Table of Contents

1. Introduction ...................................................................................................................................................... 4
1.1. Rationale ................................................................................................................................................. 5
1.2. Objectives................................................................................................................................................ 5
1.3. Plan Formulation and Updating Timelines ................................................................................................ 6
2. Physical Framework ......................................................................................................................................... 6
2.1. Planning Environment .............................................................................................................................. 6
Location, Land Area, and Political Boundaries ...................................................................................................... 6
Geographical Location...................................................................................................................................... 6
Political Boundaries .......................................................................................................................................... 6
Population and Settlements .................................................................................................................................. 6
Social Composition and Characteristics ............................................................................................................ 6
Population Density .............................................................................................................................................. 21
Urban Density ................................................................................................................................................ 21
Land Demand and Analysis ............................................................................................................................ 24
Religious Affiliations and Ethnicity ....................................................................................................................... 24
2.2. Planning Considerations ........................................................................................................................ 26
2.3. Mainstreaming Framework ..................................................................................................................... 26
2.4. Broad Land Use Policy........................................................................................................................... 26
2.5. Potentials for Development Based on the National and Regional Development Plans ............................. 31
2.6. Vision .................................................................................................................................................... 32
2.7. Development Goals and Objectives........................................................................................................ 32
2.8. LGU Roles ............................................................................................................................................. 38
3. Sectoral Development Issues, Programs, Projects, and Activities ................................................................... 44
3.1. Social .................................................................................................................................................... 44
3.1.1. Social ............................................................................................................................................ 44
3.1.2. Health ........................................................................................................................................... 49
3.1.3. Education ...................................................................................................................................... 51
3.1.4. Social Welfare ............................................................................................................................... 51
3.1.5. Protective Services ........................................................................................................................ 52
3.2. Local Economic Development ................................................................................................................ 52
Local Business Sociability and Viability ........................................................................................................... 52
3.2.1. Local Investment and Incentives Code........................................................................................... 52
3.2.2. Public Private Partnership for the People ....................................................................................... 53
 3.2.3. Local Tourism / Heritage Development and Advancement ............................................................. 53
Cultural Property Inventory ............................................................................................................................. 53
3.3. Environment .......................................................................................................................................... 53
Community Based Forest Management .......................................................................................................... 53
Disaster Management, Preparedness, and Timeliness .................................................................................... 54
3.3.1. Vulnerability Assessment ............................................................................................................... 54
Policies and Strategies on Environmental and Disaster Risk Management and Climate Change Adaptation.... 61
3.3.2. Local Climate Change Action Plan ................................................................................................. 63
3.3.3. Local Disaster Risk Reduction Management Plan .......................................................................... 64
3.3.4. Contingency Plan for Flood and Typhoon ...................................................................................... 64
3.3.5. Standard Operating Procedures for Evacuation Management ........................................................ 64
3.3.6. 10-Year Solid Waste Management Plan......................................................................................... 64
3.4. Infrastructure, Transportation, and Access ............................................................................................. 65
3.4.1. Integrated Spatial Framework for the Water Resources and Drainage............................................ 65
3.4.2. Provincial Governance Reform Roadmap ...................................................................................... 65
3.5. Institutional Development ....................................................................................................................... 66
Financial Administration.................................................................................................................................. 66
3.5.1. Public Financial Management Plan ................................................................................................ 66
3.5.2. Local Development Investment Program........................................................................................ 67

2
 List of Tables and Figures
Figure 1. Population Distribution by Age Group and Sex, 2010 and 2015 ................................................................ 11
Figure 2. DRR-CCA Mainstreaming Framework Used in the Preparation of the PDPFP........................................... 26
Figure 3 . Multi-Nodal spatial strategy ..................................................................................................................... 37
Figure 4. Roles of the LGUs in the overall development of the Province .................................................................. 43
Figure 5 . Health Sector Vulnerability (Dengue Impact)............................................................................................ 49
Figure 6. Health Sector Vulnerability (Leptospirosis Impact) .................................................................................... 50

Table 1. Total Population, 1903-2015 ........................................................................................................................ 8

