Information gleaned from several on-line documents:

1. On APITF downloaded from QC web site

a. There’s an existing Anti-Poverty Integration Task Force

a. Mandate is to integrate efforts to help the poor and provide
comprehensive/continuing documentation of these efforts
b. This is done by combining/adding parts of programs to work together
or form a unified whole to attain close and seamless coordination
b. Task force have 2 critical deliverables
a. Beneficiary Database – create develop and maintain comprehensive
and reliable database of beneficiaries
i. With profile and standard typologies of QC’s poor, for a more
tailor-fitted interventions
ii. With up-to-date and comprehensive Human Development
Indicators that serve as a tool for measuring changes in the
poor’s quality of life
iii. With easily updated, reliable poverty maps to identify location
and density of poor communities in the city
iv. These information will facilitate decision –making, policy-
setting, program-formulation and impact assessments
b. Socio-Economic Development Action Plan – a rationalized, integrated
and coordinated anti-poverty programs and policies. This SEDAP
breaks down the QC’s Comprehensive Development Plan into one of
three implementation instruments:
i. New development projects
ii. Strengthened or enhanced services
iii. Regulatory measures
c. The City’s Poor – those who do not have the capability to access or afford the
basic human needs required to survive and function in society.
a. Categories of poor
i. Income poor
ii. Education poor
iii. Nutrition & health poor
iv. Shelter poor
b. Baseline household survey in 2011 – conducted within a six-month
period from May to November. 72% participation sample from
targeted 100% households.
i. .79% of the respondent-households are categorized as
belonging to the lower middle class C, as well as classes D and
E.
ii. 29% that haven’t participated out of the target 100 % QC
households, represents from classes A, B, middle and upper
middle class C.
d. Planned responses for the City’s poor – policy interventions take the forms
of the following:
a. New/development projects
b. Strengthened services
c. Regulatory measures
 e. Policy Road Map – Socio Economic Development Indicators crafted to be
use for policy road map, anchored on the City’s Comprehensive Development
Plan. In total, there are 7 goals, 20 targets and 86 indicators. This is a
prioritized list of interventions in consideration to different critical needs of
various poor groups based on 2011 baseline household survey. With SEDAP,
the City now has:
a. Set development goals
b. Socio-economic development indicators to track progress
c. Specific interventions through programs, strengthened services and
regulatory measures

2. In global value chain, the question of the host country is “what can we offer to
attract more foreign investments?” The same thing is true in the local determinants of
value chain positioning. The City can offer its resource of being the Knowledge
Capital of the Country (there must be seamless flow of design that is coordinated for
the purpose of service thru cohesive promotion and marketing of its competitive
advantage, i.e in terms of information the investors or inquiring clients will be cued
to the needed information in a fast, efficient and reliable way) in were we can use to
propel the development of industry sector or cluster/s (we can also use a partnership
with these educational/learning/knowledge institutions to help us design needed
skills/education of our human resource in support of the industry’s needs). The
second factor pertains to the local labour market which consists among others of the
qualitative impact of the human resource developed by the City thru its channels of
skills development and trainings provided to QC's constituents (all we need is to
identify and profile them where they are, what are their skills and what do they need).
The third aspect is to classify what products/services we can offer/provide as an added
resource to our local developing clusters.

Potential developers of niche products/producers

quality of industries innovation system will be a very critical factor for future
development

Strategy Framework of the PLICI

a. Create more jobs thru the development in the labour market for the reviving
industry’s sector
b. Revitalize the industry to spur inclusive economic growth in the City
c. Marked the City in the fast developing ASEAN value chain positioning

3. Challenges of ASEAN economic integration. Based on the speech of QC Mayor

HMB at LEDAC.

