barangays with 100 inhabitants or more is granted an amount of P80,000.00.
The aggregate amount wll then be deducted from the total barangay allocation. The balance
will then be further sub-divided based on a formula:: 60% population, 40% equal sharing.
8. What are the major issues surrounding the IRA distribution among LGUs?
Why the squabble for cityhood?
The situation now is that a lot of municipalities are aspiring to acquire cityhood status because
such a status will automatically increase their IRA share. The currently existing cities are
not happy about this because such increases for the new cities will mean a corresponding
reduction in their share.
The purpose of IRA allotment to LGUs is to help them finance the expenditures of
responsibilities devolved to them, primarily health care . But according to Dr. Guevarra
(2007), the present LGU sharing of IRA is disproportionate to the services they absorbed from
the national government. Provinces and municipalities, saddled by limited taxing powers,
are receiving far less than the cost of services expected from them. Dr. Guevarra explains
that in the present system, LGUs with higher income are receiving bigger share transfer on
a per capita basis. Discussions on amendments to the Local Government Code, including
the IRA sharing continues.

9. What enables the LGUs to collect taxes, fees and charges?
The 1987 Constitution, Section 5, Article X provides that “Each local government unit shall
have the power to create sources of revenue and to levy taxes, fees, and charges subject
to such guidelines and limitations as the Congress may provide, consistent with the basic
policy of local autonomy. Such taxes, fees, and charges shall accrue exclusively to local
governments.”
However, the LGC only provides general guidelines and limitations for this, such that each
LGU still needs to enact an enabling ordinance. Some of the provisions of the Code are also
not self-executory. Each LGU, through its Local Sanggunian, must determine the base and rates
to be imposed, the subject of the revenues, and the incentives and penalties. The approved
tax ordinance is what gives authority to the Local Treasurer to collect revenues.
10. I’ve heard that a lot of LGUs are very much dependent on IRA. How can
LGUs enhance their own tax revenues?
The Code has provided opportunities for LGUs to enhance existing revenues. The LGC
provides the following:
“Local government units may exercise the power to levy taxes, fees or charges on any
base or subject not otherwise specifically enumerated herein or taxed under the National
Internal Revenue Code, that the taxes, fees or charges shall not be unjust, excessive,
oppressive, confiscatory or contrary to declared national policy: provided, further, that
the ordinance levying such taxes, fees or charges shall not be enacted without any prior
public hearing conducted for the purpose” (LGC 1991,Sec.129-130 ).
The framers of the 1987 Constitution did not intend Congress to cover all the aspects of local
taxation. LGUs have the unique opportunity to continue exploring new revenue measures that
will provide them with significant resources for improving both services and governance.
LGUs may consider the actions and programs for enhancing their tax revenues charted
hereunder:
POLICY AND ACTION FRAMEWORK FOR ENHANCING

LGU TAX REVENUES
Local Taxes
1. Prepare Local Revenue Generation Plan
2. Conduct public consultations on revenue measures
3. Update Local Tax Code
4. Computerize Tax Administration and Financial Management System
5. Improve taxpayer services and make it easier for taxpayers to pay; establish
customer-friendly offices or one-stop shops for securing business permit applications
6. Provide incentives to tax collectors
Real Property Taxes
7. Conduct tax mapping operations for real property
8. Regularly conduct General Revision of Property Assessment and Classification and
adopt realistic Schedule of Fair Market Values, e.g., zonal values of the BIRc
9. Computerize records of the Assessor’s and Treasurer’s Offices

10. Link up with the Registrar of Deeds, Building Official Geodetic Engineers, and
other relevant government agencies
11. Strengthen tax collection enforcement (publication of list of delinquent taxpayers/
properties and use of judicial and administrative remedies, e.g., auction sale)
12. Engage the participation of other stakeholders (e.g., barangay officials and public
school teachers) to help in a tax information and education campaign
13. Display approved Schedule of Fair Market Values in conspicuous places
14. Display transaction flow charts
Local Business Taxes
15. Conduct business tax mapping – inventory of business establishments – and tie
up with the records and tax maps of the Assessor’s Office
16. Use presumptive income levels in determining gross receipts of business
establishments to calculate establishments’ business tax liabilities
17. Conduct examination of books of accounts of business establishments (with
proper authorization) to counteract massive under declaration by business
establishments
18. Use information from databases of other government agencies, e.g., SEC, BIR,
etc., through institutionalized interagency tax information-sharing scheme
19. Establish one-stop shops for tax payments and business permit applications
Source: Pardo, Erlito R. ( 2006).
11. Can local officials spend money just as they wish?

No. There are several types of funds maintained by LGUs each with a specific parameter of
spending provided for in the Local Government Code.
Every LGU maintains different funds to hold the monies and resources that may be received
and disbursed by the local treasurer. These are as follows:
1. General Fund
General Fund describes the fund that is available for any purpose to which the
legislative body may decide to apply it. It is composed of receipts or revenues that
are not, by law or by contractual agreement, applicable to a specific purpose
Included here are the 20% Development Fund, the 5% Calamity Fund, and Intelligence
Fund.
2. Special Funds
Special Fund is the fund created for a special purpose or object and used to defray
specified expenditures or classes of expenditures.
a. Special Education Fund
The LGC states that a province or city may levy and collect an annual tax of one
percent on the assessed value of real property in addition to the basic real property
tax and the proceeds of which will go exclusively to the special education fund
and can be used only for that purpose.

b. Trust Fund
Trust Fund consists of private and public monies which have officially come into
possession of the local government or of a local government official as trustee,
agent or administrator or which have been received as a guarantee for the
fulfillment of some obligation.
12. What are the mandatory budgeting parameters of LGUs?
The Sanggunian Tasks and Responsibilities Checklist (2007) summarized these into 10
pointers as follows:
1. Total Appropriations shall not exceed the estimates of income.

2. Full Provision shall be made for all contractual and statutory obligations of the
LGU.
3. Debt Servicing shall not exceed 20% of the regular income of the LGU.
4. Aid to Barangays shall not be less
than One Thousand Pesos (PhP
1,000.00) per barangay.
5. Calamity Fund shall be 5% of the
estimated revenue from regular
sources.
6. Development Fund shall be at least
20% of the LGU’s Annual Internal
Revenue Allotment and shall be
appropriated for development
projects.
7. Personal Services shall not exceed
45% for 1st to 3rd class LGU, and
55% for 4th to 6th class LGU.
8. Discretionary Purposes shall not
exceed 2% of the actual receipts
derived from basic real property
tax.
9. Intelligence or Confidential Undertakings shall not exceed 30% of the total annual
amount allocated for peace and order efforts or 3% of the annual appropriations,
whichever is lower (DILG MC No. 99-65. S. 199, as amended).
10. Allocation for the strengthening of the Local Council for the protection of children
shall be 1% of the Internal Revenue Allotment of the LGU (RA 9344, 2006, Juvenile
Justice and Welfare Act)
13. Money is always short. How do officials decide spending priorities?

This is where citizen’s participation is crucial. There is this so-called joint planning-budgeting
process that citizens can be actively involved in.
The Updated Budget Operations Manual (UBOM) for LGUs, released by the Department
of Budget and Management (DBM) in June 2005, emphasized the importance of linkage in
planning, budgeting, and participative governance through the involvement of stakeholders,
civil society, and the private sector in the planning process. A more recent issuance jointly

released by the Department of Interior and Local Government (DILG), the National Economic
Development Authority (NEDA), the Department of Budget and Management (DBM), and
the Department of Finance (DOF) outlines the “Guidelines for the Harmonization of Local
Planning Investment Programming, Revenue Administration, Budgeting, and Expenditure
Management
This is exemplified in the following Planning-Budgeting Cycle.
Figure 2. Planning-budgeting Cycle
DEVELOPMENT
PLANNING
INVESMENT Local
Local Chief BUDGET PROGRAMMING Development
Executive/ ACCOUNTABILITY (3-6 years)
Council,
Finance, Local
Committee/ Sanggunian,
Local Civil Society
Sanggunian and Private
BUDGET ANNUAL Sector
EXECUTION INVESTMENT PLAN
(1 year)
BUDGET REVIEW BUDGET

PREPARATION
BUDGET
AUTHORIZATION
Local Chief Executive (Local Finance Committee)

Local Sangguniang Reveiwing Authority
Source: Budget Operations Manual for LGUs, DBM (2008, p. 29)
14. What is the planning horizon and vantage point of local development plans?
The Provincial Development and Physical Framework Plan (PDPFP) for provinces and
the Comprehensive Development Plan (CDP) for cities and municipalities are six-year
multisectoral plans embodying the long term vision, sectoral goals, development strategies,
objectives and targets of LGUs.
These two plans also contain the Program-Project-Activity (PPA) structure which consists of
programs, projects , and activities designed to achieve specific objectives with corresponding
performance indicators.
From the approved PDPFP and CDP, a programming document called Local Development
Investment Program (LDIP) is prepared. The LDIP is a basic document linking the local
plan to the budget. It contains the prioritized PPAs, matched with financing resources, and
to be implemented annually within a three to six- year period. The first 3 years of the LDIP
shall be firmed up along the priorities of the incumbent LCE. ( DILG, NEDA, DBM, DOF.
JMC No.1, 2007)
The Annual Investment Plan (AIP) is the annual slice of the LDIP. It contains the capital and
current operating requirements of the LGU that will serve as basis for the preparation of the
Annual and Supplemental Budgets. (DBM, 2008)

Figure 3. Synchronization Calendar of Local Planning, Investment Programming,
Revenue Administration, Budgeting and Expenditure Management
(Per Joint Memo Circular No. 1 Series of 2007, DILG, NEDA, DBM. DOF)
JANUARY- MARCH
Planning & Devt Coordinator
leads the updating of planning
and budgeting database (socio
economic, physical resources,
time series revenue & expenditure APRIL- MAY
data, project profiles/ status, etc.).
Local Development Council
Provides for interface with natl &
conducts analysis of planning
regl govt agencies.
environment for plan preparation/
review/ updating and firms up the
PPAs targeted for inclusion in the
indicative AIP.
JUNE 1-15 (1st week of

August during election year)
Budget Officer and Planning
Officer prepare project/activity
profile of PPAs into the AIP
Summary Formagencies.
The single most important component JUNE 1- JULY 31

of the
Local Development Council
Annual Investment Plan
prioritizes PPAs.
(AIP) is the PPAs:
Programs(P), Projects (P), Identification of areas for
and Activities (A). complementation of PPAs
The PPA is the linking pin between between and among province and
the plan and component cities/municipalities.
the budget
The LCE issues the “budget call”.
JUNE (July during

election year)
Approval of the Local
Development Investment Plan
(LDIP).
(3 year plan)

JULY 1- 31 (1st year of the term
only; updating on subsequent
years)
Sanggunian approval of the

Provincial Development and
Physical Framework Plan JULY 1-15
(PDPFP)- for provinces
Comprehensive Development Local treasurer submits to LCE
Plan (CDP)- certified statement of income
for cities and municipalities & expenditure and department
(5 year plan) with national & budget ceiling.
regional government agencies. Departments prepare and submit
budget proposals.
SEPTEMBER 16-30
LFC consolidates budget

proposals into Local Expenditure
Program (LEP) and prepares
Budget and Sources of financing
(BESF).
OCTOBER 1-15
The LCE submits the executive
budget to the local sanggunian
not later than October 16.
OCTOBER 17- NOVEMBER
Local Sanggunian makes final

deliberation on the budget.
DECEMBER
Sanggunian enactment of the
Local Annual Budget.
JANUARY
Annual budget becomes

operational.
If no budget is passed after 90
days from the beginning of the
year, the budget of the past year is
deemed automatically re-enacted.

15. How do we know local officials are spending money wisely?
Unfortunately, there is no instantaneous assessment of whether or not our elected government
officials are spending the people’s money wisely. But over a reasonable time period, perhaps
after a year-and-half of serving their terms, we should be able to see tangible results and
gauge if development has occurred, perhaps in terms of better roads or delivery of potable
water systems and efficient health services.
16. Is there a system of internal control within LGUs?
The LGC mandates that internal control of LGUs is a responsibility of the local accountant.
However, only financial or accounting control is being performed by them. The other
important aspects of the task, such as administrative, program and management controls
are not performed by the office.
In 2003, then President Gloria Macapagal-Arroyo issued AO No. 70 directing LGUs “to
organize an Internal Audit Service in their respective offices.” This is related to the earlier
AO No. 278 in 1992 of Pres. Corazon Aquino, which directs the strengthening of Internal
Control Systems in all government offices, including the LGUs.
The primary goals of an internal control audit are to establish the areas of vulnerability
to corruption and devise control mechanisms to address those vulnerabilities. Internal
control audit looks into the effectiveness and sufficiency of controls, tests the controls and
recommends solutions for the identified weaknesses and inefficiencies of such controls.
The primary responsibility of ensuring effective internal control is on the Local Chief
Executive. This is one aspect that has been lacking in many LGUs of the country.
17. We keep hearing about officials buying equipment and supplies from
their friends and relatives. Is this allowed?
As insider information can readily be obtained especially in small towns, then there will
always be attempts and maneuvers to collude amongst bidders or even exclude those who
would wish to participate. But as long as there are safeguards and that a set of straightforward
procedures that allow for a real competitive bidding is followed, then there should really be no
reason to disallow friends and relatives. The clincher here are the qualifiers “straightforward”
and “competitive”.
18. What is the Bids and Awards Committee (BAC)? Who are its members?
Can the mayor be part of it?
All LGUs are mandated to establish a Bids and Awards Committee (BAC) to decide the
winning bids and questions of awards on procurement of property and supply.
The Local Chief Executive has the responsibilities to designate the Members of the Bids and
Awards Committee (BAC) in accordance with the following rules:
• The BAC shall consist of at least five (5) but not more than seven (7) members.
• The Local Chief Executive shall designate from those occupying plantilla positions
the members of the BAC
• All members designated by the Local Chief Executive are regular members except
the end-user member who is considered as a provisional member. The members,

whether regular or provisional, are equally entitled to participate and to vote during
deliberations.
• The regular offices under the Office of the Governor or Mayor, as the case may be, may
be represented in the BAC. The offices that shall be represented are the following:
 The Office of the Administrator
 The Budget Office
 The Legal Office
 The General Services Office
 Engineering Office
• In the case of municipalities which do not have an Office of the Administrator or a

Legal Office, the Mayor shall designate a representative from the office/s performing
the functions equivalent to that of the former offices.
• The BAC members shall elect among themselves the Chairman and Vice-Chairman.
The Chairman shall be at least a third ranking permanentt official of the provincial/
city/municipal government.
• The BAC Members shall be designated for a term of one (1) year only, reckoned
from the date of designation. However, the Local Chief Executive may renew such
designation at his discretion.
• The following officials are disqualified from membership in the BAC:
 The Local Chief Executive and other elective officials of the province/city/
municipality
 The official who approves procurement contracts
 The Chief Accountant or Head of the Provincial/City/Municipal Accounting
Office and his/her staff, unless the Accounting Department is the end-user unit, in
which case the Chief Accountant, Head of the Accounting Department or his/her
staff may be designated as an end-user member.
19. What are the procedures in procurement?

Government Procurement Reforms Act (GPRA) or the RA 9184 is the law governing the
procurement of goods and services in government.
For the procurement of goods and services, following are the abridged steps:
1. Procurement planning and preparation of the annual procurement plan within the
approved budget of the LGU
2. Requisitioning, which entails the submission of written request for supplies, materials
and the like.
3. The Local Chief Executive or Department approves the requisition
4. Preparation of the Obligation Request which should include the purchase request
and a certification from the Budget Officer that funds are available and that the
requests are valid.
5. Competitive or Public Bidding which means that it should be open to any interested
and qualified party. This involves 8 steps: advertisement, pre-bid conference,
receipt of eligibility documents and bids, eligibility check, opening and preliminary
examination of bids, detailed evaluation of bids, post qualification and award of
contract.