Table 2. Total Population by Age Group, Sex, 2015 ................................................................................................ 10
Table 3. Household Population by Sex and Municipality .......................................................................................... 12
Table 4. Population and Growth Rate by Municipality, 1990-2015............................................................................ 13
Table 5. Projected Population, 2016-2028 ............................................................................................................... 14
Table 6. Projected Population of Urban Barangays, 2016-2028 ............................................................................... 15
Table 7. Total Population, Urban Population and Percent Urban by City/Municipality, 2007 and 2010 ...................... 18
Table 8. Household population by sex and age group, Census Years 2007 and 2010.............................................. 20
Table 9. Age Dependency Ration, 2015 .................................................................................................................. 20
Table 10. Land Area and Population Density by City/Municipality, 1990 - 2015........................................................ 21
Table 11. Land Area and Population Density per City/Municipality, 2015 ................................................................. 21
Table 12. Urban Barangays with Land Area and Population .................................................................................... 22
Table 13 . Projected Population and Urban Density ................................................................................................. 24
Table 14. Total Population by Religious Affiliation and Sex, 2015 ............................................................................ 25
Table 15. SWOT analysis conducted during the Visioning Workshop....................................................................... 38
Table 16 . Climate Change Projection ..................................................................................................................... 59
Table 17. Summary of Climate Change Projection .................................................................................................. 60
Table 18. PDIP Cost According to Program or Sector .............................................................................................. 71
Table 19. Proposed Funding Source for Programs/Projects ..................................................................................... 73
Table 20. Financial Requirement of Proposed Programs, Projects, Activities ........................................................... 74
Table 21. Projected Funds Availability for Development Projects ............................................................................. 80
Table 22. Net Funds Availability for Development Projects, Provincial Government of Tarlac (in Million Pesos), 2008-
2017 ....................................................................................................................................................................... 81
Table 23. Financial Requirements of Proposed Projects vs. Projected Provincial Funds Availability (in Million Pesos),
Province of Tarlac, 2009-2017 ................................................................................................................................ 82
Table 24. Net Results of Application and Availability of Funds with Postponed Expenditures (In Million Pesos), 2009-
2017 ....................................................................................................................................................................... 82
1. Introduction
Related to the task of securing growth and development of the province, and as a response to the challenge of
Governor Susan A. Yap of creating an environment where no one is left behind, the Provincial Government of Tarlac
(PGT) recently pursued another purposive course of action, that is, the updating of its Provincial Development and
Physical Framework Plan (PDPFP).
The updating of the Tarlac PDPFP aims to set the strategic direction of the provincial government as regards various
development areas including the economic, social, infrastructure, environmental and disaster risk management, and
institutional sectors.
Carefully considering its natural endowments, taking off from previous victories, and maximizing the potentials of its
populace, Tarlac province has the capacity to achieve steady growth through the synergy of agriculture, industry, and
tourism. Without a doubt, Tarlac is in the proper position to achieve heightened levels of investment, especially with
the prospering of its tourism industry and the harnessing of a balanced economy through a strengthened agricultural
sector, one which is linked to various lines of industries. Emphasized as Tarlac’s prime asset, the human capital of
the province is envisioned to get stronger, in line with the intelligent use and promotion of the Tatak Tarlac identity.
As for the social sector, there has been a continuing improvement of the strength on both professional and skilled
labour as evidenced by Camiling being the “center of education” of the province; Sta. Ignacia and Moncada’s further
improvement of its manpower through the help of TESDA and other relevant line agencies; Pura’s high rate of
graduating students and manpower development; San Clemente’s 95% literacy rate; and Sta. Ignacia having a high
percentage of youth workforce (results based from the Visioning Exercises held last March). This strength of Tarlac’s
manpower only reflects the vocational and academic strengths of its municipalities/cities.
Integration with other sectors and the alignment of Tarlac PDPFP with the global and national development plans are
underlined as vital to institutional development. Developmental goals such as attaining efficiency in governance, and
restrengthening institutions toward a people-centered government are given utmost attention. The identified
outcomes of these goals include: reduced corruption, seamless delivery of service, enhanced administrative
governance, fully engaged and empowered citizenry, and strengthened civil service.
Achieving economic development entails the participation of all stakeholders and players in the policy-making
processes, and in the implementation of programs and projects. It involves strengthening the machinery of the state;
it is in this light that this document also gives premium attention to the personnel of the institutions as they carry the
primary responsibility of relating to and engaging with the public, acting as the government’s warriors and first line of
defense.
Fundamental institutional reforms must be undertaken so as to lay the grounds for good governance and effective
administration. Strengthening the capacity of the various offices of the local government unit definitely contributes to
the attainment of this ideal. This is encapsulated in the discussion on the plans, and prospects for the institutional
sector.
As for the environmental sector, the key programs related to the environment are identified such as forestry,
environmental management, and the administration of mines and geosciences. One major component project is the
updating of Geo Data Inventory. Also articulated in this document are the key challenges in the transportation and
public utilities sector such as safety issues, pollution, the lack of alternative mode of transportation and the worsening
of traffic. As for the infrastructure, expected outputs for the sector are also discussed and briefly outlined.

4
 1.1. Rationale
A development and physical framework plan will ensure the long-term economic development of Tarlac and the
welfare of its populace given its strategic and natural advantages.
This Provincial Development and Physical Framework Plan is one that corresponds to and reflects the particularities
of the province, and one which contributes to the attainment of the national developmental agenda. Further, it
specifies the strategies for achieving growth in the 17 municipalities of the province after properly identifying the
critical constraints to growth, and carefully examining the issues and challenges of each sector.
This document serves as a concrete tool for both the facilitators of governance, and social actors to get a unified
vision of Tarlac’s path towards development, summarized below:
A resilient Tarlac with a diversified and integrated rurban economy, nestled in an ecologically sound
environment, governed by accountable citizenry towards sustainable and inclusive growth.
Concretely, this document informs all stakeholders and actors about the essential frameworks, and steps as regards
cultivating a prosperous environment for all the people of Tarlac This is in line with the wisdom that the engagement
of the people and the many stakeholders in the pursuit of development, and providing them with proper and relevant
information as regards the strategies, and targets of the local government are crucial aspects in the success of any
developmental agenda.

1.2. Objectives
The updating of the Provincial Development and Physical Framework Plan for the province of Tarlac aims to provide
the provincial government the basis for identifying programs, projects, and activities (PPAs) towards achieving the
development objectives of the province. The PDPFP identifies strategies and corresponding PPAs that serve as
primary inputs to provincial investment programming, budgeting and implementation. The PDPFP is also aimed at
linking provincial development objectives with regional and national policies and priorities. The guidelines for the
crafting of the PDPFP were made by the National Economic and Development Authority (NEDA), with technical
assistance from the Asian Development Bank (ADB).
As per Joint Memorandum Circular No. 1, series of 2007, the PDPFP is formulated at the provincial level to merge
the traditionally separate provincial physical framework plan and provincial development plan to address the
disconnect between spatial and sectoral factors and between medium and long-term concerns. It contains the long-
term vision of the province, and identifies development goals, strategies, objectives/targets and corresponding PPAs
which serve as primary inputs to provincial investment programming and subsequent budgeting and plan
implementation. The PDPFP then serves as a basis for a Provincial Development and Investment Program (PDIP).

This project is aimed at preparing for the Province of Tarlac the following:
• A Provincial Development and Physical Framework Plan which shall provide an overall guide for the
management, development and sustainable use of the land resources of the province, as well as
serve as a framework for the identification of priority areas for development and investments; and
• Based on the PDPFP, a Provincial Development Investment Program which shall specify a priority
list of programs, projects and activities with cost estimates, and the year(s) in which the PPAs will be
implemented.