a. December 31, 2015, the ASEAN will declare the establishment of AEC or
ASEAN Economic Community which will open their doors for free market
and production base. With 418 other Cities, including City-state Singapore and
mega City Jakarta, we will be competing for business, jobs and resources. On
 the other hand, these Cities will become our much bigger market for jobs and
businesses as well as enterprise networking arrangements.
b. Advantage that must be developed by a City to benefit from this open regional
economy:
a. More competitive investment climate in terms of:
i. sophisticated infrastructure
ii. highly skilled and educated manpower
iii. better value real estate
iv. reliable and fast telecommunications services
v. easy accessibility of utilities
c. The National government has been preparing for 7 years for the ASEAN
Economic Community. In the local government, we must sync our local
policies for policy review with our National laws specially in the areas of:
a. Regionalization as the development of metro-regions - it is time that
we cities in Metro Manila finally work together and create linkages to
give us give us a better leverage to compete globally
b. Tourism – we must have high inter-industry and cross-country
linkages, we must position our City in the aim of ASEAN member
countries to establish integrated ASEAN Tourism Investment Zone
(ATIZ) for the project of joint investment promotion and joint action
programs
c. Services – this represents the core of the QC economy, the general
perspective is that the overall trade in services will increase, with
imports of services likely to outgrow exports in most other sectors.
Possible barriers in the growth of services if areas below are not
updated:
i. Local labor laws
ii. Zoning regulations
iii. Business regulations
d. Business process outsourcing - major economic driver in Quezon City,
with about 45,000 people employed, in which investors will consider
value for money which means:
i. qualified skilled labor
ii. reasonably priced plug-and-play locations
iii. ease of business regulations
d. Local policy and framework needs
a. updated Land Use Plan
b. Comprehensive Zoning Ordinance
c. tourism ordinance - reexamine our past Zero Amusement Tax for Films
ordinance
d. telecommunications infrastructure – we need a local ordinance that
will support the development of common telecommunications tower
that may be called as a Philippine Diamond Tower. Another
complementary project is the enabling of our local government to have
its own radio and TV frequency thru the Quezon City Multimedia
Frequency Ordinance.
e. Mayor HMB thanked the QC legislative for passing :
a. Investment Incentives Code
b. Public Private Partnership Ordinance
c. Small and Medium Enterprise Code (Magna Carta)
 d. RA 10646 or the Quezon City Development Authority that was passed
by both houses of Congress, QC’s own GOCC which will serve as its
enterprise vehicle and investment arm; it will allow us to invest in
businesses in other local governments giving us a new source of
income other than from revenues alone

f. 4 Pillars of the ASEAN Economic Community Blueprint

a. the establishment of a single market and production base
i. For our city, whose foundation is the retail industry it will mean
that our retailers will have access to a wider selection of goods
ii. For our manpower Those with multilingual capability,
engineering and technicians, high-value skills and
competencies will have the advantage. people in ASEAN will
be able to work more easily in any of the 10 countries
1. challenge: equipping and orienting our own human
resource
iii. local Labor Code
1. spell out policies for local and foreign workers and
professionals; professions must covered by mutual
recognition agreements among 10 ASEAN
2. city-to-city reciprocity and granting of temporary
permits for foreign workers, for easier job placements,
as well as ensure manpower
3. local system for accrediting manpower placement
agencies
4. clear data base on our human resources and on firms
dealing with personnel placement
5. for PESO, to complete and continuously update a Skills
Inventory per barangay, so that we knows what we can
offer in terms of human resources; put up regular
consultative mechanisms with private industries so that
they will provide our LGU with a constantly updated
data base on skills and knowledge sets needed
a. With this data, we can better develop training
and education courses
i. K to 12 courses and TESDA modules
b. One step in this direction is Ordinance No. SP-
2308, enacted in 2014, that authorizes QCPU to
offer senior high school beginning 2016-21,to
better prepare the students for middle-level skills
development, employment and entrepreneurship
b. Competitive Economic Region
i. Our policies on investment, public- private partnerships, and
practices in ease of doing business provide our frameworks for
our city’s competition policy.
ii. hard look at our Internal Governance, QC become a benchmark
for the Philippines in the World Bank’s global ranking for ease
of doing business starting 2011
iii. With local reforms accompanied by national reforms, the
Philippines has steadily increased its rank in terms of ease of
doing business, from 138 out of 185 countries in 2012, to 108
out of 189 countries in 2013, rising further to no. 95 out of 189
countries in 2014.
1. the use of e-payment systems for our real property
transactions
2. we shall be ready to apply the same system for using
mobile money
3. online banking through Land Bank for our business tax
payments within this year

iv. other reforms at public service efficiency require a no-nonsense

review at our organization
1. In a survey of organizational readiness conducted by the
Ateneo Professional School, majority of respondents
consisting of officials from the Executive and
Legislative branches perceive that the preferred
organizational culture for the next 5 years is for a
predominant ‘clan’ culture
a. This means that many of us still want to stay in
our comfort zone of a traditional bureaucracy,
with a strong focus on hierarchy and operations
pretty much like that of a family corporation
b. This means there is so much internal focus, and
not much awareness of or attention to market
realities
c. While the maintenance of a family-friendly
culture and cohesiveness have some advantages,
it can lead to delays or deficiencies in having the
discipline necessary to quickly assess market
conditions, take initiative, act and respond to
constituency needs.

2. Rationalization Plan for the Quezon City

bureaucracy
a. Our present organizational structure is circa-
1980. It must be updated to be responsive to 21st
century demands
b. We must scrap positions that have long lost
their relevance, or are better or more efficiently
and more economically done if outsourced
c. build up those positions that will enable our
local government to be flexible and dynamic to
foster competition

3. What are the characteristics of a 21st century

organization?
 a. It has less human intervention in its processes,
and greater reliance on technology and
automation
b. It has high degree of integration and seamless
interfaces, to allow more effective checks and
balances, faster movement of data, and easier
reporting
i. That is why I look forward to the full
operationalization of the City
government’s e-financial system, which
I have been assured, will be launched
this February.
ii. ordinance on revenue generation
processes is needed to provide a clearer
system for integration and interfaces
among the revenue-generating offices
c. It is open to innovation and new ways of
providing public services

d. “We cannot keep operating in terms of

maintaining our turfs. Clearly, this myopic and
bureaucratic way of governing can no longer
work. Departments here should not perceive
themselves as competing against each other.
Rather, they should see how they can better
work together for a wider public good, not only
within Quezon City, not only within the
Philippines, but out towards ASEAN and
beyond.”