6. Preparation, approval and delivery of purchase order (PO).
7. Payment for the items when they are delivered.
For the procurement of infrastructure projects, there are several steps in each phase:
PREPARATION:
• Procurement planning taking into consideration not just the budget but timing,
engineering design, and right of way among others.
• Preparation of bid documents.
• Pre-procurement conference where the BAC discusses all aspects of the
procurement.
BIDDING
• Advertisement and posting of Invitation to Apply for Eligibility and to Bid

• Accept Letter of Intents, Issue Eligibility Documents and conduct eligibility check
• Issue the Bidding Documents to eligible bidders
• Pre-Bid Conference and if necessary, issue a supplemental/bid bulletin.
• Receive and open the technical and financial envelopes
• Evaluate the bids
• Post qualification of the winning bidder. This entails verifying, validating and
ascertaining all the statements made and documents submitted by the bidder,
• Award the contract
• Contract signing, approval and issue the notice to proceed
IMPLEMENTATION
• Effectivity of the contract
• Contractor’s performance of his contractual obligations
• LGU’s performance of his contractual obligations
• Final acceptance or project sign-off
• All other related activities; and
• Payment by the LGU
Procurement of services basically follows the same steps but in addition, the quality of the
personnel to be assigned to the project, the experience and capability of consultants and the
plan and methodology in delivering services are properly weighted.

20. What dubious procurement practices should we watch out for?
Note the following dubious procurement practices cited in The Governor’s Handbook, 2nd
Edition, of the League of Provinces of the Philippines (1994).
Unethical and Corrupt Practices in Awarding

of Construction and Service Contracts
The people who control the awarding of contracts are vulnerable to corruption
since they can favor specific construction and service contractors through the
manipulation of bidding processes.
Among the unethical and corrupt practices in awarding of contracts are:
• over-pricing in the work program estimated prepared by the engineering
office;
• invitation to bid given only to “choice contractors”;
• collusion among contractors and fixing of bid prices;
• pre-assigning of contracts by the local government executive to favored
contractors;
• breaking-up or splitting of contract amounts to suit the desired level of
approving/signing authority;
• specifying track records and equipment to suit favored contractors;
• collusion of local officials with contractors with regard to quality and
quantity of materials used as well as work accomplishment;
• awarding of contracts to contractor/people who worked for the approval of
the project and release of funds;
• untruthful documents presented by contractors such as financial
certification, track record, equipment and personnel qualifications;
• publication of bid notices in newspapers with dubious circulation or special
supplements;
• leaking information on approved agency estimates;
• making payments that are not commensurate to work accomplished; and
too much red tape in collection.
Questionable Practices in Purchases of Goods

• Specifying the quantity and price of goods that will favor specific firms and
individual suppliers;
• exclusion of certain suppliers in canvassing and invitations to bid; maintenance
of favored suppliers;
• breaking-up or splitting purchase amounts to suit levels of authority for
approval;
• non-delivery (“ghost delivery”) of purchased items;
• over-pricing;
• delivery of inferior or lower quality goods;
• double payments; and
• riding on government purchases for personal purchases to avail of discounts
and tax exemptions.

21. Are there examples of best practices in local public finance management?
Yes. The case of Bulacan is one good example
BEST PRACTICE IN LOCAL PUBLIC FINANCE SUSTAINABILITY:

THE CASE OF BULACAN
Bulacan ranks first among provinces of the country as the biggest income earner
per official reports of the Commission of Audit (P1.71 B Php in 2007). The province
has become a model of the kind of self-reliance and greater self-sufficiency among
local government units that the Local Government Code intended to promote
among the ranks of LGUs, specifically through the empowering provisions on
local revenue generation.
In 1998, Bulacan’s dependence on the Internal Revenue Allotment was at 74%.

With a decisive and determined drive to increase local revenues, the province
worked for a balanced, 50-50 ratio between IRA and locally-sourced funds. In less
than 10 years, the province successfully reduced its dependence on the IRA by 22
percentage points. This further went down to 52% in 2007, when Bulacan registered
a tax collection efficiency of 91%.
The province invested heavily on the computerization of its systems. It initiated the
development and installation of Real Property Tax Information System (RPTIS). In
2002, the province embraced satellite technology when it adapted the Geographic
Information System (GIS) to enhance critical services in real property and tax
mapping. The computerization of various government operations proved to be a
crucial support mechanism to the province’s efforts in promoting transparency,
efficiency, and effective governance.
Bulacan’s declaration of an expansive Tax Amnesty Program in 1998, 2002, and
2005 contributed to the attainment of the goal of lowering IRA dependence.
Because the initial focus was on unpaid real property taxes, the amnesty
encouraged delinquent taxpayers to come out into the open and update their
records.
Public auction was conducted in 2000. One effective strategy used after the first
auction is the application of remedial measures for delinquent tax payers whose
property were already subject for auction. Instead of auction, the Sanggunian
authorized the Treasurer to negotiate on behalf of the province and enter into a
tax compromise agreement with delinquent tax payers.
In 2003, various offices involved in local public finance underwent major

organizational restructuring in preparation for a massive campaign for revenue
generation. This resulted in the merging of the Provincial Treasury and the
Provincial Assessment departments into one single department. This development
became a cause of concern for Provincial Assessors in the country. The Civil Service
Commission, however, approved the plan. The restructuring also created a Tax
Mapping Division under the Provincial Assessor. The total workforce of the two

offices was reduced from 69 to 54 personnel. The new blueprint, which clarified
accountabilities of financial frontline departments, proved effective in Bulacan’s
goal of increasing revenue.
Also in 2003, the province installed its very own Performance Management System
(PMS), a system of monitoring and evaluating the quality and performance of the
employees and departments, which played a key role in energizing the bureaucracy
and reaching the goal. Under the PMS, expectations were defined to make sure that
employees understand what must be accomplished by each one of them and their
departments, how and when it must be accomplished, and how accomplishments
will be measured. The PMS translated the province’s goal of a 50-50 IRA-locally
generated revenue ratio, into actual performance indicators, from which standards
are based and measured. The employees embraced the system and resulted in
positive results. The PMS also reinforced the values of performance among the
employees within the context of teamwork.
In 2004, the province approved a Revised Provincial Revenue Code to address the
shortcomings and pitfalls of the previous ordinance. Rates of all types of taxes were
adjusted by 10 percent, except those levied on real property, amusement, and sand,
gravel, and other quarry resources. Before this, the province already exercised the
power to levy taxes provided in Section 129 to130 of the LGC, taxing 10% of the fair
market value for ordinary stones, sand, gravel, earth, and other quarry resources
extracted from private lands. A cement factory in Bulacan refused to pay and lodged
a protest arguing that the LGC applies only to public lands. This power of the LGU
was upheld by the Supreme Court and Bulacan won a landmark case for LGUs of
the country (Bulacan vs. Court of Appeals, 299 SCRA 442). It may be noted that this
residual power provided by the LGC had not been utilized by many LGUs.
All the efforts were supported by massive information and education campaigns.
Orientation of homeowners associations, barangay consultations, distribution
of informative comics and flyers, and tax caravans were also conducted. Active
participation of public schools, howeowners associations, and barangay officials
in the tax campaigns were successfully utilized.
Also worth noting is the contribution of the Bulacan Invetsments Incentive Code,
enacted in 1999, to the influx of investments in the province which also contributed
to higher revenues.
Alma Rose Roxas, Increasing Local Government Revenue Through Institutional and Organizational Reforms, Pinoy
Governance,UP NCPAG and Small Projects Facility, European Commission-Philippines Partnership. 2007.
Sta. Rita, M.G. (2008)

II. We need a SUPER COA!
By MA. GLADYS CRUZ-STA RITA
1. What is the role of the

Commission of Audit on Local
Public Finance?
The Commission on Audit is a
constitutional body mandated to perform
the audit of all financial transactions of
the LGU. COA is responsible for making
rules on accounting and auditing to
prevent irregular, unnessary, excessive or
extravagant expenditures of the LGUs.
2. What is the basic process

in government accounting?
The Commission on Audit prescribed the
New Government Accounting System
(NGAS) effective January 1, 2002, replacing
the old form of government accounting in
force since the 1950s. The NGAS uses : (1)
new uniform guidelines and procedures
that will simplify government accounting, (2) new coding structure and chart of accounts to
conform with international accounting standards, and (3) new accounting books, reports/
forms, financial statements and accounting entries that generate periodic relevant financial
statements for better performance monitoring. (COA, NGAS Manual, Vol. I)
The general accounting plan presents the whole accounting cycle in LGUs. Transactions
emanate from the various departments of the LGU. These departments provide the source
documents and accounting forms necessary to complete the transaction, whether budgetary,
collection, or disbursement.
Government accounting covers the process of analyzing, recording, classifying, summarizing,

and communicating all transactions involving the receipt, disposition of government funds
and property, and interpretation of the results (PD 1445, Sec. 109).

3. What is COA’s Annual Financial Report (AFR)?
The AFR is a consolidated report of COA to the President of the Phillippines and to the
Congress submitted not later than the last day of September of each year. This is published
in the country’s national newspaper every year under the Financial Highlights of Local
Government Units.
Based on the Balance Sheet of all LGUs, the following are highlighted in the published
report:
a. Top Ten Provinces, Cities, and Municipalities Based on Current Assets

b. LGUs with Substantial Amount of Cash in Bank
c. Top Ten Provinces, Cities, and Municipalities Based on Total Liabilities
d. Top Ten Provinces, Cities, and Municipalities Based on Total Equity
Based on the Statement of Income and Expenditures, the following are generated:
a. LGUs with Highest and Lowest Gross Income

b. Highest and Lowest LGU Spenders
c. LGUs with Highest and Lowest Share from Internal Revenue Allotment
d. LGUs with Highest and Lowest Net Income.
LGUs included in the list are then the benchmark of other LGUs.
4. What is the COA’s Annual Audit Report of LGU?

The Annual Audit Report (AAR) is prepared by auditors as the final output of the yearly
comprehensive audit conducted by COA. It is the medium used by COA to communicate
to the LGU and to proper authorities the result of COA appraisal of how management
had discharged its fiscal responsibility. The report includes the auditor’s recommendation
of measures necessary to improve the economy, efficiency, and effectiveness of LGU
operations. The significant findings and recommendations contained in the Audit
Observation Memorandum (AOM) are summarized in this report. AOM’s are the findings
and observations on the audit of accounts and operations of different offices in the LGU
which require comments and explanations from the responsible persons.
5. Can anyone request for a copy of financial reports of the LGU?
Yes. Concerned citizens who have inquiries or are requesting for documents from any
government agency, including the LGUs, are protected by the Anti-Red Tape Act of 2007
or RA 9485. The law seeks to reduce bureaucratic red tape and cut down processing time
of government transactions. It directs government offices to act on a simple transaction or
request within five working days and on complex ones within ten working days. Requests
therefore must be made in writing and properly stamped with “received” and signed by
concerned employees. This way, concerned citizens can demand the stipulation of the
law.
Employees proven guilty may be penalized for light offenses with 30 days suspension without
pay on the 1st offense, 3 months suspension without pay on the 2nd offense and dismissal
and perpetual disqualification from public service on the 3rd offense.

III. Let’s get involved!
(Civil Society Participation in Local Public Finance)
By CIELO MAGNO
The critical role of the private sector and the participation of non-governmental, community-
based, or sectoral organizations are recognized in the 1987 Philippine Constitution (Article
II, Sections 20 and 23). The Local Government Code of 1991 consistently acknowledges
the significant role of people participation in local governance. In particular, Chapter 4 of
the Code provides for partnership between LGUs and non-governmental organizations in
pursuing local autonomy.
1. Yes! I want to help out in local governance policy making but our town
mayor seems indifferent. What laws or provisions can I invoke to say
that I have a right to participate and that my voice should be heard?
The Local Government Code is teeming with such provisions. Some specifics are as
follows:
SEC. 34. Role of People’s and Non-governmental Organizations. – Local government units
shall promote the establishment and operation of people’s and non-governmental
organizations to become active partners in the pursuit of local autonomy.
SEC. 35. Linkages with People’s and Non-Governmental Organizations. – Local government
units may enter into joint ventures and such other cooperative arrangements with
people’s and non-governmental organizations to engage in the delivery of certain basic
services, capability-building and livelihood projects, and to develop local enterprises
designed to improve productivity and income, diversify agriculture, spur rural
industrialization, promote ecological balance, and enhance the economic and social
well-being of the people.
SEC. 36. Assistance to People’s and Non-governmental Organizations. – A local government

unit may, through its local chief executive and with the concurrence of the sanggunian
concerned, provide assistance, financial or otherwise, to such people’s and non-
governmental organizations for economic, socially-oriented, environmental, or cultural
projects to be implemented within its territorial jurisdiction.
There are several laws that provide for transparency and accountability in Governance.
Republic Act No. 3019 or the Anti-Graft and Practices Act outlines actions that constitute
graft and corrupt practices for individuals in public office or for private individuals doing
business with the government. The law also requires government officials to make their
statement of assets and liabilities available to the public.

The Local Government Code of 1991, as discussed, provides for peoples’ participation
in special committees at all layers of LGUs. In addition, Chapter 4 of the Code specifies
provisions on expenditures, disbursements, accounting and accountability. Section 352 of
the law requires
“Local treasurers, accountants, budget officers and other accountable officers shall, within
thirty (30) days from the end of each fiscal year, post in at least three (3) publicly accessible
and conspicuous places in the local government unit a summary of all revenues collected
and funds received including the appropriations and disbursements of such funds during
the preceding fiscal year.”
Cognizant of the above-stated provisions, the Local Government Code of 1991 mandates
people participation in all areas of local public finance – from revenue/resource generation
to revenue allocation and utilization through the local budget process discussed in the
preceding sections as well as in program or expenditure tracking and monitoring.
2. Do I have a say in the kind of taxes and other revenue sources that our
local sanggunian propose?
It is true that one of the inherent powers of a state is the power of taxation subject to certain
limitations as provided in the 1987 Philippine Constitution. In other words, such power is
not absolute. As mentioned in the preceding section, Section 5, Article X of the Constitution
has empowered local government units “to create their own sources of revenues and to
levy taxes, fees and charges subject to such guidelines and limitations as the Congress may
provide, consistent with the basic policy of local autonomy…”
Public participation in the legislation of tax measures is mandatory. Before revenue measures
can be enacted, they must go through a legislative process, which includes the conduct of
series of consultations and public hearings as provided in the Local Government Code.
The extent of people participation

in the enactment of revenue codes, LGC SEC. 187. Procedure for Approval and
however, cannot be quantified. There Effectivity of Tax ordinances and Revenue
is no published data as to how many Measures; Mandatory Public Hearings.
people attend consultations and – The procedure for approval of local tax
public hearings. What is available ordinances and revenue measures shall be
is the number of congress and local in accordance with the provisions of this
legislative council members who Code: Provided, that public hearings shall
voted for or against a certain revenue be conducted for the purpose prior to the
code and more importantly, the enactment thereof…
amount of revenues raised as these
national and local revenue codes are
implemented. Direct people participation in revenue generation, obviously, is through the
payment of these tax and non-tax revenues.
Although there is no Philippine law on people participation on the generation of income for
local governments, extensive literature has been written on the link between transparency,
citizen participation in planning, budgeting and monitoring process and their willingness to
pay local taxes (Ahmad, 2008; Sirker, 2006; Ziria, 2008). Availability of data and information
like local tax collection, budget and expenditure allow citizens to have a greater understanding

and appreciation of the link between quality and quantity of public service and the amount
of tax they pay to their localities.
The participatory budgeting and access to financial information in Porto Alegre, Brazil is
a great example of the relationship between participatory budgeting and tax collection.
Their tax collection increased by 50% because of transparency in public finance information
(Sirker, 2006).
3. What is being done to enhance tax revenue collection?
There are joint government-private initiatives to enhance tax revenue collection. One example
is the DOF-BIR-LGU-private sector consultation/dialogues for setting a uniform valuation
for real properties. This has resulted in the DOF Department Order No. 6-2010 dated March
12, 2010, circularized through BIR Memorandum Circular No. 27-2010 dated March 17, 2010.
It called for the creation of an Executive Committee on Real Property Valuation (ECRPV),
the members of which, among others, should include two (2) representatives from the
private sector, specifically licensed and competent appraisers from reputable association/
organization of realty appraisers. This is to make the valuation of land systematic and to
improve the efficiency of land utilization. As this will affect revision of tax bases, it will
require the conduct of public hearing relative to the proposed zonal values.
Another example is the memorandum between the BIR, IBP, Philippine Institute of
Certified Public Accountants (PICPA) and the Philippine Chamber of Commerce and
Industry (PCCI) to jointly undertake a project for the enhancement of taxpayer service,
entitled “Handang Maglingkod Project” (HMP) (Bureau of Internal Revenue, 2010). There
is also the memorandum of agreement between the Department of Finance and LGUs for
the sharing of information with respect to the declaration of gross receipts of business
owners whereby BIR VAT and Percentage Tax Returns are required by LGUs to renew
business permits.
The latest memorandum of agreement, dated October 15, 2010, is between the DILG and the
PCCI, which among others, calls for both parties to jointly:
1. Promote a culture of local database development for investment and business

promotion purposes;
2. Engage in regular policy discussions on prevailing concerns affecting business,
initially identified as follows:
a. Streamlining of the Business Permits and Licensing Systems
b. Strengthening of Business Permits and Licensing Offices of LGUs
c. Review of the Local Government Code, for the possible inclusion of provisions
that will enhance LGU-Business Sector partnerships
d. Review of RA 9514, also known as the Revised Fire Code of the Philippines of
2008, for possible policy recommendations to address the concerns of the business
sector in its implementation
e. Review of RA 9184, also known as the Government Procurement Reform Act,
for possible policy recommendations to allow more meaningful private sector
participation, particularly with regards to Bids and Awards Committees.
Investing and doing business in the Philippines have been largely criticized due to the
local bureaucratic red tape in securing business permits and licenses. It is hoped that the