5
 1.3. Plan Formulation and Updating Timelines

2. Physical Framework
2.1. Planning Environment
Location, Land Area, and Political Boundaries
Geographical Location
Situated at the center of the Central Luzon Plains, Tarlac lies approximately between 15˚16’19” and
15˚40’41” north latitude, and 120˚20’26” and 120˚44’6” east longitude. The province is landlocked with
boundaries defined by the province of Pangasinan on the north, Nueva Ecija on the east, Pampanga on the
south and Zambales on the west.

Political Boundaries
Tarlac has 17 municipalities and 1 city grouped into three congressional districts. The first congressional
district consists of the municipalities of Anao, Camiling, Mayantoc, Moncada, Paniqui, Pura, Ramos, San
Clemente, San Manuel and Sta. Ignacia. The second includes Gerona, San Jose, Tarlac and Victoria, while
the third consists of the municipalities of Bamban, Capas, Concepcion and La Paz.3
Tarlac City is the most urbanized, in terms of services, and has the largest built-up area. But unlike cities of
similar development in the country, it remains to be predominantly agriculture in character as evidenced by
the large tracts of agricultural land and open space surrounding the poblacion. Tarlac Province has 511
barangays.

Population and Settlements

Social Composition and Characteristics
The total midyear population of Tarlac Province as of August 1, 2015, is 1,366,027. This is larger by 92,787
persons in 2010. In 1903, the population of Tarlac was only 135,107. This population size is 10 times
smaller than the 2015 population. The total population of the province is increasing since 1903.

Tarlac City makes up the 25% of the total population of Tarlac Province with 342,493 persons followed by
Concepcion and Capas while Anao has the lowest population at 11,528 persons.

Based on the 2010 household population, males accounted for 50.8 percent while females comprised 49.2
percent. These figures resulted in a sex ratio of 103 males for every 100 females. The recorded sex ratio in
2000 was the same as that in 2010.

6
Figure 7 shows the population distribution by age group and sex during the 2010 and 2015 Census of
Population. It exhibits an expansive type of pyramid which indicates high fertility of the population.
The voting-age population (18 years and over) accounted for 864,988 or 63.3% of the household population
of the province in 2015, up from 61.7 percent in 2010. The distribution of males and females of voting age
was almost equal at 50.0 percent.

The young dependents (0 to 14 years) comprised 30.8 percent of the household population while the old
dependents (65 years and over) posted a share of 5.6%. The working-age population (15 to 64 years)
accounted for the remaining 63.6%.

The overall dependency ratio was 57, which indicates that for every 100 working-age population, there were
about 57 dependents (51 young dependents and eight old dependents). This ratio is lower than the
dependency ratio in 2000, which was recorded at 66 dependents per 100 working-age population (57 young
dependents and seven old dependents).

7
 Table 1. Total Population, 1903-2015
Province of Tarlac

Province/City / 1903 1918 1939 1948 1960 1970 1975 1980 1990 1995 2000 2007 2010 2015
Municipality
March 2 Dec.31 Jan. 1 Jan. 1 Feb.15 May 1 May 1 May 1 May 1 May 1 May 1 August May 1 Aug 1

Tarlac 135,107 171,876 264,379 327,018 426,647 559,708 640,899 688,457 859,708 945,810 1,068,783 1,243,449 1,273,240 1,366,027

Anao 3,678 3,314.00 3,486 4,453 5,068 6,672 6,084 6,519 7,955 9,240 10,045 10,806 10,873 11,528

Bamban 3,002 4,846 9,663 11,533 13,527 18,474 22,723 26,072 35,639 37,115 46,360 61,644 62,413 69,466

Camiling 25,243 23,375 25,824 33,395 40,536 49,156 52,411 53,860 62,773 65,340 71,598 79,941 80,241 83,248

Capas 6,077 9,244 13,178 16,398 26,617 35,515 42,561 46,523 61,205 81,036 95,219 122,084 125,852 140,202

Concepcion 12,962 17,487 32,702 30,785 45,084 62,227 72,554 80,647 103,146 101,243 115,171 135,213 139,832 154,188

Gerona 13,615 14,809 20,982 26,763 32,429 41,831 46,513 50,433 59,486 63,740 72,618 82,022 83,084 87,531

La Paz 4,389 8,991 13,298 18,395 21,843 27,150 32,885 35,330 41,946 45,207 52,907 61,324 60,982 64,017

Mayantoc 5,480 7,196 7,988 10,228 13,558 16,427 17,135 21,170 22,952 24,693 27,274 29,987 32,232

Moncada 13,003 10,673 12,518 17,807 23,496 29,195 31,825 34,451 41,672 46,219 49,607 54,547 56,183 57,787

Paniqui 12,982 16,603 19,124 27,554 35,416 47,718 53,031 55,006 64,949 70,979 78,883 83,311 87,730 92,606

Pura 4,840 5,333 7,005 9,508 10,227 12,763 14,409 14,801 18,032 18,902 21,081 22,118 22,949 23,712

Ramos - - 4,035 6,535 7,531 9,649 10,626 11,215 13,566 15,476 16,889 19,646 20,249 21,350

San Clemente 1,822 2,654 3,199 4,392 5,337 6,073 7,406 7,117 8,873 11,105 11,703 12,458 12,510 12,657

San Jose - - - - - - - 20,483 25,473 29,440 32,728 33,960 36,253

Sta. Ignacia 1,911 5,385 10,993 14,061 15,512 20,775 23,157 25,224 30,470 34,658 38,301 43,560 43,787 25,504

San Manuel - 3,564 5,919 7,896 8,956 10,683 12,803 13,491 17,261 10,120 20,857 23,463 24,289 47,538

Tarlac City 15,044 24,460 55,682 64,597 98,285 135,128 160,595 175,691 208,722 230,459 262,481 314,155 318,332 342,493

Victoria 14,945 15,661 19,575 24,398 26,555 33,141 34,889 34,942 42,360 47,546 50,930 57,085 59,987 63,715

8
1.Part of Camiling in 1903 6. Includes Barrios San Agustin and Santa Rosa to the former municipality of Murcia.