e. “If we must retool our people, we must

determine those training needs now. We cannot
insist on processes that only benefit a few, while
minimizing the gains for the entire organization.
We cannot remain in a status quo that is
increasingly showing its inefficiencies and
dysfunctionalities because we are stuck in old
ways of doing things!”
c. Equitable Economic Development
i. open market also means opportunities for supply chains with
producers and consumer outlets in 9 other countries
ii. help our small and micro enterprises access this data and have
this link with bigger suppliers and producers, so that they can
produce more relevant goods and services at standards
acceptable in these more lucrative subcontractor arrangements
1. To be able to engage in an efficient small business-to-
bigger business matching program
a. we need to begin preparing comprehensive
information on the conduits that can be used
 b. We can work with the Department of Trade and
Industry, provide them with comprehensive data
on our small enterprises, so that they can be
prioritized for these business links
c. This should be our safety net for our small
producers. We should be able to market our
small producers strategically, so that they too
can get a slice of the AEC economic pie

iii. better quality of life for our poor

1. Our housing program
2. ordinances for senior citizens need implementing rules
and regulations
3. same for our ordinances on solo parents and persons
with disabilities
4. More of our PWDs should have good access to
education that will provide them income-generating
activities under the AEC. This means we need more
Special Education schools, which should be the tasks of
our Division Office, the Social Services Development
Department and the Health Department
5. better health services by expanding those beneficiaries
that have access to PhilHealth insurance

6. “Our city has had the good fortune of having a high

number of hospitals and other health and wellness
facilities. The AEC open economy will provide
opportunities to bring more patients and other wellness
service-seekers into Quezon City. But the drawback is
that these hospitals and wellness facilities have not
been organized as one, cohesive, wellness industry for
the city. If clients from abroad want to inquire about
medical and wellness services here, they cannot find all
the information they need for a decision in one website.
If health and wellness services are one of Quezon City’s
competitive advantages, the players must be organized
into one cohesive marketing and service unit”

d. Integration into the Global Economy

i. As the opening of the AEC may usher in more health
practitioners and facilities and their clients into our city, let us
prepare not only to service them well but also to manage the
residuals that can result from the increased business
1. need: ordinance accrediting medical and hazardous
waste haulers, before it becomes a problem of enormous
proportions
2. require: comprehensive and reliable data base on all
health facilities, from hospitals, to wellness centers, to
various types of clinics and funeral parlors
 3. Managing the environment can also create another
competitive niche if it results in a solution to a
pervasive problem of businessmen in the Philippines
a. develop the facility that will turn our waste into
energy and transform our city into an energy
producer, this will be one cost burden reduced
ii. Another environmental concern, with a global advocacy, is
building green
1. Green Architecture and ‘green-oriented’ development
2. retrofitting Quezon City Hall
3. ordinance that will require all public buildings, whether
local or national government-owned, to be retrofitted, to
adapt to climate change and disaster-risk considerations
and to adopt the use of renewable energy
4. prescribing the desirable urban scape - the appropriate
urban design of our communities and business areas so
that they contribute to an uncluttered, well-organized
environment
a. One component of this may be to rationalize the
placements of our utility connections so that
they do not mar our cityscape
b. I propose a 5-year development plan for
electricity companies and telcos that they will
phase out above-ground cables and electrical
connections, and move these underground
i. priority areas should be those designated
as Tourism Districts under our Tourism
Development Plan
iii. Integration into the Global Economy will also be easier if we
have a unique identity - niche in the global market place; We
can do it through:
1. physical infrastructure
2. unique urbanscapes
3. through culture that will make our city the heart of rich,
diverse and active human interactions

iv. As the 3G++ study of Ateneo points out, we must be able to

translate and leverage what makes Quezon City distinct into
features that make Quezon City memorable, so that people will
want to come here again and again, and stay here and thrive

g. Our timetable to take action and pass all policies and requirements is the first 6
months of 2015
a. The Executive and Legislative Branches, all the departments and
operating units of the Quezon City Government must work with one
ecosystem in mind
b. The challenge is to put all existing policies, plans and programs into
one cohesive framework. We need the help of academics to do this
i. Let us be clear about areas of responsibility.
 1. You will be assigned into Clusters, with an elected
official as the cluster chair, while the city executive will
be co-chair and secretariat.

c. “Let us not aim for Quezon City to be the lowest cost destination or
producer – for Cambodia, Laos, Myanmar and Vietnam can easily
beat us in this category. Rather, let us aim to be the most value-for
money business location and a venue for a vibrant, exciting cultural
life.”