MOA will address this concern and spur economic development in the local as well as the
national levels.
Other Private Sector Incentives
The private sector is likewise allowed to undertake infrastructure projects as provided in

Sec. 302 of the Local Government Code:
SEC. 302. Financing, Construction, Maintenance, Operation, and Management of

Infrastructure Projects by the Private Sector. – (a) Local government units may enter into
contracts with any duly prequalified individual contractor, for the financing, construction,
operation, and maintenance of any financially viable infrastructure facilities, under the
build-operate-and-transfer agreement, subject to the applicable provisions of Republic
Act Numbered Sixty-nine hundred fifty-seven (R.A. No. 6957) authorizing the financing,
construction, operation and maintenance of infrastructure projects by the private sector
and the rules and regulations issued thereunder and such terms and conditions provided
in this Section.
RA 6957 was amended by Republic Act 7718 in May 1994 to further enhance public-private
partnership. Last September 9, 2010, the Philippine President issued Executive Order
No. 8 Reorganizing and Renaming the Build-Operate and Transfer (BOT) Center to the
Public-Private Partnership (PPP) Center of the Philippines and Transferring its Attachment
from the Department of Trade and Industry to the National Economic and Development
Authority and For Other Purposes.
4. I have a few ideas in improving the quality of education in our
community school. Where can I sound out these ideas?
Public participation is also inherent the setting of policies for education through the local
school board (LSB). One of the main functions of the local school board is “to determine the
annual supplementary budgetary needs for the operation and maintenance of public schools
within the province, city or municipality and the supplementary local cost of meeting such
needs which shall be reflected in the form of an annual school board budget corresponding
to its share in the proceeds of the special levy on real property constituting the Special
Education fund and such other sources of revenue.”
The LGC requires that the annual school board budget prioritizes the following:
1) Construction, repair, and maintenance of school buildings and other facilities of

public elementary and secondary schools;
2) Establishment and maintenance of extension classes where necessary; and
3) Sports activities at the division, district, municipal, and barangay levels.
It may also influence the decision of the local sanggunian on issues concerning education
particularly local appropriations for educational purposes by serving as an advisory
committee to the sanggunian.
Non-government organizations are represented at the LSB through the representatives

of the parent-teacher association, teacher organization and the non-academic personnel
organization. The LSB shall be composed of the following:

Provincial City Municipality
• the governor and the • the city mayor and the • the municipal mayor and
division superintendent of city superintendent of the district supervisor of
schools as co-chairpersons schools as co-chairpersons schools as co-chairpersons
Members: Members: Members:

• the chairperson of the • the chairperson of the • the chairperson of the
education committee education committee education committee of
of the sangguniang of the sangguniang the sangguniang bayan
panlalawigan panlungsod • the municipal treasurer
• the provincial treasurer • the city treasurer • the representative of
• the representative of • the representative of the pederasyon ng mga
the pederasyon ng mga the pederasyon ng mga sangguniang kabataan in
sangguniang kabataan sangguniang kabataan the sangguniang bayan
in the sangguniang in the sangguniang • the duly elected president
panlalawigan panlungsod of the municipal
• the duly elected president • the duly elected president federation of parents-
of the provincial of the city federation teachers associations
federation of parents- of parents-teachers • the duly elected
teachers association associations representative of the
• the duly elected • the duly elected teachers’ organizations in
representative of the representative of the the municipality
teachers’ organization in teachers’ organizations in • the duly elected
the province the city representative of the non-
• the duly elected • the duly elected academic personnel of
representative of the representative of the non- public schools in the city
non-academic personnel academic personnel of
of public schools in the public schools in the city
province
In Naga City, the composition of the local school board was modified to further improve
the involvement of stakeholders in improving the quality of education. Naga City created
an advisory council composed of members from the academe, business, religious, alumni
associations and non-governmental organizations. This reorganization ensured that the
priorities of the local school board in Naga is attuned with the needs of the stakeholders
(Pabico, 2008).
5. Dengue is up in my village
again. How can I participate
in developing health policies
so that the occurrence
of these things are avoided?
You can take advantage of the opportunity
to participate in the local health board
(LHB). One of the main functions of
the LHB is “to propose… the annual
budgetary allocations for the operation
and maintenance of health facilities
and services within the municipality,

city or province, as the case may be. It should also serve as an advisory committee to
the local sanggunian on health matters such as the necessity for, and application of, local
appropriations for public health purposes.”
The composition of the LHB is as follows:
Provincial City Municipality

• the governor as • the city mayor as • the municipal mayor as
chairperson, chairperson chairperson
• the provincial health • the city health officer as • the municipal health
officer as vice-chairperson vice-chairperson officer as vice-chairperson
Members: Members: Members:

• the chairperson of the • the chairperson of the • the chairperson of the
committee on health committee on health committee on health of
of the sangguniang of the sangguniang the sangguniang bayan
panlalawigan panlungsod • a representative from
• a representative from • a representative from the private sector or
the private sector or the private sector or non-governmental
non-governmental non-governmental organizations involved in
organizations involved in organizations involved in health services
health services health services • a representative of the
• a representative of the • a representative of the Department of Health in
Department of Health in Department of Health in the municipality
the province the city
In a study on community participation in local health boards, the authors found out that
“there are more consultation with communities, more fund raising activities, health initiatives
and higher per capita expenditure on health in LGUs with functional LHB” (Ramiro, et al.,
2001).
In 2009, Talisay City in Negros Occidental received the hall of fame award as the most
outstanding local health board in Western Visayas. The success of Talisay’s LHB is a result
of a functional local health board that worked collaboratively with different stakeholders.1
1
For more information on Talisay’s local health board, a feature article is available at the NEDA website -- www.
neda.gov.ph/Knowledge.../Project02(Talisay)-NRO6-KE(Part1).pdf

6. Can I take a look at how our
town’s funds are being Participatory Budgeting2
allocated? Can local Participatory budgeting is a social accountability
stakeholders help make the tool designed to increase transparency,
improve efficiency and reduce corruption in
budget? governance. Wampler (2007:21) describes
participatory budgeting as
The budget process has five (5) major
…”a decision-making process through which
phases and stakeholders have roles in each citizens deliberate and negotiate over the
step. The UBOM explains the 5 stages of the distribution of public resources. Participatory
budget process and the Budget Operations budgeting programs are implemented
at the behest of governments, citizens,
Manual for LGUs of the Department of nongovernmental organizations (NGOs), and
Budget and Management lined up the roles civil society organizations (CSOs) to allow
citizens to play a direct role in deciding how
of stakeholders in the various stages of and where resources should be spent. These
budget preparation. Excerpts from the two programs create opportunities for engaging,
documents were combined as follows: educating, and empowering citizens, which
can foster a more vibrant civil society. “
Budget Preparation A celebrated practice of participatory budgeting
is the one implemented in Porto Alegre, Brazil.
The participatory budgeting in Porto Alegre is
It starts when the local treasurer submits a very intricate process conducted annually by
the Certified Statement of Income covering the organized groups of the city together with
actual receipts in the past year and the first the local government officials and city planners
and administrators. It is composed of different
semester of the current year, as well as the preliminary meetings in the different regions of
estimated income for the second semester the city. It involves the citizens of Porto Alegre
of the current year. in every step of the budgeting process. The
mayor, executive officials and civil servants are
The issuance by the LCE of a directive in present in these meetings to discuss previous
and current investment plans. The participants
the form of a budget call signals the start in the plenary can raise any issue they want to
of the budget preparation. the local officials.
Any investment project planned by the
Step 1 Stakeholders, such as civil local government has to be approved by the
society groups, NGOs and the public through the participatory budgeting
process. Information are disclosed freely
private sector, as observers of and the government is made accountable for
the Local Finance Committee the investment decision it failed or plan to
(LFC), shall represent the undertake.
aggregate needs of the people, One thing that is important to highlight in the
particularly the weak and participatory budgeting process of Porto Alegre
is the way it has empowered the traditionally
the disadvantaged. These disadvantaged groups like women and ethnic
observers may provide relevant minorities as reflected by their above average
participation in the process. The significant
inputs to the LFC and the LCE improvement in the infrastructure of Porto
in the formulation of policy Alegre is attributed to participatory budgeting.
decisions that are embodied It has improved the provision of basic needs,
increasing the number of households with
in the AIP. access to sewage and running water. The
number of school children in public schools
Step 2 Stakeholders may also provide also increased.3
inputs to department heads of
2
For a detailed discussion on participatory budgeting, see (Anwar Shah (ed.), 2007) available at http://siteresources.
worldbank.org/PSGLP/Resources/ParticipatoryBudgeting.pdf
3
For a more thorough discussion on participatory budgeting in Porto Alegre, please see (Koonings, 2004; Menegat,
2002; Novy & Leubolt, 2005; Wampler, 2004)

line agencies that could help these decision makers in the accurate determination
of targets or in the identification of beneficiaries in the delivery of agency
services
The budget preparation phase ends when the executive budget is submitted to the Sanggunian
for authorization.
Budget Authorization
This phase starts when the LCE submits the proposed budget to the Sanggunian for legislative
deliberation and ends with the enactment of the corresponding appropriation ordinance,
the legislative instrument authorizing the budget.
The Committee on Appropriations of the Sanggunian is responsible for conducting a

preliminary review and evaluation of the executive budget. The committee may conduct
its own budget hearing and may call upon the Local Finance Committee and heads of
departments.
The Sanggunian may not increase the proposed amount in the executive budget or include
new items except to provide for statutory and contractual obligations that may not have been
considered in the preparation of the budget, or if the amount provided is deficient.
Step 3 Stakeholders may participate in the Sanggunian deliberation of the Executive

Budget during public or committee hearings and consulation with specific sector
groups affected by the budget.
Step 4 Stakeholders may clarify or ask questions on changes in the executive budget
not found in the approved AIP.
Budget Review
The primary purpose of the budget review is to determine if the enacted appropriation
ordinance complied with the requirements set in the LGC. In the case of provinces, highly
urbanized cities, independent component cities, and municipalities within Metropolitan
Manila, the secretary of the Sanggunian shall forward to the DBM Regional Office the
appropriation ordinance within three (3) days of its approval. In the case of component cities
and municipalities, the review is done by the Sangguniang Panlalawigan.
Step 5 Stakeholders may relay information to the reviewing authority on the consistency
or inconsistency of the budget with the AIP.
Budget Execution
This fourth phase involves the release and actual disbursement of funds appropriated for
the performance of functions and implementation of projects and activities.
The critical aspect of this phase is the collection of funds so that disbursements do not exceed
appropriations.

Step 6 Stakeholders may assist implementors in advocating the benefits of the PPAs to
prospective clients.
Step 7 Stakeholders may also assist the LGU in providing for the service gaps due to
fund constraint.
Step 8 Stakeholders shall see to it that the standards of service delivery, in terms of
quality and proper specifications, are observed by the LGU.
Budget Accountability
This involves the accurate recording and reporting of the LGU’s income and expenditures
and the evaluation of the LGU’s physical and financial performance.
The fundamental principle on accountability affirms that fiscal responsibility must be shared
by all those exercising authority over the financial affairs, transactions, and operations of
the LGU
7. How do citizens participate in the local councils?

The Local Government Code of 1991
also provides for representation
of sectoral groups in the local
sanggunian. Section 41 of the Code
states that:
SEC. 41. Manner of Election.

- (a) The governor, vice-
governor, city Mayor, city
vice-mayor, municipal
Mayor, municipal vice-
mayor, and punong
barangay shall be elected
at large in their respective
units by the qualified
voters therein. However,
the sangguniang kabataan
chairman for each barangay
shall be elected by the
registered voters of the
katipunan ng kabataan, as provided in this Code.
(b) The regular members of the sangguniang panlalawigan, sangguniang panlungsod,

and sangguniang bayan shall be elected by district, as may be provided for by
law. Sangguniang barangay members shall be elected at large. The presidents
of the leagues of sanggunian members of component cities and municipalities
shall serve as ex officio members of the sangguniang panlalawigan concerned.
The presidents of the liga ng mga barangay and the pederasyon ng mga sangguniang
kabataan elected by their respective chapters, as provided in this Code, shall serve

as ex officio members of the sangguniang panlalawigan, sangguniang panlungsod,
and sangguniang bayan.
(c) In addition thereto, there shall be one (1) sectoral representative from the women,
one (1) from the workers, and one (1) from any of the following sectors: the urban
poor, indigenous cultural communities, disabled persons, or any other sector as
may be determined by the sanggunian concerned within ninety (90) days prior to
the holding of the next local elections, as may be provided for by law. The Comelec
shall promulgate the rules and regulations to effectively provide for the election of
such sectoral representatives.
Sections 446, 457 and 467 of the Code discussed the composition of the Sangguniang Bayan,
Panglungsod at Panlalawigan and reiterated the membership of sectoral representatives in the
said council. This could have been a very good opportunity for underrepresented sectors
to participate and influence policy making at the local level. Unfortunately, after a bitter
campaign between the League of Municipalities and Philippine Councilors’ League on one
side and the advocates of sectoral representation on the other side, Republic Act No. 7887
was enacted amending the Local Government Code of 1991. It stated that an enabling law
is necessary to implement the election of sectoral representatives. There are several pending
bills in Congress on the implementation of local sectoral representatives.
8. Can ordinary citizens take a look at what’s happening in bids and local
procurement procedures?
The Local Government Code of 1991 provides for the inclusion of two representatives from
non-government organizations that are represented in the local development council to be
included in the Local Prequalification, Bids and Awards Committee (Local PBAC). This
committee is responsible for the conduct of prequalification of contractors, bidding, evaluation
of bids, and the recommendation of awards concerning local infrastructure projects (“Local
Government Code,” 1991). However, the Local Government Code was amended by the
Government Procurement Reform Act of 2003. The Local PBAC was replaced by the Bids
and Awards Committee (BAC) as the main committee responsible for procurement and
bidding.
The procurement law requires a representative of the Commission on Audit and at least two
(2) observers to sit in the procurement proceedings. At least one observer should represent
a duly recognized private group in a sector or discipline relevant to the procurement at
hand. Another observer should represent non-government organizations (Government
Procurement Policy Board, 2009b).
Observers of the procurement process must meet the following criteria:
1. From an organization duly registered with the Securities and Exchange Commission
(SEC) or the Cooperative Development Authority (CDA), and should meet the
following criteria:
2. Knowledge, experience or expertise in procurement or in the subject matter of the
contract to be bid;
3. Absence of actual or potential conflict of interest in the contract to be bid; and
4. Any other relevant criteria that may be determined by the BAC.