2. Part of Paniqui in 1903 and 1918 7. Includes the former municipality of Moriones and Barrios Burot , San Carlos ,

3. Part of Moncada and Anao in 1903 San Miguel and Poblacion of the former municipality of Murcia.

4. Includes undistributed non-christian population of 1,594 8. Created into a municipality on January 5,1990 under R.A No. 6842 ; taken from Tarlac , Tarlac.

5. Includes the former municipality of O'Donnell and Bario 9. Proclaimed as a Component City on April 19,1998.
Calingcuan to the former municipality of Murcia.

9
 Table 2. Total Population by Age Group, Sex, 2015
Province of Tarlac
Age Group Both Sexes Male Female

All Ages 1,366,027 694,148 671,879

Under 1 27,379 14,264 13,115

1-4 113,293 59,380 53,913

5-9 142,374 74,096 68,278

10 - 14 137,945 71,874 66,071

15 - 19 131,041 67,985 63,056

20 - 24 122,332 62,965 59,367

25 - 29 108,640 55,580 53,060

30 - 34 98,506 50,097 48,409

35 - 39 92,488 46,875 45,613

40 - 44 82,716 42,552 40,164

45 - 49 76,375 38,866 37,509

50 - 54 63,936 32,407 31,529

55 - 59 52,226 26,274 25,952

60 - 64 40,326 19,458 20,868

65 - 69 30,790 14,095 16,695

70 - 74 18,972 8,002 10,970

75 - 79 13,557 5,254 8,303

80 years 13,131 4,124 9,007
and over
80 years and over

75 - 79

70 - 74

65 - 69

60 - 64

55 - 59

50 - 54

45 - 49

40 - 44
Age Group

35 - 39

30 - 34

25 - 29

20 - 24

15 - 19

10 - 14 Female (2010)

5-9 Male (2010)

1-4 Female (2015)

Under 1 Male (2015)

75000 55000 35000 15000 5000 25000 45000 65000

Male Female
Population

Figure 1. Population Distribution by Age Group and Sex, 2010 and 2015
Province of Tarlac
 The number of households in 2010 was recorded at 280,382, higher by 64,987 households compared with the 215,395 households
posted in 2000. The average household size in 2010 was 4.5 persons, lower than the average household size of 5.0 persons in 2000.

Table 3. Household Population by Sex and Municipality

Province of Tarlac
 2.1.1.1.1. Population Size and Growth Rate
Table 4. Population and Growth Rate by Municipality, 1990-2015
Province of Tarlac
1990 1995 2000 2007 2010 2015
Population Growth Population Growth Population Growth Population Growth Population Growth Population Growth
City / Municipality (as of May 1) Rate (as of May 1) Rate (as of May 1) Rate (as of Aug 1) Rate (as of May 1) Rate (as of Aug 1) Rate

Anao 7,955 2.01 9,240 2.85 10,045 2.36 10,806 1.01 10,873 0.8 11,528 1.12
Bamban 35,639 3.18 37,115 0.76 46,360 2.66 61,644 4.01 62,413 3.02 69,466 2.06
Camiling 62,773 1.54 65,340 0.75 71,598 1.32 79,941 1.53 80,241 1.15 83,248 0.7
Capas 61,205 2.78 81,036 5.41 95,219 4.52 122,084 3.49 125,852 2.83 140,202 2.08
Concepcion 103,146 2.49 101,243 -0.35 115,171 1.11 135,213 2.24 139,832 1.96 154,188 1.88
Gerona 59,486 1.66 63,740 1.3 72,618 2.01 82,022 1.69 83,084 1.36 87,531 1
La Paz 41,946 1.73 45,207 1.41 52,907 2.35 61,324 2.06 60,982 1.43 64,017 0.93
Mayantoc 21,170 2.14 22,952 1.53 24,693 1.55 27,274 1.38 29,987 1.96 32,232 1.38
Moncada 41,672 1.92 46,219 1.96 49,607 1.76 54,547 1.32 56,183 1.25 57,787 0.54
Paniqui 64,949 1.68 70,979 1.68 78,883 1.96 83,311 0.76 87,730 1.07 92,606 1.03
Pura 18,032 1.99 18,902 0.89 21,081 1.57 22,188 0.71 22,949 0.85 23,712 0.62
Ramos 13,566 1.92 15,476 2.5 16,889 2.22 19,646 2.11 20,249 1.83 21,350 1.01
San Clemente 8,873 2.23 11,105 4.3 11,703 2.81 12,458 0.87 12,510 0.67 12,657 0.22
San Jose 20,483 - 25,473 4.18 29,440 3.69 32,728 1.47 33,960 1.44 36,253 1.25
San Manuel 17,261 2.49 19,120 1.94 20,857 1.91 23,463 1.64 24,289 1.54 25,504 0.93
Santa Ignacia 30,470 1.91 34,658 2.45 38,301 2.31 43,560 1.79 43,787 1.35 47,538 1.58
City of Tarlac 208,722 1.74 230,459 1.88 262,481 2.32 314,155 2.51 318,332 1.95 342,493 1.4
Victoria 42,360 1.94 47,546 2.19 50,930 1.86 57,085 1.59 59,987 1.65 63,715 1.15
 2.1.1.1.2 Population Projection
Table 5. Projected Population, 2016-2028
Province of Tarlac

2010 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
TARLAC 1,273,240 1,366,027 1,385,381 1,405,008 1,424,914 1,445,102 1,465,576 1,486,340 1,507,398 1,528,754 1,550,413 1,572,379 1,594,656 1,617,249 1,640,162

