QC named model of good governance

The Department of the Interior and Local Government (DILG) announced yesterday that Quezon City is now the model of good governance which other local government units (LGUs) should replicate to promote progress and development .

DILG undersecretary for local governments Eduardo Soliman cited the phenomenal rise of Quezon City. Once a financially distressed LGU, the city is now the richest in the country .

Quezon City, the largest city in Metro Manila in terms of population and land area, had a negative cash balance of P10.35 million in July 2001. But in just 18 months after Mayor Feliciano Bemonte Jr. assumed office, the city government has generated a total revenue collection of P5.4 billion, exceeding its annual budget by over P226 million and generating a surplus cash balance of P1.5 billion.

With efficient revenue collection and huge savings, Quezon City surpassed Makati City as the richest local government unit in the country.

"The Quezon City government is now the model to showcase good governance," Soliman said.

He said the QC experience is being cited to promote the national government’s anti-red tape campaign, particularly in the application of permits and licenses with the LGUs.

Interior and Local Government Secretary Jose Lina Jr. earlier declared Quezon City as the best managed city in the country.

The Quezon City government is among the first LGU to set up a one-stop taxpayers’ lounge.

It also simplified business permit applications by getting rid of several requirements that delay the processing of permits.

The Quezon City strategy adopted by Mayor Belmonte now being promoted by the DILG include the following:

• developing the capacity to govern, which means setting the system needed to improve management capabilities, curbing graft and corruption and redefining direction and strategies clearly so that more of the right things can be achieve at less time, with less waste and with more impact;

• rationalizing goal and strategies in the comprehensive program so that each move of the local government department, office or committee complements, enhances and can be easily integrated with what others are doing;

• acquiring the political will and the passion for public services needed to power reform, inspire innovations and create greater opportunities for teammanship between citizens and government;

• enhancing professionalism in service provisions to encourage initiatives toward efficiency and effectivity as well as self-checks on ethical conducts; and

• exercising prudence and judiciousness in the use of resources to remove the focus on merely spending what is budgeted, but on the wisest use of the least resources for maximum gains.