As the title suggests, the observers do not have the right to vote in the procurement hearings
unlike in the local PBAC in the LGC of 1991 where NGOs actually have voting power in the
committee. They are granted access to the following documents upon their request subject
to signing of confidentiality agreement:
a. minutes of BAC meetings;

b. abstract of bids;
c. post-qualification summary report;
d. Annual Procurement Plan (APP) and related Project Procurement Management Plan
(PPMP) and
e. opened proposals
These rights and access as observers come with the following responsibilities:
a. Prepare the report either jointly or separately indicating their observations made on
the procurement activities conducted by the BAC for submission to the Head of the
Procuring Entity, with a copy furnished to the BAC Chairperson. The report shall
assess the extent of the BAC’s compliance with the provisions of this IRR and areas
of improvement in the BAC’s proceedings;
b. Submit their report to the procuring entity and furnish a copy to the Government
Procurement Policy Board (GPPB) and Office of the Ombudsman/Resident
Ombudsman. If no report is submitted by the observer, then it is understood that
the bidding activity conducted by the BAC followed the correct procedure; and
c. Immediately inhibit and notify in writing the procuring entity concerned of any
actual or potential interest n the contract to be bid.
9. How do I know where the money went?
You can do expenditure tracking and project monitoring.
Non-government organizations and peoples’ organizations can conduct an independent

expenditure tracking and project monitoring in their localities. Procuring entities of the
government are required to submit the Notice of Award to the Philippine Government
Electronic Procurement System (PhilGEPS) under the Government Procurement Reform
Act (GPRA) of 2003 or Republic Act No. 9184. PhilGEPS publishes all Notice of Awards in
their website – www.philgeps.net.
One NGO that is successful in engaging the government on systematic monitoring and
evaluation of government projects is the Concerned Citizens of Abra for Good Government
(CCAGG). The organization is composed of teachers, lawyers, doctors, engineers, priests,
housewives, farmers and out-of-school youth.
Among the factors that contributed to the success of CCAGG is their effort to engage
in community building and organizing at the barangay and municipal level to recruit
volunteers for the organization. To encourage people participation, CCAGG educates and
raises the awareness of the public about their work, the projects they are monitoring and
the benefits the community will derive from these projects (Kalaw-Tirol, 1998; Lopez-Wui,
2003).

In addition, CCAGG has technical capabilities, logistical resources and organization.
Members of CCAGG, especially the housewives, the students and other youth members,
relentlessly volunteer their time to monitor road construction projects and report their
observations to the engineers and accountants in the organization (Ramkumar & Krafchik,
2005). The lawyers in the group handle cases against erring government officials (Lopez-
Wui, 2003).
Financial resources come from local and international donors and from annual dues of
members amounting to P20 each. They also organize fund raising activities to support their
monitoring activities. The organization has a website (www.ccagg.com) where they provide
more detailed information about the organization and their activities.

IV. Let’s crunch some numbers:
Local Public Finance Analysis
By LEILANI L. GALVEZ
1. I like numbers. In what aspects of local public finance can I be of help?

Great to hear that. You can do
independent financial analysis.
Independent financial analysis is

done by examining the financial
data of local government units. It
focuses on analyzing the budget
and identifying the priority
spending of the LGU, looking at
the revenue resources of the LGU
and comparing the expenditure
report with the proposed budget.
This exercise is highly dependent
on the availability of financial data
and technical skills in analyzing
fiscal data. Understanding the financial data of the LGUs enable the public to engage and
influence the government in the allocation and utilization of public funds.
The succeeding discussion summarizes the data needed, possible sources of data and the
assessment ratios that may be utilized in evaluating the fiscal data of an LGU. The Social
Accountability website of the World Bank (http://www.worldbank.org/socialaccountability_
sourcebook/essd9.swf.) also provides different tools and methods in increasing participation
in public finance.
2. I want to look at the numbers of our town’s budget, spending, etc.
Where do I get them?
Access to information is critical in conducting an analysis of local public finance. Access
to financial data makes governance more transparent and efficient and encourages public
participation. In some local government units, information about their revenue, budget and
expenditure are readily available in the LGU’s website. An example of this is the website
of Naga City where they publish their financial documents (See www.naga.gov.ph). If the
data are not available in the LGU’s website, it can be requested directly from the officers in
your locality.

A. The Local Chief Executive Budget
Local government budgets, known as the Local Chief Executive Budget shall contain:
a. A Budget Message
b. Local Expenditure Program (LEP)
c. Budget of Expenditures and Sources of Financing (BESF)
The budget message of the local chief executive sets forth in brief the significance of the
executive budget, particularly in relation to the approved local development plan.
Local government budgets shall primarily consist of two (2) parts:
(1) The estimates of income; and

(2) The total appropriations covering the current operating expenditures and capital
outlays and summary of financial statements
B. Other sources of information
• Commission on Audit – www.coa.gov.ph
Every year, the Commission on Audit publishes their Annual Financial Report (AFR) on
the local government units. These annual reports contain all important financial statements
of the LGU and most importantly, are accompanied by an Annual Audit Report (AAR)
containing critical observations and recommendations on the financial undertakings of the
local government like improving tax collection, inconsistencies in bidding and procurement
process and inconsistencies in financial reporting.
The Audited Financial Statements (AFS) are prepared in accordance with the Commission
on Audit’s New Government Accounting Systems (COA-NGAS), in compliance with
International Accounting Standards. Financial Statements include the Balance Sheet, the
Statement of Income, Statement of Cash Flow and the Notes to the Financial Statements.
Looking at the face value of the audited income statements does not provide any data
on what constitutes tax revenues as it lumps together revenues from real property taxes
and business taxes. Even the notes to the financial statements, which supposedly contain
information and explanation on accounts used in the financial statements, do not give the
details of these tax revenues.
On the expenditures side, expenses are indicated by class or nature which does not provide a
basis for evaluating if the particular local government was able to provide the basic services to
its constituents or if expenditures were incurred in relation to its local development plan.
From a layman’s point of view, the account “deferred credits” as a liability in the balance
sheets may not mean much. But one when one looks at the notes and sees this as a “deferred
real property tax income” then we get to see so much more potential from RPT collection.
Similarly, the account “receivables” in the asset portion of the balance sheets may look so
big but when one reads the notes, these include “Real Property Tax Receivable”. It is, again
not presented that it is actually in relation to the “deferred real property tax income” and in
turn, to “deferred credits.” If only these were collected, the amounts per year for some local
government units may even be close to its annual operating income.

• Bureau of Local Government Finance – www.blgf.gov.ph
The Bureau of Local Government Finance also provides fiscal data on LGUs. They also have
manuals for fiscal analysis, opinions, rulings and issuances related to local government
finance. Statement of Receipts and Expenditures (SRE) Report (formerly known as the
Statement of Income and Expenditures (SIE) is required to be prepared by each LGU’s
Treasurer and submitted to the Bureau of Local Government Finance (BLGF). The latter
refers to the SRE Report as “the basic financial statement.”
The Manual for the preparation of this report is prescribed by the BLGF pursuant to the
provisions of Republic Act (RA) No. 7160 and Executive Order (EO) 127, Series of 1987,
which provide, respectively, that:
“…the Department of Finance has the authority to monitor and regulate the financial
performance of LGUs.”
and
“…the Department of Finance is responsible in the fiscal and financial management

of the Government including the Local Government Units. The Bureau of Local
Government Finance being the arm of DOF is responsible in the administration and
technical supervision of LGUs. The BLGF is specifically directed to supervise the revenue
operations of all local government units, with the objective of making these entities less
dependent on funding from the national government.”
Renaming the Statement of Income and Expenditures (SIE) to Statement of Receipts and
Expenditures (SRE) provides transparency and a better understanding of the sources of
funds of the local government as it includes loan proceeds, donations and grants, which in
financial terms, are not considered income.
Generating the SRE Report, however, requires the preparation of voluminous supplemental
statements and supporting reports from the LGU level, specifically the City Treasurer.
(Chapter 3, Section 7 of SRE Manual). These reports are forwarded to the BLGF for the
generation of electronic copies of the basic financial report, the SRE Report which can be
accessed and downloaded from the BLGF website.
• Bureau of Local Government Supervision, Department of Interior and Local
Government – http://www.blgs.gov.ph/lgpmsv2/cmshome/index.php
The Bureau of Local Government Supervision has the Local Governance Performance
Management System (LGPMS) that produces summary information on the profile of LGUs,
state of local governance performance specifically administrative governance, financial
performance, social governance, economic governance and environmental governance. It
also generates a report on the state of local development.
3. How do I know if my LGU is in good financial standing? Are there
financial performance indicators?
The Statement of Receipts and Expenditures (SRE) Manual of the Bureau of Local Government
Finance (BLGF) of the Department of Finance summarized several LGU financial performance
indicators (Bureau of Local Government Finance, 2010). These ratios are useful in evaluating
and assessing the public finance of the local government unit. It includes the following:

A. Revenue indicators
• revenue stability and reliability

• revenue mobilization and efficiency
B. Expenditure indicators
• Total Expenditures per Capita

• Personnel Services Expenditure Ratio (PSER)
• Debt Service Expenditure Ratio (DSER)
• Social Expenditure Ratio (SER)
• Economic Expenditure Ratio (EER)
C. Debt and Investment Capacity Indicators
D. Financial Management Capacity Indicators
The indicators cover the three basic elements of fiscal/financial policy- revenues, expenditures
and debt - and attempts to measure LGU’s fiscal/financial condition beyond having excess
cash and presence of physical infrastructure.
Key factors arising from the interaction of the said elements provide a better understanding of
the LGUs’ financial position. These factors are quality and efficiency of resource mobilization;
quality and sustainability of spending; and capability to manage expenditure and the debt
burden. Financially strong and financially weak LGUs may be identified after the application
of the performance indicators. Simply, LGUs are considered financially weak if they fail
to meet at least one third of the benchmarks and its regular operation incur cash deficit.
Otherwise, they are financially strong.
It is advisable to sort LGUs by income class, political level (i.e., municipalities, cities, and
provinces), or by level of internal revenue allotment before doing a comparative analysis
of the fiscal/financial performance indicators to make the assessment fair and meaningful
(BLGF, SRE Manual).
These ratios and their interpretations are summarized in Table 3.

Table 3. LGU Financial Performance Indicators (LGFPMS)
A. Revenue Indicators - reflect LGU revenue generation capacity
No. Indicator Formula Definition Benchmark Concerns Addressed

A.1 Revenue Potential
1 Revenue Total Revenues Total revenues as LGU Revenue > Also a
Level compared to the = income class creditworthiness
average value for average ranking indicator.
the LGU income Used as evidence for
class to which the availability of an
the LGU belongs appropriate revenue
level.
2 Revenue (Total RevenuesYr1-Total Revenue growth The average Also a
Growth RevenuesYr0) x 100 or annual % creditworthiness
Total Revenue Y0 the trend in increase in ranking indicator.
revenue across LGU revs>= Used as evidence
time Annual inflation for the sustainability
rate + Annual of an appropriate
population revenue level.
growth rate
Annual inflation rate – Calculated as the average annual increase in the Gross Regional Domestic Product
(GRDP) Implicit Price Index (1985=100) for the region to which the LGU belongs as published by the
National Statistical Coordination Board (NSCB).
Annual population growth rate – Annual compound growth rate of the LGU population calculated from the
formula Pn=Po(1+r)t where Pt=population at year n. Po=base year population, 1=number of years elapsed
between the base year and year n, and r is the annual growth rate. The appropriate population levels may be
taken from the National Statistical Office (NSO).
A.2 Revenue Stability and Reliability
3 Locally- Locally Sourced Revenue / Amount of Per capita locally This is used as
Sourced Population Revenues under sourced revenue evidence of the
Revenue LGU control >= average degree of tax effort
per Capita on a per capita for the LGU exerted by the LGU.
basis. income class to
which the LGU
belongs.
4 Growth ( Locally Sourced Rev per Growth in Growth in locally Used as evidence
in Locally Capita Yr1- Locally Sourced the amount of sourced revenue of the degree of
Sourced Rev per Capita Yr 0) *100/ revenues under per capita improvement of the
Revenue Locally Sourced Revenue LGU control >= average tax effort exerted by
per Capita per Capita Yr0 on a per capita for the LGU the LGU.
basis. income class to
which the LGU
belongs.
5 % Locally Locally Sourced Revenues / The share of % Share of Also a
Sourced to Total Revenues X 100 revenues that locally sourced creditworthiness
Total LGU are under LGU revenue to total ranking indicator
Revenue control and LGU revenue and is used as
results from >= average evidence of the
local economic share for the reliability of an
activity. LGU income appropriate revenue
class to which level.
the LGU belongs.
Locally sourced revenues include income from business and other local taxes, real property taxes, economic
enterprises, fees and charges. This does not include IRA, LGU share in national wealth, loans, credits, bond
proceeds, tobacco excise taxes, etc.

6 % Regular Regular Revenues/Total % Regular % Share of Also a
Revenues Revenues x 100 Revenues to recurring creditworthiness
to Total Total Revenue revenue to total ranking indicator
Revenue LGU revenue and is used as
>= average evidence of the
share for the predictability of
LGU income an appropriate
class to which revenue level.
the LGU belongs.
Regular Revenues = Locally Sourced Revenues + IRA)
A.3 Revenue Mobilization Efficiency
7 Total Total Local Revenue The cost of TCC >= This reflects
Revenue Collection Cost/ x 100 collecting average for the the cost
Collection Total Local Revenues a peso of LGU income effectiveness of
Cost to revenues. class to which the local revenue
Total the LGU generation efforts
Revenues belongs. of an LGU. The
Collected cost of collecting
( TRCC) taxes can be
considered highly
indicative of the
cost effectiveness
of the local
revenue efforts of
a LGU.
8 Real Actual RPT Collections % of current RPTAR >= Also a
Property *100/ Targeted RPT RPT collected 100% creditworthiness
Tax Collections within the ranking indicator
Accom- year to the and is used as
plishment total RPT due evidence of
Rate for the year the collection
(RPTAR) as estimated efficiency of the
from the LGU.
assessed value
of taxable real
properties.
The Real Property Tax (RPT) is the major source of local revenues for most Philippine LGUs and
also mirrors the local economy as the real property tax base (the value of existing properties) reflects
the status of the local economy, especially in urban areas. As such, the collection efficiency for the
real property tax largely mirrors the overall collection efficiency of the LGU. Many LGUs require a
certificate of full payment of RPT before the issuance of a new or renewed business permit.

B. Expenditure Indicators – define the degree of flexibility that an LGU has to allocate
resources for different purposes. The expenditure indicators distinguish between rigid
or compulsory expenditures that cannot be avoided by the LGU and discretionary
expenditures.

9 Total Total Expenditures/ Average Per capita This is indicative
Expend- Population amount spent total LGU of the amount of
itures per by the LGU per expenditures services extended
Capita constituent. >= average by the LGU to its
for the LGU constituent on a
income class to per capita basis.
which the LGU
belongs.
10 Personnel Personnel Services The ratio PSER<= 45% Also a
Services Expenditures *100/ Total of LGU for 1st to 3rd creditworthiness
Expend- Expenditures expenditures class LGUs ranking indicator
iture Ratio for personal and 55% to and is regarded
(PSER) services to 4th or lower as the most rigid
total LGU class LGUs and expenditure
expenditures. should exhibit category for an
a decreasing LGU.
trend. (These
are legal
ceilings
imposed
under Section
325 (a) of the
1992 Local
Government
Code (LGC)
11 Debt Debt Service Payments The ratio DSER <= Debt service is
Service *100/ Total Expenditures of LGU average for regarded as an
Expend- expenditures the LGU equally rigid
iture Ratio for debt service income class expenditure
(DSER) 10 to total LGU to which the category for an
expenditures, LGU belongs LGU. Also a
where Debt and should be recommended
Service = decreasing. creditworthiness
Interest + Loan ranking indicator.
Amortization
12 Social Social Services The ration of SER >= The level of
Expenditure Expenditures *100/ Total LGU social average for LGU social
Ratio (SER) Expenditures expenditures the LGU expenditures has
to total LGU income class a high degree of
expenditures to which the relationship with
LGU belongs poverty alleviation
and should be and improvement
increasing. in the human
development
index.
13 Economic Economic Services The ratio of EER>= The level of
Expend- Expenditures *100/ Total LGU economic average for LGU economic
iture Ratio Expenditures expenditures the LGU expenditures also
(EER) to total LGU income class has a high degree
expenditures to which the of relationship
LGU belongs with poverty
and should be alleviation and
increasing. improvement
in the human
development
index.

C. Debt and Investment Capacity Indicators – define the extent to which the LGU considers
the importance of capital expenditures and local government capacity to attract long
term financing for investments.