ANAO 10,873 11,528 11,691 11,857 12,025 12,195 12,368 12,543 12,721 12,901 13,084 13,269 13,457 13,648 13,841
BAMBAN 62,413 69,466 70,450 71,448 72,461 73,487 74,528 75,584 76,655 77,741 78,843 79,960 81,092 82,241 83,406
CAMILING 80,241 83,248 84,427 85,624 86,837 88,067 89,315 90,580 91,863 93,165 94,485 95,823 97,181 98,558 99,954
CAPAS 125,852 140,202 142,188 144,203 146,246 148,318 150,419 152,550 154,712 156,903 159,126 161,381 163,667 165,986 168,338
CONCEPCION 139,832 154,188 156,372 158,588 160,835 163,113 165,424 167,768 170,145 172,556 175,000 177,480 179,994 182,544 185,131
GERONA 83,084 87,531 88,771 90,029 91,304 92,598 93,910 95,240 96,590 97,958 99,346 100,753 102,181 103,629 105,097
LA PAZ 60,982 64,017 64,924 65,844 66,777 67,723 68,682 69,655 70,642 71,643 72,658 73,687 74,731 75,790 76,864
MAYANTOC 29,987 32,232 32,689 33,152 33,621 34,098 34,581 35,071 35,568 36,072 36,583 37,101 37,627 38,160 38,700
MONCADA 56,183 57,787 58,606 59,436 60,278 61,132 61,998 62,877 63,767 64,671 65,587 66,516 67,459 68,414 69,384
PANIQUI 87,730 92,606 93,918 95,249 96,598 97,967 99,355 100,762 102,190 103,638 105,106 106,595 108,105 109,637 111,190
PURA 22,949 23,712 24,048 24,389 24,734 25,085 25,440 25,800 26,166 26,537 26,913 27,294 27,681 28,073 28,471
RAMOS 20,249 21,350 21,652 21,959 22,270 22,586 22,906 23,230 23,560 23,893 24,232 24,575 24,923 25,276 25,635
SAN CLEMENTE 12,510 12,657 12,836 13,018 13,203 13,390 13,579 13,772 13,967 14,165 14,365 14,569 14,775 14,985 15,197
SAN JOSE 33,960 36,253 36,767 37,288 37,816 38,352 38,895 39,446 40,005 40,572 41,146 41,729 42,321 42,920 43,528
SAN MANUEL 24,289 25,504 25,865 26,232 26,603 26,980 27,363 27,750 28,143 28,542 28,947 29,357 29,773 30,194 30,622
STA. IGNACIA 43,787 47,538 48,212 48,895 49,587 50,290 51,002 51,725 52,458 53,201 53,955 54,719 55,494 56,281 57,078
TARLAC CITY 318,332 342,493 347,345 352,266 357,257 362,319 367,452 372,658 377,938 383,292 388,723 394,230 399,815 405,480 411,225
VICTORIA 59,987 63,715 64,618 65,533 66,462 67,403 68,358 69,327 70,309 71,305 72,315 73,340 74,379 75,433 76,501
 Table 6. Projected Population of Urban Barangays, 2016-2028
Province of Tarlac
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
TARLAC
1,366,027 1,385,381 1,405,008 1,424,914 1,445,102 1,465,576 1,486,340 1,507,398 1,528,754 1,550,413 1,572,379 1,594,656 1,617,249 1,640,162

Aguso 6,893 6,991 7,090 7,190 7,292 7,395 7,500 7,606 7,714 7,823 7,934 8,047 8,161 8,276
Balingcanaway 5,962 6,046 6,132 6,219 6,307 6,396 6,487 6,579 6,672 6,767 6,863 6,960 7,058 7,158
Baras-baras 4,338 4,399 4,462 4,525 4,589 4,654 4,720 4,787 4,855 4,924 4,993 5,064 5,136 5,209
Burot 6,105 6,191 6,279 6,368 6,458 6,550 6,643 6,737 6,832 6,929 7,027 7,127 7,228 7,330
Carangian 9,919 10,060 10,202 10,347 10,493 10,642 10,793 10,946 11,101 11,258 11,417 11,579 11,743 11,910
Central 4,127 4,185 4,245 4,305 4,366 4,428 4,490 4,554 4,619 4,684 4,750 4,818 4,886 4,955
Cut-cut I 400 406 411 417 423 429 435 441 448 454 460 467 474 480
Cut-cut II 7,211 7,313 7,417 7,522 7,628 7,736 7,846 7,957 8,070 8,184 8,300 8,418 8,537 8,658
Ligtasan 2,596 2,633 2,670 2,708 2,746 2,785 2,825 2,865 2,905 2,946 2,988 3,030 3,073 3,117
Mabini 628 637 646 655 664 674 683 693 703 713 723 733 743 754
Maliwalo 11,891 12,059 12,230 12,404 12,579 12,758 12,938 13,122 13,308 13,496 13,687 13,881 14,078 14,277
Matatalaib 24,140 24,482 24,829 25,181 25,537 25,899 26,266 26,638 27,016 27,398 27,787 28,180 28,580 28,984
Poblacion 313 317 322 326 331 336 341 345 350 355 360 365 371 376
San Isidro 12,555 12,733 12,913 13,096 13,282 13,470 13,661 13,854 14,051 14,250 14,452 14,656 14,864 15,075
San Jose 6,974 7,073 7,173 7,275 7,378 7,482 7,588 7,696 7,805 7,915 8,027 8,141 8,257 8,374
San Manuel 6,344 6,434 6,525 6,617 6,711 6,806 6,903 7,001 7,100 7,200 7,302 7,406 7,511 7,617
San Miguel 8,620 8,742 8,866 8,992 9,119 9,248 9,379 9,512 9,647 9,784 9,922 10,063 10,205 10,350
San Nicolas 7,103 7,204 7,306 7,409 7,514 7,621 7,729 7,838 7,949 8,062 8,176 8,292 8,409 8,528
San Rafael 14,341 14,544 14,750 14,959 15,171 15,386 15,604 15,825 16,049 16,277 16,507 16,741 16,978 17,219
San Roque 6,514 6,606 6,700 6,795 6,891 6,989 7,088 7,188 7,290 7,393 7,498 7,604 7,712 7,821
TARLAC CITY

San Sebastian 3,654 3,706 3,758 3,812 3,866 3,920 3,976 4,032 4,089 4,147 4,206 4,266 4,326 4,387
San Vicente 19,040 19,310 19,583 19,861 20,142 20,428 20,717 21,010 21,308 21,610 21,916 22,227 22,542 22,861
Santo Cristo 2,983 3,025 3,068 3,112 3,156 3,200 3,246 3,292 3,338 3,386 3,434 3,482 3,532 3,582

15
 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
TARLAC
1,366,027 1,385,381 1,405,008 1,424,914 1,445,102 1,465,576 1,486,340 1,507,398 1,528,754 1,550,413 1,572,379 1,594,656 1,617,249 1,640,162
Sapang Maragul 10,682 10,833 10,987 11,142 11,300 11,460 11,623 11,787 11,954 12,124 12,296 12,470 12,646 12,826
Sapang Tagalog 5,550 5,629 5,708 5,789 5,871 5,954 6,039 6,124 6,211 6,299 6,388 6,479 6,571 6,664
Tibag 16,328 16,559 16,794 17,032 17,273 17,518 17,766 18,018 18,273 18,532 18,795 19,061 19,331 19,605
Anupul 19,762 20,042 20,326 20,614 20,906 21,202 21,503 21,807 22,116 22,429 22,747 23,070 23,396 23,728
BAMBAN

San Nicolas (Pob.) 19,739 20,019 20,302 20,590 20,882 21,177 21,478 21,782 22,090 22,403 22,721 23,043 23,369 23,700
San Roque 10,678 10,829 10,983 11,138 11,296 11,456 11,618 11,783 11,950 12,119 12,291 12,465 12,642 12,821
Malacampa 5,467 5,544 5,623 5,703 5,783 5,865 5,949 6,033 6,118 6,205 6,293 6,382 6,472 6,564
Poblacion A 1,260 1,278 1,296 1,314 1,333 1,352 1,371 1,390 1,410 1,430 1,450 1,471 1,492 1,513
CAMILING

Poblacion B 1,828 1,854 1,880 1,907 1,934 1,961 1,989 2,017 2,046 2,075 2,104 2,134 2,164 2,195
Poblacion C 1,192 1,209 1,226 1,243 1,261 1,279 1,297 1,315 1,334 1,353 1,372 1,392 1,411 1,431
Aranguren 7,683 7,792 7,902 8,014 8,128 8,243 8,360 8,478 8,598 8,720 8,844 8,969 9,096 9,225
Cutcut 1st 10,475 10,623 10,774 10,927 11,081 11,238 11,398 11,559 11,723 11,889 12,057 12,228 12,401 12,577
Cutcut 2nd 6,885 6,983 7,081 7,182 7,284 7,387 7,491 7,598 7,705 7,814 7,925 8,037 8,151 8,267
Dolores 6,752 6,848 6,945 7,043 7,143 7,244 7,347 7,451 7,556 7,663 7,772 7,882 7,994 8,107
Lawy 6,423 6,514 6,606 6,700 6,795 6,891 6,989 7,088 7,188 7,290 7,393 7,498 7,604 7,712
O'Donnell 14,542 14,748 14,957 15,169 15,384 15,602 15,823 16,047 16,274 16,505 16,739 16,976 17,216 17,460
Santa Lucia 11,174 11,332 11,493 11,656 11,821 11,988 12,158 12,330 12,505 12,682 12,862 13,044 13,229 13,416
Santo Domingo 1st 2,224 2,256 2,287 2,320 2,353 2,386 2,420 2,454 2,489 2,524 2,560 2,596 2,633 2,670
Santo Domingo 2nd 6,297 6,386 6,477 6,568 6,662 6,756 6,852 6,949 7,047 7,147 7,248 7,351 7,455 7,561
Santo Rosario 7,099 7,200 7,302 7,405 7,510 7,616 7,724 7,834 7,945 8,057 8,171 8,287 8,405 8,524
CAPAS

Talaga 5,584 5,663 5,743 5,825 5,907 5,991 6,076 6,162 6,249 6,338 6,428 6,519 6,611 6,705
Santa Juliana 7,078 7,178 7,280 7,383 7,488 7,594 7,701 7,811 7,921 8,033 8,147 8,263 8,380 8,498
Alfonso 8,750 8,874 9,000 9,127 9,257 9,388 9,521 9,656 9,792 9,931 10,072 10,214 10,359 10,506
CONCEPCI

San Agustin
(Murcia) 6,040 6,126 6,212 6,300 6,390 6,480 6,572 6,665 6,760 6,855 6,952 7,051 7,151 7,252
ON

San Francisco 7,983 8,096 8,211 8,327 8,445 8,565 8,686 8,809 8,934 9,061 9,189 9,319 9,451 9,585

16
 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028
TARLAC
1,366,027 1,385,381 1,405,008 1,424,914 1,445,102 1,465,576 1,486,340 1,507,398 1,528,754 1,550,413 1,572,379 1,594,656 1,617,249 1,640,162
San Jose (Pob.) 9,739 9,877 10,017 10,159 10,303 10,449 10,597 10,747 10,899 11,054 11,210 11,369 11,530 11,693
San Nicolas 4,985 5,056 5,127 5,200 5,274 5,348 5,424 5,501 5,579 5,658 5,738 5,819 5,902 5,985
(Pob.)
Santa Monica 5,610 5,689 5,770 5,852 5,935 6,019 6,104 6,191 6,278 6,367 6,457 6,549 6,642 6,736
Amacalan 2,845 2,885 2,926 2,968 3,010 3,052 3,096 3,139 3,184 3,229 3,275 3,321 3,368 3,416
GERONA