14 Debt Debt Service Payments The ratio DSR <= The debt service
Service *100/ Regular Revenues of LGU 20% of annual cap is a statutory
Ratio expenditures regular income limitation imposed
(DSR) for debt service and ratio under Section
to total LGU should at least 324 of the 192
annual regular be stable if LCG. Also a
income, not decreasing recommended
where Regular across time. creditworthiness
Income ranking indicator.
= Locally This indicator
Sourced defines the extent
Income + IRA to which a local
government could
engage additional
debt, taking
into account
the debt limits
provided by the
law. These limits
give decision
autonomy to the
local government
as long as the
expenditures
related with the
debt service
remain within
the prudent
acceptable limits.
15 Gross Gross Operating Surplus The ratio of GOSDSR The gross
Operating (Deficit)/ Debt Service LGU operating >= average operating result
Surplus Payments surplus to debt for the LGU represents the
to Debt service, where income class main and essential
Service Operating to which the source that could
Ratio Surplus = LGU belongs be mobilized by
(GOSDSR) Operating and should be the LGU in order
Revenues- increasing. to finance the
Operating public service
Expenditures infrastructure
investments or
the servicing of
loans contracted
for these purposes.
This is also a
creditworthiness
ranking indicator.

16 Debt to Total Debts*100/ Total The ratio of an DAR should This reflects the
Net Asset Assets- Accumulated LGU’s debt to be <= 1 value at risk
Ratio Depreciation its depreciated indicating that of lenders to a
(DAR) asset base an LGU has a LGU in case of a
(or Net sufficient asset default.
assets=Total base to back up
Assets less its debt.
Accumulated
Depreciation.
17 Capital Capital Investments/ The % share CITRR >= Measures the
Invest- Total Revenues of capital average for extent to which
ments to investments the LGU the LGU considers
Total LGU to total LGU income class the importance
Revenue revenues to which the of capital
Ratio LGU belongs expenditures.
(CITRR) and should be Also a credit
stable if not worthiness
increasing. ranking indicator.
D. Financial Management Capacity Indicators – compare LGU revenues with LGU

expenditures and define the extent to which the LGU implements an efficient financial
resources management.

18 Net Operating Net Operating Surplus The ratio NOSTRR>= This indicator
Surplus to (Deficit)*100/ Total of LGU net average for shows the ability
Total LGU Revenues operating the LGU of the local
Revenue Ratio surplus to total income class governments
(NOSTRR) LGU revenues. to which the to be sure their
Net Operating LGU belongs budget will be
Surplus= and should balanced. The
Gross be increasing NOSTRR is also
Operating in case of a recommended
Revenues-Debt operating creditworthiness
Service surpluses and ranking indicator.
decreasing
in case of
operating
deficits.
19 Uncom- Uncommitted Cash The calculated UCBTER>= Few LGUs
mitted Cash Balance*100/ Total figure average for explicitly provide
Balance to Expenditures reflects the the LGU for financial
Total LGU uncommitted income class reserve, and the
Expenditure cash portion to which the nearest equivalent
Ratio of government LGU belongs will be the
(UCBTER) equity in the and should be uncommitted or
LGAS. This increasing. free cash balance
is roughly of LGUs. This
equivalent indicator shows
to a sort of the ability of the
an annual LGU to ensure
financial their budget will
reserve. be balanced
Uncommitted even in the
Cash Balance face of financial
= Total Ending uncertainties. Also
Cash Balance a creditworthiness
- Financial ranking indicator.
Commitments.
Source: BLGF, SRE Manual

V. Case Studies
We shall now take a look at two contrasting cases: Marikina City which is part of Metro
Manila, enjoying a high Internal Revenue Allotment and having a significant share of its
financial resources from its own taxes – real property, business permits, and the like. The
other is Guinayangan, a small, far-flung town in the province of Quezon with limited
economic activity and struggling to provide decent public goods to its citizens. Following
is a comparative snapshot of the two cases:
Guinayangan Marikina
Population 39,074 424,610
land area 22,800 ha 2,150 ha
Income class third class municipality first class city
Total Expenditure per capita P 1,297.44 P 3,128.10
IRA P 52,787,403 P 446, 492,645
% Locally Souced to Total

6.04% 61.63%
LGU Revenue
% age of IRA dependence 94.11% 30.50%
Personnel Services
53.67% 43.75%
Expenditure Ratio (PSER)
Debt Service Expenditure
9.26%
Ratio (DSER
Real property tax efficiency ratio 91.00% 99.50%
Note: Except for the land area and income class, all other figures appearing above are the average of the
years 2007 to 2009.

Case Study: Marikina City
By CIELO MAGNO
Marikina is known to be one of the best managed cities in the country and if there is one
thing it can stand improvement on, it would be in the area of participatory governance.
Incorporating people’s participation in running Marikina City’s government could further
improve city governance, improve the process of identifying priorities and solutions to
problems and open new and creative opportunities to address these challenges. People’s
participation could help Marikina further improve its social and economic status.
This case study examines the extent of people’s participation in public finance of Marikina
from 2007 until the end of Mayor Marides C. Fernando in June 2010.
A. Background
Marikina City is the shoe capital of the Philippines. It was the largest shoe producer in the
country until the shoe industry took a toll in the early ‘90s because of trade liberalization.
About two decades later, it has now reemerged as one of the country’s premier business and
financial districts in the country (Ishii, Hossain, & Rees, 2007 citing Galing Pook Foundation,
2003).
Marikina became a chartered city in 1996 and over the past several years, has transformed
into a highly urbanized and first class city (“An Act Converting the Municipality of Marikina
into a Highly Urbanized City to be Known as The City of Marikina,” 1996). Shoemaking is
still considered the primary industry in the city (Marikina City, 2007), but aside from shoes,
other products that come from Marikina City include cigarettes, food, candies, bags, porcelain,
guns and ammunitions, cosmetic and beauty products (Dulay, 2010).
The city has two legislative districts and 16 barangays with a land area of 2,150 hectares.
There are around 14,000 business establishments and 11 tourism establishments in the city
(Marikina City, 2007). Based on the 2007 Census, Marikina has a total population of 424,610
with a growth rate of 1.14 (National Statistics Office, undated). There are 18 public schools
and 47 private schools in the city. Literacy rate is at 99%. There is one public hospital, nine
private hospitals and 16 health centers. There are 18, 355 registered senior citizens in the
area.
Marikina has been a recipient of numerous Galing Pook Awards, the country’s top recognition
for innovation and excellence in governance. In 2007, it received a Galing Pook Award for
environmental protection through its ecosavers’ program which taught school children waste
segregation and recycling practices that can be done at the household level. This resulted in
the decrease of the cost incurred in the disposal of local solid waste.

Members of Marikina’s CSOs, local government officials of the city led by Vice Mayor Jose Fabian Cadiz
(front row, 4th from right) and the Project Team in Kapitan Moy during the validation workshop
In 2008, the city received an award for its centralized warehousing management which resulted
to “operational prudence in the use of Marikina’s resources and efficient supply chain and
property management”. Most recently, it received another Galing Pook Award for health and
sanitation because of its clean food and water laboratory, which ensures the safety of food and
water sold in the markets through regular testing (Galing Pook Foundation, 2010).
B. Marikina’s leadership paradigm

Under the leadership of Mayors Bayani and Marides Fernando, Marikina rapidly transformed
into a first class city from a lowly municipality of Rizal. Mayor Bayani Fernando served as
mayor of Marikina from 1992 to 2001. He was replaced by his wife Marides Fernando in
2001. She served three terms and ended her stint as mayor in June 2010.
From the beginning of the Fernandos’ leadership, Marikina has been geared towards
becoming a “A Little Singapore.” While continuing to pursue the delivery of basic services
to the residents of Marikina, the city sought to make itself (Commission on Audit, 2007):
• A place for quality living

• A place for work and business
• A place for history
• A place for socializing
• A place for entertainment
• A place for arts, culture, tourism and sports
• A place for education
• A place for religion
Compared to other cities in the Philippines known for exemplary participatory leadership
like Naga, Marikina’s government under the Fernandos was described as “governance
with trusts.” While people participation in governance was modest, the government was
successful in launching “pro-poor” policies (Ishii, et al., 2007). Another governance expert
coined the term “Marikina Way” to brand the leadership style of the Fernandos .
tipclg_slpf_final.indd 45 11/14/2011 2:21:17 PM

Dulay (2009) described this as the application of well-settled business sector management
practices into the public administration. He further explained that Marikina under the
Fernandos can be described to be a “convergence of good timing, character traits of the leaders
and a series of judgment calls, decisions and innovations based on the proper appraisal of
the situations.”
The Fernandos’ style of governance has also been described as “top-down style of governance
that emphasizes discipline and adherence to rules” emphasizing that Marikina’s challenge
during their leadership was to increase participatory governance (Pabico, 2007).
C. Civil society presence in Marikina4
Marikina has a very diverse civil society. Aside from the presence of political parties like
Bayan, Sanlakas and Akbayan, there are a number of socio-civic groups, religious based
organizations, neighborhood organizations, transport associations, jeepney, tricycle and
pedicab drivers and operators associations. There are almost 500 neighborhood organizations
and homeowners associations. Nine of the seventeen barangays have their own Catholic
parishes. There are Christian-based groups in almost all barangays.
There are amateur radio and civic action radio groups. Professional organizations are also
present in the city, foremost among them are the Marikina Bankers Association, Marikina
Dental Society, Marikina Valley Medical Society, United Architect of the Philippines and the
Marikina Valley Contractors Association. As well, there are two major footwear associations,
namely the Marikina Footwear and Leathergoods Association and the Marikina Shoe Trade
Fair Association.
Also existing in Marikina are several chapters of Jaycees, Lions Clubs and Rotary Clubs as
well as war veterans associations like the Marikina Defenders of Bataan & Corregidor and
the Veterans Federation of the Philippines Marikina Chapter. Individuals with business
interests also have their own business associations. There is the Marikina Valley Chamber
of Commerce & Industry, Inc. and the Marikina Fil-Chinese Chamber of Commerce.
D. Access to information and civil society participation

in public finance in Marikina
One of the venues for participation is through the sangguniang panglungsod. According to
the interview with the local finance committee of Marikina, the sangguniang panglungsod
conducts appropriate consultations and public hearings before approving the annual budget.
They also conduct appropriate consultations and public hearings before approving ordinances
on fair market values of real property and other taxes.
In addition to regular consultations and public hearings, there is also transparency of

information in Marikina. They have a Citizens Fact Book that provides basic information
about the local government. They also post the financial records of the city in the city hall
bulletin boards and near the entrance of the Accounting and Treasury offices. They publish
the schedule of fair market values in newspapers and in barangay halls. City ordinances
related to tax are available in the city’s website. Pertinent financial reports are also submitted
by the accountant to the Sanggunian 30 days after the end of each month and 60 days after
the 31st of December.
4
The list was provided by the Office of Public Information of Marikina City.

In addition to participation in public hearings and consultations, peoples’ organizations and
non-government organizations are mandated by law to directly participate in different special
committees in the local government. The city engineer, the city health officer, the district
superintendent and the members of the local development council of Marikina City were
interviewed using questionnaires about the functions of the special committees in Marikina
and the extent of participation of non-government organizations in these committees.
1. Bids and Awards Committee (BAC)
Engineer Alfonso P. Espiritu is the Chairman of the Bids and Awards Committee of Marikina
City since 2007. He is the City Engineer and a building official of Marikina City. The City
Engineering Office provided us with the copy of the Implementing Rules and Regulations
of the Procurement Reform Act of 2003 suggesting that the bids and awards process of
Marikina City is consistent with this process. According to Engineer Espiritu, they invite
members of the Civic Action Team as representatives of the NGOs to observe in the BAC.
The Marikina Chamber of Commerce is also part of this committee. The LFC stressed that
peoples’ participation can further be strengthened in the Bids and Awards Committee by
adopting a transparent process of selecting the private sector representative in the committee
similar to Naga City.
2. Local School Board (LSB)
A paper interview was conducted with Dr. Eduardo V. Lopez, the School Division
Superintendent of Marikina City. Marikina has a functional local school board that meets as
often as necessary. The school board is composed of the Mayor as the Chairperson and Dr.
Lopez as the Vice-Chairperson. The members include the City Treasurer; the City Councilor
in-charge of Education; the SK Councilor President; the Teachers’ Federation President, Mr.
Macario Carullo,; the PTA Federation President, Mr. Gary Pasco, and the Non-Teaching
Association President, Mr. Antonio Santiago.
In 2009, the LSB of Marikina had a budget of around 54 Million pesos which was utilized
in the construction of school buildings, hiring of teachers and purchase of instructional
materials and equipment in public schools (Department of Education, 2009). An official of
the city revealed that the PTA federation and the non-teaching association have not had
any elections in recent years. This creates doubt on the credibility of these individuals to
participate in the local school board in behalf of the stakeholders.
3. Local Health Board (LHB)
Information regarding the Local Health Board of Marikina was provided by Dr. Alberto
P. Herrera, the City Health Officer of Marikina through phone and paper interview. In the
phone interview, Dr. Herrera explained that the health budget of Marikina is prepared by the
City Health Office. It is then forwarded to the Budget Officer of Marikina for consolidation
and submission to the Sangguniang Panglungsod for approval. The approved budget is then
presented to the Local Health Board.
The Mayor is the Chairperson and the City Health Officer is the Vice-Chairperson of the
LHB. The members of the Board are the City Councilor in-charge of Health, the DOH
representative for Marikina and the NGO members represented by the Marikina Valley
Medical Society, the Zonta Club of Marikina and the Rotary Club of Marikina. The roles of
the NGOs in the LHB were to conduct socio-civic and health programs in partnership with

the city government. They do not receive any financial assistance from the city government
in conducting these activities.
4. Local Development Council (LDC)
Marikina has a duly constituted and functional Local Development Council. The members
of the LDC include the mayor as head of the LDC, the punong barangays in Marikina,
the Chairperson of the Committee on Appropriation, the representatives of Marikina
Congressmen (Del de Guzman and Marci Teodoro during Fernando’s time) and three
NGO representatives - the Marikina Chamber of Commerce and Industry, Marikina Valley
Contractors’ Association and the Chinese Chamber of Commerce and Industry.
During Mayor Marides Fernando’s term from 2007 to June 2010, the LDC was meeting twice
a year but most of the time, the NGO representatives were not present or were not actively
participating. The Planning Office of Marikina, serving as the Secretariat of the LDC, would
frequently furnish the NGO representatives copy of the LDC output for comments and
suggestions and the representatives would provide verbal inputs.
It should be noted that based on the Commission on Audit Reports, the Agency reported
that Marikina did not have an Annual Development Plan from 2007-2009. For 2008, the
City Government also lacked the required Annual Investment Plan making it impossible
to measure the efficiency and effectiveness of the City’s operations. However, according to
Marikina’s Planning Office, the city has already complied with the requirement to submit
an annual investment plan with the proposed budget of the city since 2009.
E. Marikina public finance analysis
1. Local Finance Committee
The City’s Local Finance Committee consists of the Treasurer, the Budget Officer, the Planning
& Development Officer and the City Accountant. It performs its role in accordance with the
mandate of the Local Government Code.
In support of the City’s budget, the members of the LFC reported that it has recommended
appropriate tax and other revenue measures or borrowings, such as:
(1) the amendment on the general revision of real property in 2002, although it noted
that this is not yet synchronized with the zonal valuation of the Bureau of Internal
Revenue;
(2) maximization of the tax rate on real property to 2% as the city is currently using
1.5%;
(3) the sale/privatization of non-performing assets like the hotel which the previous
administration has not adopted;
(4) grant of amnesty/relief of penalties on delinquent taxpayers;
(5) pursuit of existing and new local economic enterprises;
(6) consideration of loan from local banks to finance certain infrastructure projects,
and
(7) the annual auction of foreclosed assets from 2003 to 2008.
The LFC also recommend to the city mayor the amount to be allocated for infrastructure
projects. The system or standard in ranking priorities for investment was essentially based on

priority development thrusts of the leadership of the city government. The LFC collectively
decided on these recommendations.
With regard to the synchronization of zonal valuation with that of the Bureau of Internal
Revenue, the LFC noted that this has been a challenge not only to Marikina but to other local
governments as well. Naga City was the only city that was able to synchronize its zonal
valuation with the Bureau of Internal Revenue.
It should be pointed out that a major challenge to the current city’s administration is the
significant reduction in its budget due to the 50% discount in real property tax. Through
Ordinance No. 162 series of 2009, the city government granted the discount as an economic
assistance to the residents of Marikina who were greatly affected by the flood and heavy
rains brought about by typhoon Ondoy. The discount was to end on June 30, 2010. However,
after the election and before the end of the term of Mayor Fernando, the city council decided
to extend the 50% discount until the year 2013.
The total loss in income because of the tax discount can amount to almost P300M. Based on
the data provided by the Treasurer’s office, the P300M loss will reduce the city’s budget by
P133.5M, the barangays’ share in RPT by P47.3M, the city’s contribution to MMDA by P7.8M
and the Special Education Fund (SEF) by P105M. The challenge of the current administration
is in identifying priorities to ensure that the welfare of the residents of Marikina is not
compromised given the decrease in their budget.
2. The Local Chief Executive Budget5

The city’s 2007 budget was geared towards improving the areas where the city ranked low
in terms of city competitiveness based on the City Competitive Ranking Project. These areas
are 1) the cost of doing business, accessibility and linkages, 2) economic dynamism and
human resource, and 3) development and training. Towards this end, the following were
planned and implemented:
a) building of additional schools and facilities and upgrade of existing ones.
b) establishment of a modern Diagnostics Center to improve healthcare services.
c) Completing several infrastructure projects including an eight storey Marikina Sports

Complex and City Women’s Council extension office.
d) promoting the city through special events by funding more grandiose activities
with greater impact on the economy, tourism, arts, cultural awareness and
development.
For 2009, the city stressed that people’s participation was encouraged in the preparation of
the budget. Among the city’s aims for that year were to be a more technologically-savvy
institution and to focus on more intensive capability building programs that will aim to a)
empower people know-how for jobs, b) develop a highly employable workforce including
top managerial positions, c) streamline business processes for improved business-friendly
environment and d) achieve greater milestones in education-related pursuits.
5
This section summarizes the budget messages of Marikina for the years 2007 and 2009. Due to typhoon Ondoy,
Marikina lost some of its important data. A copy of the 2008 budget message was not available when this case
was written.