Poblacion 2 1,151 1,167 1,184 1,201 1,218 1,235 1,252 1,270 1,288 1,306 1,325 1,344 1,363 1,382
Poblacion 3 2,082 2,111 2,141 2,172 2,203 2,234 2,265 2,297 2,330 2,363 2,397 2,430 2,465 2,500
LA PAZ San Roque (Pob.) 7,915 8,027 8,141 8,256 8,373 8,492 8,612 8,734 8,858 8,983 9,111 9,240 9,371 9,503
MONCADA Poblacion 1 1,620 1,643 1,666 1,690 1,714 1,738 1,763 1,788 1,813 1,839 1,865 1,891 1,918 1,945
Estacion 4,039 4,096 4,154 4,213 4,273 4,333 4,395 4,457 4,520 4,584 4,649 4,715 4,782 4,850
Matalapitap 1,753 1,778 1,803 1,829 1,854 1,881 1,907 1,934 1,962 1,990 2,018 2,046 2,075 2,105
Poblacion Norte 8,581 8,703 8,826 8,951 9,078 9,206 9,337 9,469 9,603 9,739 9,877 10,017 10,159 10,303
PANIQUI

Poblacion Sur 4,933 5,003 5,074 5,146 5,219 5,292 5,367 5,444 5,521 5,599 5,678 5,759 5,840 5,923
Samput 4,986 5,057 5,128 5,201 5,275 5,349 5,425 5,502 5,580 5,659 5,739 5,820 5,903 5,987
VICTORIA Baculong 4,087 4,145 4,204 4,263 4,324 4,385 4,447 4,510 4,574 4,639 4,704 4,771 4,839 4,907

17
 Table 7. Total Population, Urban Population and Percent Urban by City/Municipality, 2007 and 2010
Province of Tarlac

Source: Regional Social and Economic Trends, Philippine Statistics Authority, 2017
 Table 8. Household population by sex and age group, Census Years 2007 and 2010
Province of Tarlac
Age Group 2007 2010
Both Sexes Male Female Both Sexes Male Female
Tarlac
All Ages 1,241,91 634,13 607,77 1,271,74 646,27 625,46
Under 5 3 144,219 8 75,317 5 68,902 3 136,927 6 71,419 7 65,508
5-9 145,897 75,983 69,914 137,699 71,846 65,853
10 - 14 141,351 73,189 68,162 135,062 70,257 64,805
15 - 19 129,009 67,383 61,626 127,945 66,225 61,720
20 - 24 107,783 55,549 52,234 112,009 57,522 54,487
25 - 29 99,329 50,641 48,688 100,224 50,869 49,355
30 - 34 86,172 44,208 41,964 93,676 47,771 45,905
35 - 39 83,680 42,971 40,709 85,606 43,819 41,787
40 - 44 71,060 36,350 34,710 79,166 40,419 38,747
45 - 49 59,760 30,763 28,997 66,768 34,103 32,665
50 - 54 49,083 24,858 24,225 55,868 28,323 27,545
55 - 59 38,674 19,007 19,667 43,452 21,516 21,936
60 - 64 28,927 13,780 15,147 34,989 16,624 18,365
65 - 69 21,056 9,712 11,344 22,453 10,120 12,333
70 - 74 15,963 6,976 8,987 17,595 7,541 10,054
75 & over 19,950 7,451 12,499 22,304 7,902 14,402
Source: Regional Social and Economic Trends, Philippine Statistics Authority, 2017

1.1.2.1.2. Dependency Ratio

Table 9. Age Dependency Ration, 2015
Province of Tarlac
Dependents Dependency
Ratio
Young 420,991 48.46855
Elderly 76,450 8.801662
Total 497,441 57.27021
 Population Density

Table 10. Land Area and Population Density by City/Municipality, 1990 - 2015
Province of Tarlac

Source: Regional Social and Economic Trends, Philippine Statistics Authority, 2017

Urban Density
Table 11. Land Area and Population Density per City/Municipality, 2015
Province of Tarlac
Population Density
Land Area (Square
City/Municipality Population (persons per square
Kilometers)
kilometer)
Tarlac 1,366,027 3,046.49 448
Anao 11,528 23.87 483
Bamban 69,466 251.98 276
Camiling 83,248 140.53 592
Capas 140,202 377.60 371
Concepcion 154,188 234.67 657
Gerona 87,531 128.89 679

21
 La Paz 64,017 114.33 560
Mayantoc 32,232 311.42 104
Moncada 57,787 85.75 674
Paniqui 92,606 105.16 881
Pura 23,712 31.01 765
Ramos 21,350 24.40 875
San Clemente 12,657 49.73 255
San Jose 36,253 592.81 61
San Manuel 25,504 42.10 606
Santa Ignacia 47,538 146.07 325
Victoria 63,715 111.51 571
City of Tarlac (Capital) 342,493 274.66 1,247

Table 12. Urban Barangays with Land Area and Population

Province of Tarlac
Barangays Land Area Population
Aguso 1.46 6,893
Balingcanaway 8.13 5,962
Baras-baras 3.42 4,338
Burot 1.96 6,105
Carangian 1.36 9,919
Central 2.53 4,127
Cut-cut I 5.73 400
Cut-cut II 3.01 7,211
Ligtasan 0.69 2,596
Mabini 1.20 628
Maliwalo 3.16 11,891
Matatalaib 0.48 24,140
Poblacion 1.92 313
San Isidro 4.77 12,555
San Jose 4.99 6,974
San Manuel 6.85 6,344
San Miguel 2.97 8,620
San Nicolas 0.65 7,103
San Rafael 2.79 14,341
San Roque 1.18 6,514
San Sebastian 0.96 3,654
San Vicente 1.67 19,040
Santo Cristo 0.81 2,983
Sapang Maragul 11.52 10,682
Sapang Tagalog 4.49 5,550