3. Statement of Receipts and Expenditures (SRE)
The consolidated data on sources of revenue for the years 2007 to 2009 is shown in Table 4.
The details of expenditures for the period were lifted from the BLGF website for the years
2007 and 2008 while the 2009 data were taken from the COA report.
Table 4. Total Sources of Revenue and Percent Distribution by Source of Revenue City of
Marikina (For the Years 2007 to 2009)
2009 % 2008 % 2007 %
TotalSourcesofRevenues 1,625,422,638 100% 1,442,311,621 100% 1,322,088,968 100%
LocalSources 967,902,732 59.5% 865,305,024 60.0% 744,577,798 56.3%
TaxRevenue 608,680,647 37.4% 565,057,856 39.2% 501,010,430 37.9%
RealPropertyTax 235,915,026 14.5% 211,095,375 14.6% 203,342,872 15.4%
BusinessTax 295,632,580 18.2% 279,666,261 19.4% 229,756,879 17.4%
OtherTaxes 77,133,041 4.7% 74,296,220 5.2% 67,910,679 5.1%

NonͲTaxRevenue 359,222,085 22.1% 300,247,168 20.8% 243,567,368 18.4%
RegulatoryFeesͲFeesandcharges 122,256,297 7.5% 115,239,770 8.0% 107,555,675 8.1%
ReceiptsfromEconomicEnterprise 97,799,216 6.0% 92,604,930 6.4% 55,563,473 4.2%
OtherReceipts 139,166,572 8.6% 92,402,467 6.4% 80,448,219 6.1%
TotalSharesfromNationalTaxCollections 657,519,906 40.5% 577,006,597 40.0% 577,511,170 43.7%

InternalRevenueAllotment 510,067,069 31.4% 415,816,479 28.8% 413,594,386 31.3%
ExtraordinaryReceipts/AidsͲGrants&Donations 6,085,457 0.4% Ͳ 0.0% Ͳ 0.0%
Loans&Borrowings 141,367,380 8.7% 161,190,118 11.2% 163,916,784 12.4%
Source: LFC of Marikina
Based on the interview with the city treasurer, tax collection efficiency ratio for 2008 is at
94% while for 2009 it improved further to reach 96%.
Table 5 shows the percent distribution of each type of local source for the years 2007 to 2009.
The city’s primary source of tax revenue is business tax followed by real property tax. Non-
tax revenue constitutes around 35% of the local revenue.
Table 5. Percent Distribution by Type of Local Source

City of Marikina (For the Years 2007 to 2009)
2009 2008 2007

Tax revenue 63% 65% 67%
Real Property Tax 24% 24% 27%
Business Tax 31% 32% 31%
Other Taxes 8% 9% 9%
Non-Tax Revenue 37% 35% 33%

Regulatory-Fees - Fees and charges 13% 13% 14%
Receipts from Economic Enterprise 10% 11% 7%
Other Receipts 14% 11% 11%

The members of the Project Team during the Marikina validation workshop.
The city has a Local Revenue Generation plan. It also has a Local Revenue Code which
was approved in 1995. The LFC agreed with the observation that Marikina’s revenue code
is outdated and should be updated. The city has a computerized tax administration and
financial management system which was implemented in 1997 for real property tax. The
computerization of tax administration and financial management system helped improve
the efficiency in information dissemination particularly in sending statement of accounts.
As a highly urbanized city, Marikina City’s sources of income are diverse, with local sources
comprising an average of almost 59% over the 3-year period. As such, it is not highly
dependent on its share from national tax collections, particularly from the Internal Revenue
Allotment to fund its total expenditures. Nor does it need to avail of credit financing to fund its
infrastructure projects. The tax and non-tax revenues contribute 65% and 35%,respectively of
its local sources. With a vibrant business environment, revenues from business tax contribute
the biggest share in local revenues, surpassing revenues from real property taxes. However,
as noted by COA in its annual report, revenues from local sources could still be increased
if the City amends its 1995 Revenue Code.
The city treasurer identified specific remedies that helped boost revenue collection in so far
as delinquent taxpayers are concerned. Since 2003, the city has done seven public auctions
and has been able to raise P176.8M out of these public auctions. They also had tax amnesty
which raised another P143M. However, these strategies are not really considered long term
solutions in improving the city’s revenue.
For 2010 or 2011, the treasurer might recommend judicial remedies especially for multiple
claims. Other noteworthy innovations which contributed to increased tax collection were
the distribution of Statement of Accounts (SOA) for taxpayer awareness, e-payment deposit
kiosk, Q-querying and door to door tax campaign for notice of delinquency. The city has
one-stop shops for tax payments and business permit applications in January during the
peak season of tax payment. Real property tax mapping is also being done continuously. The
city is currently developing a Geographical Information System (GIS) program alongside
their management information system (MIS).

The general revision of property assessment and classification was done in 2002 but the
Bureau of Internal Revenue revised the zonal valuation after 2002. This created inconsistency
between the BIR zonal valuation and the city’s schedule of fair market value.
The expenditure levels and per cent distribution by expense class of Marikina City for the
years 2007 to 2009 are summarized in Table 6.
Table 6. Total Expenditures and Percent Distribution by Expense Class

2009 % 2008 % 2007 %
TotalExpenditures 1,165,027,455 100% 1,036,453,094 100% 953,875,769 100%
PersonnelServices 481,988,014 41% 455,779,813 44% 414,037,681 43%
MaintenanceandOtherOperatingExpenses 663,277,780 57% 562,242,514 54% 518,960,307 54%
Cashexpenditures 562,717,965 48% 465,583,373 45% 428,326,365 45%
NonͲcashexpenditures 100,559,815 9% 96,659,141 9% 90,633,942 10%
TotalExpensesbeforeFinancialexpenses 1,145,265,794 98% 1,018,022,327 98% 932,997,988 98%
FinancialExpenses 19,761,661 2% 18,430,767 2% 20,877,781 2%
Table 7 shows the expenditure and per cent distribution of expenditure by sector of Marikina
City for the years 2007 to 2009.
Table 7. Total Expenditures and Percent Distribution by Sector

2009 % 2008 % 2007 %

1,685,934,289 100% 1,165,523,060 100% 1,139,659,050 100%
GeneralPublicServices 366,186,250 21.7% 284,193,900 24.4% 254,866,530 22.4%
Educ.,Culture&Sports/ManpowerDevelopment 85,196,216 5.1% 162,124,410 13.9% 205,999,490 18.1%
Health,Nutrition&PopulationControl 72,180,785 4.3% 55,777,560 4.8% 50,082,100 4.4%
LaborandEmployment 2,804,408 0.2% 1,902,990 0.2% 1,940,050 0.2%
HousingandCommunityDevelopment 174,501,398 10.4% 112,377,190 9.6% 96,808,360 8.5%
SocialSecurity/SocialServices&Welfare 9,008,950 0.5% 3,778,290 0.3% 4,426,420 0.4%
EconomicServices 577,792,243 34.3% 374,707,190 32.1% 358,044,180 31.4%
DebtService 182,258,000 10.8% 104,597,430 9.0% 91,104,330 8.0%
OtherPurposes 216,006,040 12.8% 66,064,100 5.7% 76,387,590 6.7%
Source: COA 2009; BLGF 2007 & 2008
According to the interview with the city budget officer, the programs which get the biggest
budget shares are general services, social services and economic services. This is not quite
consistent with the data presented in Table 7 as debt service gets a bigger share than
social services. The smallest shares go to labor and employment/trainings. The mayor’s
discretionary fund is 2% of the actual real property tax which is around P4.2M. The city
council has an available budget of P5M to be used at the discretion of the councilors. The
fund for Intelligence or confidential undertakings is P15M.
Based on the above data, the growth between revenues and expenditures are erratic. In 2007,
while revenues declined by 3.35%, expenditures increased by 17.01%. The year 2008 showed
a significant increase in revenues by 9.09% and a remarkable decrease in expenditures by
2.27%. In 2009, revenues increased by 12.70% notwithstanding that Marikina was hardly
hit by typhoon Ondoy mainly because most of the local revenues were collected before the
typhoon struck. However, because of the same typhoon, expenditures grew by 44.65%.

3. Financial Performance Indicators
Some of the financial performance indicators presented in Part 4 were computed to further
examine the financial performance of Marikina City. Using the above data, financial
performance indicators for Marikina is summarized in Table 8.
Table 8. Financial Indicators6, City of Marikina (For the Years 2007 to 2009)
2009 2008 2007

Revenue Growth 12.70% 9.09% -3.35%
Revenue Stability and Reliability
Locally-Sourced Revenue per capitaa 2273.03 2034.98 1753.56
Growth in Locally Sourced Revenue
per Capita 11.70% 16.05% -
% Locally Sourced to Total LGU Revenue 59.55% 59.99% 56.32%
% Regular Revenues to Total Revenue 90.93% 88.82% 87.60%
Revenue Mobilization Efficiency
Real property tax accomplishment rate
(RPTAR)b 102% 97%
Expenditure Indicators
Total Expenditures per Capita 3959.26 2741.02 2684.01
Personnel Services Expenditure Ratio
(PSER)c 42.09% 44.77% 44.38%
Debt Service Expenditure Ratio (DSER)d 10.81% 8.97% 7.99%
Social Expenditure Ratio (SER)d 0.53% 0.32% 0.39%
Economic Expenditure Ratio (EER)d 34.27% 32.15% 31.42%
Debt and Investment Capacity Indicators
Debt Service Ratio (DSR) 12.33% 8.16% 7.87%
Gross Operating Surplus to Debt Service
Ratioe 24.30% 23.02% 18.64%
Debt to Net Asset Ratio
Capital Investments to Total LGU Revenue
Ratio
Net Operating Surplus to Total LGU
Revenue Ratio
Uncommitted Cash Balance to Total
LGU Expenditure
Population 425,821 425,215 424,610
Regular revenue 1,477,969,801 1,281,121,503 1,158,172,184
a. Marikina’s population based on 2007 Census was at 424,610. Annual growth rate is at .14%. Estimated Marikina
population is 425,215 for 2008 and 425,821 for 2009.
b. Based on the report of the LGU Treasurer
c. Based on COA data
d. Based on BLGF data
e. Computed this using Income before Financial Expense & Financial Expense data from COA
6
Please refer to the SRE indicators summarized in the table in Part 4 for a guide in interpreting the indicators. You
may also consult the SRE manual available at the Bureau of Local Government Finance website – www.blgf.gov.ph.

Marikina’s revenue growth was -3.35% in 2007 but it increased to 9.09% in 2008 and 12.7% in
2009. The revenue growth should be greater than or equal to the sum of the annual inflation
rate and annual population growth rate. The annual inflation rate was computed as the
average of monthly inflation rate in NCR.7 Adding the inflation rate and the population
growth rate will give us the following values:
2009 2008 2007
1.87 7.07 4.91
Compared with the revenue growth indicators of Marikina, we can see that for 2008 and
2009, Marikina’s growth rates surpassed these benchmarks indicating sustainability of the
revenue levels for these years.
The locally-sourced revenue per capita of Marikina increased from 2007 to 2009. It indicates
improvement in the degree of tax effort exerted by the city. The growth in locally sourced
revenue per capita however is bigger in 2008 than in 2009. The percentage of locally sourced
to total LGU revenue indicates the portion of revenue that is under the control of the city
and results from local economic activity.
Of the total revenue of Marikina, more than half comes from local economic activity. This is
a good indication of reliability of the revenue source of the city. The percentage of regular
revenues to total revenue indicates the predictability of the revenues of the local government.
In the case of Marikina, there is very high level of predictability in terms of revenue (87.60%
for 2007, 88.82% for 2008 and 90.93% for 2009). Marikina’s real property tax accomplishment
rates for 2008 and 2009 were also very high (97% and 102% respectively) indicating efficiency
in tax collection.
With respect to expenditure indicators, the total expenditure per capita shows the amount
of services extended by the LGU to its constituents on a per capita basis. We can see that
this has consistently increased from 2007 to 2009. For personnel services expenditure ratio
(PSER), the value should be ≤45% for 1st to 3rd class LGUs. This should also exhibit a
decreasing trend. In the case of Marikina, the values of PSER from 2007 to 2009 were all less
than 45%. It however increased from 44.38% in 2007 to 44.77% in 2008 but declined again
to 42.09% in 2009.
The debt service expenditure ratio (DSER) for 2007 and 2008 were less than 10% of the
total expenditure. It slightly increased to around 11% in 2009. The DSER is used as a
creditworthiness ranking indicator for LGUs.
The social expenditure ratio (SER) is related with poverty alleviation and improvement in
the human development index. In the case of Marikina, SER were all less than 1% of the
total expenditure.
The economic expenditure ratio (EER) is similar to SER in its relation with poverty alleviation
and human development index. Marikina’s EER increased from 2007 to 2009. Economic
expenditure is about a third of the total expenditure of Marikina.
7
The inflation rates for NCR were as follows:
2009 2008 2007
1.87 7.07 4.91

With respect to debt service ratio (DSR), the value should be ≤ 20% of annual regular income
and ratio should at least be stable if not decreasing across time. It indicates the extent to
which a local government could engage additional debt. Marikina’s DSRs for 2007 to 2009
were all ≤ 20%. The value, however, is increasing from 7.87% in 2007 to 8.16% in 2008 to
12.33% in 2009.
The gross operating surplus to debt service ratio (GOSDSR) represents the main and
essential source that could be mobilized by the city to finance the public service infrastructure
investments or the servicing of loans. This value has been increasing from 18.64% in 2007
to 24.30% in 2009.
F. Workshop on Peoples’ Participation: Marikina’s CSOs face the new set
of public officials
In December 2010, a workshop was conducted with some sectoral representatives of Marikina
City. The participants were from neighborhood associations, labor groups, transport
groups, shoe makers’ association, seniors and women. An overview of the areas for people’s
participation on local public finance and the Marikina budget for 2011 were presented and
the participants were asked to discuss and develop proposals addressing two concerns: (a)
how the city revenues can be increased; and (b) what should be the priorities of the city
government in terms of budgetary allocations/expenditures.
The following are the recommendations to improve the revenue of Marikina:
• Reduce the real property tax discount from 50% to the usual 20% (10 % for early
filing plus 10 % more via Marikina Citizens First (MCF) privilege card) provided
basic social services are ensured.
• The city should encourage local and foreign investors by providing incentives like
reduced or zero tax for the first three years of operation and assuring them of zero
or greatly minimized red tape by way of a “one-day permit processing” scheme and
improved peace and order.
• Intensify collection from delinquent tax payers particularly from those already given
the privilege to own land but refuse to pay appropriate taxes.
• Strict monitoring of unregistered businesses by way of a special committee or a
taskforce.
• Strengthen/intensify the implementation of measures regarding licensing/issuance
of business permits.
• Strict monitoring and prosecution of violations/violators of city ordinances for
imposition of penalties.
• Development of a program that would provide a bounty/reward system for whistle
blowers/tipsters regarding tax cheats.
• Tax those who lease/rent out premises yet remains outside the tax net.
• Regular tax mapping should be conducted.
In terms of spending priorities, the participants identified the following:
• Health
• Education
• Livelihood. Access to training and liberal credit or financing.
• Worsening traffic situation.

• Low cost housing by way of Public-Private Sector Partnership with informal settlers
and workers getting the first crack
• Job creation thru skills development program with an appropriate jobs-skills
matching scheme.
• Improve peace and order by identifying problematic areas and get people involved
in the campaign; strict implementation of the 10:00 p.m. curfew for minors’ and
better police visibility to avert petty crimes and other forms of lawlessness.
The current Vice Mayor of Marikina City, Dr. Jose Fabian I. Cadiz, responded to the
suggestions of the participants by stressing the following points:
• The inputs of the participants of the workshop revalidated the current leadership’s
priority programs.
• NGOs like Bantay Bayan and Civic Action Group (CIVICOM) are active in maintaining
peace and order and expressed openness/appreciation for other NGOs/POs wanting
to also help in the campaign;
• Traffic experiments should not be done during the x-mas/tiangge season but after
the holidays;
• Skills development program is going strong but intimated the need to include training
for shoe industry-related skills;
• Agreed for the need to develop a jobs-skills matching scheme;
• Agreed to work for a “One-Day Processing” of business permits/licenses;
• Admitted the difficulty of enforcing curfew ordinance considering that computer

shops and the tiangge are magnets for minors to congregate;
• Mentioned that there is a holding area or custodial area for children in conflict with
the law (CICL holding center) under the supervision of the city DSWD but will work
on a MOA between the city and the City of Manila which oversees the Boy’s Town
in Parang for us to have access to the complex for a better holding/custodial center
for minors violating the law;
• Commended the suggestion to repeal the ordinance regarding the 50% reduction in
RPT;
• Stressed that tax mapping is being assiduously done and that the computerized data
capture regarding taxation and valuations affected by the Ondoy flood has been
recovered/restored and now fully operational;
• Mentioned that the city has an Investment Code with enough incentives in place
which resulted to the coming over of SM, Marquinton and other BPO firms.
G. Conclusion
As mentioned in the literature, people’s participation during the terms of the Fernandos
was very limited.
• The local health board does not prepare the budget as mandated by the Local
Government Code of 1991. Instead, the local health office would prepare the budget,

and upon approval of the Local Sanggunian, will present the budget to the local health
board. The NGO representative in the local health board has lost the opportunity to
participate in preparing the health budget of Marikina.
• There is a question on the legitimacy of the representatives of the PTA and the
non-academic personnel as their representation were not mandated by their
constituents.
• The Local Development Councils only meet when necessary. The NGO members
of the LDC, which are limited to groups involved in business and construction, do
not really attend the meeting of the LDC. The other members of the LDC will just
provide the NGO members with copies of documents to get their comments and
suggestions. This indicates that the LDC of the city is not functioning as mandated
by the Local Government Code.
• Because the city has a non-functional LDC, it lacks a medium term development
plan and annual investment plans. These documents are prepared by the LDC but
unfortunately, the city failed to provide us with these documents. The annual COA
reports validated these observations. The main function of the LDC is to prepare
the development plan and the annual investment plan.
• The city council has been approving the budget of the city without an annual
investment plan which is a critical component of the local budget. A functioning
LDC with civil society representatives from more diverse groups will help the city
prepare development and annual investment plan. The current mayor of the city,
Mayor Del de Guzman, suggested the inclusion of the shoemakers association in
Marikina in the LDC. Another evidence of weak people participation in the LDC is
the note on the 2007 and 2009 COA reports that “67.59% was utilized for purposes
other than those provided under DILG Circular No. 97-30 dated February 10, 2007.”
A strong civil society participation in the LDC could have tracked the allocation of
the 20% Development Fund to ensure it is utilized according to the law.
Another critical result of weak people participation in Marikina is the lack of activities for
Gender and Development (GAD). Strong participation from women’s groups will make it
easier for the city to come up with activities related to gender and development. The COA
report noted that Marikina has yet to come up with projects related to GAD.
Limited people participation may have also resulted in government projects that are
disadvantageous to Marikina. In the 2008 Annual Audit Report, COA noted that “the
management agreement entered into by the City with El Cielito Tourist Inn, Inc. for the
management and operation of the Marikina Hotel was not in accordance with the consulting
services provisions of RA 9184, resulting in conditions disadvantageous to the City. Moreover,
the amount of consulting services paid to El Cielito Tourist Inn, Inc. for CY 2008 exceeded
the appropriation provided in the approved Annual Budget.”
In the 2009 Annual Audit Report, COA reiterated the problem with this contract. COA also
pointed out that the new contract of El Cielito Tourist Inn, Inc. effective April 1, 2009 did not
reflect the recommendations made by COA in the 2008 Annual Audit Report. Specifically,
COA pointed out that the management fee in the contract “is without legal basis and is
disadvantageous to the city government”. The current administration is opening up the

bidding to receive proposals on how they can make this arrangement more advantageous
to the city.
With respect to the current challenge on the decrease in the city’s budget due to the extension
of the 50% discount on real property tax, the city may focus on revising its local tax revenue
code which the Commission on Audit (COA) identified as obsolete and not fitting for a first
class city. In addition, the city administration may decide to present the current budget to
the residents of Marikina, identifying the negative impact of the decrease in budget, and
consult the public on (1) possible ways to improve tax collection, (2) identifying priorities
for spending and (3) the possibility of repealing the ordinance on the 50% discount if the
public realizes its impact on social welfare.
Marikina is a multi-awarded city that has received awards year after year. It is apparent,
however, that the city can still achieve much more and could benefit a lot from increasing
people’s participation in governance.

Case Study:
Municipality Of Guinayangan
By LEILANI L. GALVEZ
A. Background8
Guinayangan is a 3rd class income municipality and is one of the forty municipalities of
Quezon Province. It is comprised of fifty four barangays and has a total land area of 22,800
hectares. It is about 132 km. from the provincial capital, Lucena City and about 255 km. from
Manila. The municipality is generally hilly and mountainous with some barangays located
in the coastal areas.
The municipality’s population is estimated at 39, 074 based on the 2007 census of the National
Statistics Office. Population growth rate is at 1.45% (National Statistics Office).
The municipality has 37 day care centers, 25 public elementary schools, a catholic elementary
school, four public and three private high schools and two technical/vocational schools.
According to the latest census of population conducted by the National Statistic Office (NSO)
in August 2007, the annual population growth rate is computed at 0.17%, way below that of
the provincial populationgrowth rate.
There are about 6,116 pupils enrolled in elementary, 2,631 in high school and 114 in technical
school. Approximately 750 students are in tertiary education in colleges and universities
outside the municipality. Basic literacy rate was relatively high at 97 percent as of 2009.
Over-all health facilities and performance indicators revealed an improving health condition
in the municipality, albeit moderately. Except for infant mortality rate where an erratic
case was noted, other indicators such as crude death rate, maternal mortality and neonatal
deaths had been gradually reduced. Health facilities existing in Guinayangan includes the
15-bed capacity Guinayangan Medicare Community Hospital, a Municipal Health Center,
five private clinics and nine satellite barangay health stations.
Guinayangan is primarily an agricultural municipality with 68 percent of its total land area
devoted to agricultural production. Fish production is another major economic activity of
the municipality’s 15 coastal barangays. Coconut is the primary agricultural product with 79
percent of the total agricultural land use being devoted to coconut production. Other crops
grown in the municipality are corn, rice, banana, citrus, rootcrops, vegetables and coffee.
Majority of the farmers are also raising livestock and poultry for family consumption and
also as a source of additional income for their families. Other existing animal productions
are basically for home consumption.
8
The entire section was lifted from the brochure and website of the Municipality of Guinayangan –
www.guinayangan.com.

Aside from agricultural production, other sources of income in Guinayangan include small
business enterprises and the exercise of professional, skilled and other personal services.
Per capita income is at P 20,400.00. The total labor force of Guinayangan was at 23,668 with
92 percent employment rate. Of the 21,775 employed, 57 percent belongs to the agricultural
sector.
Most of the business and commercial activities are concentrated in the Metro Poblacion area at
the Municipal Public Market site and at the Municipal Fish Port area. Some of the commercial
establishments in Guinayangan, Quezon include wholesale and retail of commercial goods,
hardware, gasoline stations, pharmacies, pawnshops, fast foods and videoke bars, sport/
cockfighting center, lodging room accommodations, resorts and recreations, rural banks and
cooperatives and some private professional offices and personal services.
Guinayangan is also regarded as one of the transportation capitals of Quezon province. More
than a hundred buses taking regular routes from Southern Quezon to the city of Lucena,
Batangas, Naga and Metro Manila originate from Guinayangan. The two big bus companies
in the municipality are AB liners and Barney Autolines.
The following discussion is based on 2007 to 2009 data, which came out of the paper interviews
that were done with NGOs and local government officials and the validation workshop that
was conducted in October 2010.
B. Civil society participation in public finance in Guinayangan
1. Bids and Awards Committee (BAC)
Guinayangan also has a Bid and Awards Committee responsible for the conduct of
prequalification of contractors, bidding, evaluation of bids, and the recommendation of
awards concerning local infrastructure projects.
Eng. Russell C. Narte, the Municipal Planning & Development Coordinator was the Chairman
of the BAC. The members were Ms. Amelia V. Bello, the Municipal Budget Officer; Ms.
Rexie E. Brusas, Municipal Treasurer; Ms. Gregoria M. Arguelles, Municipal Engineer;
Mr. Ner B. Rosales, Assessor; Ms. Yolanda P. Regalado, Human Resource Management
Officer as alternate member and the head of the requesting office as provisional member.
Representatives from the Commission on Audit and Mrs. Angelina Vizcarra of CCF/Tanglaw
Silangan Inc., a representative from the non-government organizations, served as observers
of the BAC.
2. Local School Board (LSB)
The Local School Board of Guinayangan was also functional. It determined the annual
school board budget of the municipality and authorized the municipal treasurer to disburse
funds from the Special Education fund pursuant to the budget prepared and in accordance
with existing rules and regulations. It served as advisory committee to the sanggunian on
educational matters and recommended changes in the names of public schools within the
territorial jurisdiction of Guinayangan.
The municipal mayor and the district supervisor of schools were co-chairmen of the LSB.
The members were the chairman of the education committee of the sangguniang bayan; the
municipal treasurer; Ms. Ma. Andrea Teressa Sales,the representative of the pederasyon ng

(From left to right) Guinayangan Vice Mayor Eduardo C. Cambronero, Mayor Angel T. Ardiente and Deputy
Speaker Lorenzo “Erin” R. Tañada III facing Guinayangan CSOs during the validation workshop.
mga sangguniang kabataan in the sangguniang bayan; Mr. Fernando Lagar, the duly elected
President of the Municipal Federation Of Parents-teachers Associations; Mrs. Edna Soriano,
the duly elected representative of the teachers’ organizations in the municipality and Mr.
Armando Agno, the duly elected representative of the non-academic personnel of public
schools in Guinayangan. The LSB met every quarter.
3. Local Health Board (LHB)
The Municipality of Guinayangan had a functional Local Health Board. It prepared the
annual budgetary allocations for the operation and maintenance of health facilities and
services within the municipality. Serving as an advisory committee to the sanggunian on
health matters, it also created committees which advised local health agencies on personnel
selection and promotion, bids and awards, grievances and complaints, personnel discipline,
budget review, operations review and other matters related to public health.
The chairman of the Local Health Board was the municipal mayor. The health officer was
the vice-chairman and the chairman of the committee on health of the sanggunian. A
representative from Tanglaw Silangan Inc. which represents the NGOs and a representative
of the DOH in the municipality were the members. The LHB met every quarter. The
representative from Tanglaw Silangan Inc. participated in the deliberation and decision
making of the LHB including the annual budgetary discussions of the LHB.
4. Local Development Council (LDC)
Guinayangan has a duly constituted Local Development Council composed of the mayor
as the chairman, and the president of the Association of Barangay Captains, 54 punong
barangays, the chairperson of the Committee on Appropriations of the sangguniang bayan and
representatives of non-government organizations as members. The NGO representatives
were always present in the LDC meetings. They voted on issues discussed by the LDC and
engaged in the discussions during LDC meetings.

C. Analyzing Guinayangan’s Finances
1. The Local Finance Committee
The members of Guinayangan’s Local Finance Committee (LFC) are the Acting Treasurer,
the Budget Officer and the Municipal Planning and Development Officer (MPDO) who
all indicated that they are performing their mandated functions in accordance with the
provisions of the Local Government Code. Notwithstanding that the Municipal Assessor
and Accountant are not members of the LFC, both were present during the interview as it
was emphasized that in addition to the Treasurer, the Accountant also signs the Certified
Statement of Revenues/Income and Expenditures.
The LFC, collectively as a body, recommends to the Municipal Mayor the proper allocation
and level of expenditures, by sector and by expense class and provides revenues/income
projections to be used in the budget preparation. It also assists the Sanggunian in the analysis
and review of annual regular and supplemental budgets to determine compliance with
statutory and administrative requirements.
With respect to revenue measures in addition to regular sources to support the budget, the
LFC recommended the adoption of a Revised Municipal Tax Code in 2008 and the availment
of credit financing/borrowings in 2009.
2. The Local Chief Executive Budget
Based on the responses of the members of the LFC, the preparation of the Local Chief
Executive’s Budget was in accordance with the provisions of the Local Government Code
and conforms to the DBM Manual for Budget Preparations. The LFC graciously provided
soft copies of the LCE’s Budget Messages, Local Expenditure Programs (LEP) and Budget
of Expenditures and Sources of Financing (BESF) for the years 2007-2009.
However, in the course of doing the financial analysis as well as comparing the data
with those from the BLGF and as noted by the COA (discussed below), and upon further
confirmation with the Budget Officer, the Local Chief Executive Budget, particularly the
Certified Statements of Revenues/Income and Expenditures did not consolidate the General
Fund and Economic Enterprises.
Table 9. Projected vs. Actual Revenues
Municipality of Guinayangan, Quezon (For the Years 2007 to 2009)
2009 2008 2007

Projected Actual Projected Actual Projected Actual
TOTALSOURCES 61,028,883 62,477,241 54,366,341 57,114,596 46,881,206 48,680,664
EXTERNALSOURCES 58,792,883 59,326,883 52,060,341 54,460,121 44,575,206 44,575,206
InternalRevenueAllotment 58,792,883 58,792,883 52,060,341 52,060,341 44,575,206 44,575,206
GrantandDonations Ͳ 534,000 Ͳ 2,399,780 Ͳ Ͳ
INTERNALSOURCES 2,236,000 3,150,358 2,306,000 2,654,475 2,306,000 4,105,458
RealPropertyTax 850,000 864,339 850,000 892,964 850,000 564,477
BusinessTax 750,000 836,686 750,000 815,094 750,000 698,055
Othertaxes 250,000 263,115 250,000 250,002 250,000 224,384
FeesandCharges 336,000 569,128 395,000 676,416 395,000 2,593,148
IncomefromEconomicEnterprise Ͳ Ͳ Ͳ Ͳ Ͳ Ͳ
OtherReceipts 50,000 617,090 61,000 20,000 61,000 25,393

Table 9 shows that for the years 2007 to 2009, Guinayangan’s actual sources exceeded those
of its projections. However, it can be gleaned that the actual internal sources of revenues in
2007 were below its projected revenues, except for sources from fees and charges.
3. Statements of Receipts and Expenditures
The primary source of revenues of the Municipality of Guinayangan, Quezon Province is

its share from national taxes which accounts for an average of 94% of total sources, with
the Internal Revenue Allotment amounting to almost P45M, P52M and P59M for the years
2007 to 2009, respectively or an average of 92% over this 3-year period. Total local sources
contributed an average of 6 % only over the same three-year period. These data are presented
in Table 10. Note that it does not include revenues/receipts from economic enterprise,
meaning those coming from wet markets, slaughterhouses and the like.
Table 10. Actual Receipts, Percent Distribution and Growth

2009 % %Growth 2008 % %Growth 2007 %
Distribut Distribut Distribut
ion ion ion
INCOME 62,477,241 100% 9.39% 57,114,596 100% 17.33% 48,680,664 100%
LOCAL SOURCES
Tax Revenue
Real Property Tax 864,339 44.01% Ͳ3.21% 892,964 45.60% 58.19% 564,477 37.96%
Business Tax 836,686 42.60% 2.65% 815,094 41.63% 16.77% 698,055 46.95%
Other Taxes 263,115 13.40% 5.25% 250,002 12.77% 11.42% 224,384 15.09%
Total Tax Revenue 1,964,140 62.35% 0.31% 1,958,059 73.76% 31.69% 1,486,916 36.22%
Non-Tax Revenue
Regulatory Fees 79,064 6.67% Ͳ78.68% 370,801 53.24% Ͳ76.65% 1,588,155 60.65%
Service/User Charges 490,064 41.31% 60.35% 305,615 43.88% Ͳ69.59% 1,004,993 38.38%
Other Receipts 617,090 52.02% 2985.45% 20,000 2.87% Ͳ21.24% 25,393 0.97%
Total Non-Tax Revenue 1,186,218 37.65% 70.33% 696,416 26.24% Ͳ73.40% 2,618,542 63.78%
Total Local Sources 3,150,358 5.04% 18.68% 2,654,475 4.65% Ͳ35.34% 4,105,458 8.43%
SHARES FROM NATIONAL TAX COLLECTIONS
Internal Revenue Allotment 58,792,883 52,060,341 44,575,206
Total Shares from National Tax Collections 58,792,883 94.10% 12.93% 52,060,341 91.15% 16.79% 44,575,206 91.57%
OtherSources
Extraordinary Receipts/Aids 534,000 2,399,780
TotalOtherSources 534,000 0.85% 2,399,780 4.20% Ͳ
Source: LFC, Guinayangan
Expenditures for General Public Services amounted to an average of P28.5M for the years
2007 to 2009 or an average of 56% share of total expenditures, followed by expenditures for
Economic Services, with an average amount of P12.7M or 25% share. Social Services get the
smallest share, with an average of 3.5% only or an average amount of P1.8M per year. As with
the revenues, expenditures did not include those for operating the economic enterprise.

Table 11. Total Expenditures by Sector
2009 2008 2007

General Public Services 31,054,170 28,948,661 25,27,891
Health Nutrition and Population
Control 5,471,666 5,057,523 4, 126,985
Social Security/Social Services and
Welfare 2,523,237 1,595,915 1,436,603
Economic Services 14,480,001 12,780,067 10,943,340
Other Purposes 4,504,652 3,739,872 434,575
Total Expenditures 58,033,726 52,122,038 42,217,394
Source: Guinayangan, Local Finance Committee
Table 12. Percent Distribution of Expenditures by Sector

2009 2008 2007

General Public Services 54% 56% 60%
Health Nutrition and Population Control 9% 10% 10%
Social Security/Social Services and 4% 3% 3%
Welfare 25% 25% 26%
Economic Services 8% 7% 1%
Other Purposes
Table 13. Total Expenditures by Expense Class

2009 2008 2007

Personal Services 29,274,048 27,754,489 24,311,689
Maintenance and Other Operating 10,850,111 9,831,506 8,549,414
Capital Outlay 1,849,514 1,392,005 483,285
Non-Office Appropriations 16,060,053 13,144,039 8,873,006
Total Expenditures 58,033,726 52,122,038 42,217,394
Source: Guinayangan, Local Finance Committee
Table 14. Percent Distribution of Expenditures by Expense Class

2009 2008 2007

Personal Services 50% 53% 58%
Maintenance and Other Operating 19% 19% 20%
Capital Outlay 3% 3% 1%
Non-Office Appropriations 28% 25% 21%

As revenues were increasing in 2009 and 2008, at 9.39% and 17.33%, respectively, expenditures
were also increasing at 7.27% and 14.53% for the years 2009 and 2008, respectively. Unlike
Marikina, however, the increase in expenditures was lower than the increase in revenues.
4. Financial Performance Indicators
With the non-inclusion of data on economic enterprises and the non-availability of balance
sheets for the years 2007 and 2009, particularly the amounts of total net assets, only the
following financial indicators, Table 15, were derived.
Table 15. Financial Indicators8, Municipality of Guinayangan, Quezon

2009 2008 2007
Revenue Potential
Revenue Growth 9.39% 17.33% -3.35%
Revenue Stability and Reliability
Locally-Sourced Revenue per Capitaa 80.35 67.82 105.07
Growth in Locally Sourced Revenue per Capita 18.48% (35.45)%
% Locally Sourced to Total LGU Revenue 5.04% 4.65% 8.43%
% Regular Revenues to Total Revenue 99% 96% 100%
Revenue Mobilization Efficiency
Real property tax accomplishment rate (RPTAR)b 66% 105% 102%
Expenditure Indicators
Total Expenditures per Capita 1480.19 1331.67 1080.45
Personnel Services Expenditure Ratio (PSER) 50% 53% 58%
Debt Service Expenditure Ratio (DSER) – – –
Social Expenditure Ratio (SER) 4.35% 3.06% 3.40%
Economic Expenditure Ratio (EER) 24.95% 24.52% 25.92%
Debt and Investment Capacity Indicators
Debt Service Ratio (DSR) – – –
Gross Operating Surplus to Debt Service Ratio – – –
Debt to Net Asset Ratio – – -
Capital Investments to Total LGU Revenue Ratio
Net Operating Surplus to Total LGU Revenue Ratio
Uncommitted Cash Balance to Total LGU Expenditure
a. The population in Guinayangan according to 2007 population census of NSO was 39, 074. Using population
growth rate =0.17%, the population of Guinayangan was estimated at 39,140 for 2008 and 39, 207 for 2009.
b. Based on the interview with the municipal treasurer
8
Please refer to the SRE indicators in Part 4 for a guide in interpretion. You may also consult the SRE manual at the
Bureau of Local Government Finance website – www.blgf.gov.ph.

Guinayangan’s revenue growth was -3.35% in 2007 but it increased to 17.33% in 2008 and
decreased to 9.39% in 2009. The revenue growth should be greater than or equal to the sum
of the annual inflation rate and annual population growth rate. The annual inflation rate
was computed as the average of monthly inflation rate in areas outside of NCR.9 Adding the
inflation rate and the population growth rate will give us the following values:
2009 2008 2007
4.22 10.53 2.98
Compared with the revenue growth indicators of Guinayangan, we can see that for 2008 and
2009, Guinayangan’s growth rates surpassed these benchmarks indicating sustainability of
the revenue levels for these years.
The locally-sourced revenue per capita of Guinayangan decreased from 2007 to 2008. It
increased in 2009 but still below the 2007 level. As explained by the Local Finance Committee
during the validation workshop, the 2007 locally-sourced revenue was unusually high as it
included an extra-ordinary income derived from equipment rental by a private contractor
which was not included as locally-sourced revenues in the 2008 and 2009 Local Chief
Executive budget and was instead included in a separate Budget of Economic Enterprises.
The improvement in tax effort from 2008 to 2009 is also reflected by the increase in the
growth in locally sourced revenue per capita. The percentage of locally sourced to total LGU
revenue indicates the portion of revenue that is under the control of the municipality and
results from local economic activity.
Of the total revenue of Guinayangan, only less than 10% came from local economic activity.
This has declined from 2007 to 2008. Although it slightly increased in 2009, it was still less
than the 2007 level and is not a very good indication of reliability of the revenue source of the
municipality. The percentage of regular revenues to total revenue indicates the predictability
of the revenues of the local government. Regular revenue includes the locally generated
revenue and the internal revenue allotment from the national government.
Guinayangan has a very high level of predictability in terms of actual revenues collected
compared to what was projected (100% for 2007, 96% for 2008 and 99% for 2009).
Guinayangan’s real property tax accomplishment rates for 2007 and 2008 were also very high
(102% and 105% respectively) indicating efficiency in tax collection. However, this declined
in 2009 to 66% but this cannot be interpreted as low collection effort as the municipality
implemented an amnesty program in 2007.
With respect to expenditure indicators, the total expenditure per capita shows the amount
of services extended by the LGU to its constituent on a per capita basis. We can see that this
has consistently increased from 2007 to 2009.
For personnel services expenditure ratio (PSER), the value should be ≤45% for 1st to 3rd
class LGUs. This should also exhibit a decreasing trend. At face value, Guinayangan’s PSER
9
The inflation rates for areas outside of NCR were as follows:
2009 2008 2007
4.05 10.36 2.81

from 2007 to 2009 were all greater than 45% though constantly decreasing from 2007 to 2009.
However, during the validation workshop conducted with the Local Finance Committee,
the Budget Officer noted that Guinayangan’s PSER is in accordance with the limit set by
the Local Government Code. It should be less than 45% as the total amounts for Personnel
Services should not have been used in computing the PSER as these include “waived” items
like plantilla items for devolved functions.
The social expenditure ratio (SER) is related with poverty alleviation and improvement
in the human development index. Guinayangan’s SER were all less than 5% of the total
expenditure.
The economic expenditure ratio (EER) is similar to SER in its relation with poverty alleviation
and human development index. The EER decreased from 2007 to 2008 and very slightly
increased in 2009. Economic expenditure is about a quarter of the total expenditure of
Guinayangan.
5. Audited Financial Statements and Annual Audit Report (AAR)
Listed below are some highlights of the findings and recommendations of COA in its Annual
Audit Report (AAR) of Guinayangan’s financial report for the year 2008.
• Non-compliance with Sec. 313 of the Local Government Code and Section 107 of
NGAS Manual which provides for the maintenance of Special Accounts for Economic
Enterprise, Loan and Development Projects. As noted in the above discussion on the
Local Chief Executive’s Budget and Statement of Receipts and Expenditures, these
did not include receipts and expenditures for the Economic Enterprises.
• Payment of legal services were not supported with written authority from the Office
of the Solicitor General.
• Non-titling of five (5) parcels of lots owned by the Municipality.
• Payment of various expenditures without supporting documents.
D. Conclusion
Guinayangan perhaps represents a typical Philippine municipality in Luzon - far from Manila,
direly lacking in farm to market roads and other rural infrastructure, limited electrification
to households, constrained by a small local tax base and dependent on the internal revenue
allotment.
Yet, a silver lining that has been there for quite some time is the active participation of citizens
, women and fisherfolk groups in local concerns – sitting in local school boards and being
active in the fisheries management council. The tax effort can still be improved and the people
and its local officials remain optimistic that some other economic activity can be created and
sustained – something like eco-tourism – so that other revenue streams can come in.
We hope that with sustained people’s participation and the openness of the local government
for people’s engagement, Guinayangan will overcome these geographic and economic
constraints .

VI. Legislative Initiatives to
Enhance People’s Participation
in Public Finance
By JESSICA REYES-CANTOS
1. If the Local Government Code already mandates citizen’s participation

in local governance, is there need for another law on that? Isn’t it one
too many laws already?
Indeed, there are already a lot of provisions within the Local Government Code that require
people’s participation in local governance, including local public finance. However, what
these provisions lack are:
• Guidelines as to what kind of

NGOs can participate, as we
cannot just simply allow fly-
by-night NGOs, or NGOs that
are actually led by the mayor’s
relatives and friends, and the like,
to create a semblance of people’s
participation in those matters;
• A reasonable amount of time for
the local government to act on
the applications for accreditation
of NGOs and POs intending to
participate in local governance
processes;
• The kind of information that
should be readily available and
disclosed to the public by the
Local Government Unit;
• Penalties should there be violation
of the provisions of the law.
2. So, is there any existing proposal in Congress with regard
to addressing those gaps?
Yes. In the House of Representatives, Deputy Speaker Lorenzo “Erin” R. Tañada III has
filed House Bill 219 entitled “An act institutionalizing the participation of bona fide civil
society organizations (CSOs) in budget hearings and deliberations in Congress, in National
Government Agencies (NGAs), and Local Government Units (LGUs).” It has already been

reported out by the Committee on People’s Participation under a substitute bill – House Bill
3773 and was already sponsored for floor debates.
In the Senate, Senator Teofisto “TG” Guingona III likewise sponsored a similar measure
– Senate Bill No. 2186. It was already heard by the Committee on Finance.
You would note from the title itself of the House Bill that it covers not just LGUs, but Congress
and National Government Agencies budget deliberations and processes.
3. What then are the provisions with regard to the kind of NGOs that
can participate? What is the accreditation process?
NGOs must present the following documents to institutions where the wish to participate:
a) Articles of Incorporation and by-laws of the applicant POs and NGOs;

b) Certificate of Registration with the Securities and Exchange Commission (SEC) or
other government accrediting agencies;
c) Affidavit describing the organization, its work, and operations showing:
1. The character of the organization;
2. The purpose for which it is organized;
3. The list of activities or projects for the past two (2) years; and
4. List of officers, directors, trustees, and members.
d) Certificate of Good Track Records and Standing from the proper authority or
concerned office, and
e) Duly audited financial statements for the past two (2) years showing the assets and
liabilities of the organization; and
f) Board Resolution or any other form of legal evidence to prove that the respective
organization has the desire and is mandated by its representation to apply.
Applications for accreditation shall be acted within a period of ten (10) working days. A
certificate of accreditation shall be issued to the organization which shall be valid for three
(3) years after its approval.
Unless an applicant is given notice and due and proper hearing, no application for
accreditation shall be disapproved. The decision for disapproval shall be rendered within
ten (10) working days from the time of the notice of disapproval of application.
4. So what if my organization is accredited? What are the rights

and entitlements that go with having an accreditation?
Accredited NGOs have the following rights and entitlements:
• Right to be notified and invited to public hearings

• Access to documents and budget submissions
• Submit alternative budget proposals
• Serve as resource person
• Participate in budget oversight/tracking
• Participate in the Annual Investment Planning

5. What are the kinds of information that should be made available
by local government units to the public?
LGUs should post in their websites and community bulletin boards their proposed budget,
sources of revenues and their annual investment plans. Such information should be provided
in a timely manner such that NGOs and ordinary citizens can engage them during the regular
budget cycle of the LGU.
6. Our mayor and councilors frown upon having NGOs participate in these
processes. They said, if NGOs want a piece of the action, they should run
as public officials and have themselves elected first.
So what do we do?
HB 3773 provides for penalties should NGOs be denied of their right to participate
– suspension of one (1) month to three (3) months, or a fine of not less than Thirty Thousand
Pesos (P30,000.00) but not more than Fifty Thousand Pesos (P50, 000.00), or both at the
discretion of the court.

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List of Tables and Figures .................................................................................................................................................................................... vi

Abbreviations and Acronyms ....................................................................................................................................................................... vii

I. Local Public Finance 101 .............................................................................................................................................................................. 1

1. What is public finance and why should it concern you? ............................................................................. 1

Towards an Informed CitizensÊ Participation in Local Governance iii

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1. What is the role of the Commission of Audit on Local Public Finance?................................ 20

V. CASE STUDIES .................................................................................................................................................................................................... 43

Marikina City ............................................................................................................................................................................................................44

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1. If the Local Government Code already mandates citizen’s participation

Towards an Informed CitizensÊ Participation in Local Governance v

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Figure 1 Summary of Functions of Local Officials in Local Public Finance .................................... 2

vi Sourcebook on Local Public Finance

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AAR Annual Audit Report

Towards an Informed CitizensÊ Participation in Local Governance vii

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viii Sourcebook on Local Public Finance

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An informed citizens’ participation in local government budgeting, revenue generation

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x Sourcebook on Local Public Finance

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1. What is public finance and why should it concern you?

Second, the allocation and utilization of such resources and revenues.

Following is a more detailed enumeration of the scope of local public finance:

Scope of local public finance

2. Revenue Allocation and Utilization

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Local Chief Executive Local Sanggunian

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Perhaps unknown to many, the law requires

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5. Where does the money come from?

The external sources of revenues of local governments are the following:

a. Internal Revenue Allotment (IRA)

b. Share from the utilization of National Wealth

c. Grants and donations

d. Domestic loans and Credit-financing schemes

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b. Income derived from investments, privatized and development enterprises, and

LGUs may incorporate development enterprises where income from investments

Province Cities Municipalities Barangays

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