22
 Tibag 3.30 16,328
Anupul 7.15 19,762
San Nicolas (Pob.) 2.38 19,739
San Roque 1.26 10,678
Malacampa 6.69 5,467
Poblacion A 0.16 1,260
Poblacion B 0.38 1,828
Poblacion C 0.19 1,192
Aranguren 58.98 7,683
Cutcut 1st 3.97 10,475
Cutcut 2nd 4.34 6,885
Dolores 7.69 6,752
Lawy 12.05 6,423
O'Donnell 7.51 14,542
Santa Lucia 38.48 11,174
Santo Domingo 1st 1.25 2,224
Santo Domingo 2nd 2.10 6,297
Santo Rosario 8.88 7,099
Talaga 2.81 5,584
Santa Juliana 226.61 7,078
Cristo Rey 0.00 31,123
Alfonso 2.69 8,750
San Agustin (Murcia) 11.86 6,040
San Francisco 12.78 7,983
San Jose (Pob.) 1.25 9,739
San Nicolas (Pob.) 0.81 4,985
Santa Monica 7.16 5,610
Amacalan 3.38 2,845
Poblacion 2 0.57 1,151
Poblacion 3 0.49 2,082
San Roque (Pob.) 3.64 7,915
Poblacion 1 2.57 1,620
Estacion 0.84 4,039
Matalapitap 1.75 1,753
Poblacion Norte 1.55 8,581
Poblacion Sur 0.53 4,933
Samput 3.60 4,986
Baculong 8.84 4,087

63 out of 511 or 12.33% are considered urban barangays in the whole province. Around 475,575 people
reside in urban barangays that covers around 539 km2 of land. The urban density of the province is 882
people per square kilometer of land in urban areas. Table 11 shows the projected population of urban
barangays and population density.

23
 Table 13 . Projected Population and Urban Density
YEAR POPULATION LAND AREA POPULATION DENSITY
2015 444,452 539.16 824
2020 720,416 539.16 1,336
2025 1,167,728 539.16 2,166
2030 1,892,780 539.16 3,511
2035 3,068,023 539.16 5,690
2040 4,972,983 539.16 9,224

Land Demand and Analysis

Estimated Land Demand for Various Land Uses (2028), Province of Tarlac
Land Use Category Standard (hectare per 1,000 Total Land Area
population) Requirement (hectares)

2028 Projected Population: 1,640,162

Commercial1 0.5 820.08
Industrial1 1.5 2,460.24
Residential1 6 9,840.97
Institutional1 0.43 705.27
Total Land Area Requirement 2028 13,826.57
1FAO standards (high estimate)

Comparison of Current Area Occupied and Area Required for 2028, Province of Tarlac
Land Use Category A B C=B-A
Area Currently Occupied, 2018 Area Required for 2028 Additional Land
Requirement for 2028
Commercial 1,035.99 820.08 (215.91)
Industrial 2,843.22 2,460.24 (382.98)
Residential 12,884.01 9,840.97 (3,043.04)
Institutional 960.16 705.27 (254.89)
Total Land Area 6,611.69 13,826.57 7,214.88

Religious Affiliations and Ethnicity

In the province, 78.8% of the population are Roman Catholics in 2015. The next largest religious
affiliation was Iglesia ni Cristo, comprising 8.05% of the household population, followed by the Non-Roman
Catholic and Protestant (National Council of Churches in the Philippines) with 2.09%, Aglipay with 1.31%,
and the Evangelicals (Philippine Council of Evangelical Churches) with 3.27%.

24
Table 14. Total Population by Religious Affiliation and Sex, 2015
Province of Tarlac

25
 2.2. Planning Considerations
2.3. Mainstreaming Framework
As a province vulnerable to natural hazards, mainstreaming disaster risk reduction and management into the
planning and decision-making processes is a very vital consideration in land use and development planning
towards the achievement of Tarlac’s Vision.
The figure below provides the DRR-CCA mainstreaming framework used in the preparation of this PDPFP.

Figure 2. DRR-CCA Mainstreaming Framework Used in the Preparation of the PDPFP

2.4. Broad Land Use Policy

Protection Area Policies
NIPAS
Conservation and protection of forest resources and wildlife in critical watersheds.
1) Protect remaining natural forests from illegal occupation and illegal cutting through
close monitoring, surveillance and apprehension of violators.
2) Rehabilitate denuded forestlands starting with those in steeply sloping areas
through intensive reforestation program.
3) Educate and mobilize local communities in protecting forest and wildlife resources
through monitoring and participation in rehabilitation efforts.
4) Relocate settlers occupying critical slopes and other areas prone to landslides.

26
 Promotion of Co-Management Principle
Section 3(i) of the LGC declares that the LGUs…”shall share with the national
government the responsibility in the management and maintenance of ecological
balance within their territorial jurisdiction.” This co-management principle may be
adopted in watershed areas occupied by indigenous communities.

Non-NIPAS
Protection Forest. A total area of 72,540 hectares comprise lands having a slope
greater than 18 percent. Although most of this lands are still considered public domain,
those that have been declared as alienable and disposable may still be effectively
regulated through policies and legislative measures that will put said areas under
protected status. This will enable the province to preserve at least 24 percent of its
land area as forest reserve and thus ensure life support systems in the province.

Environmentally-Constrained Areas
Areas vulnerable to volcanic hazards, flooding and severe erosion should be properly
delineated and protected through the passage of appropriate local legislations
regulating development activities in these zones. Areas prone to ground rupture,
liquefaction and landslides should likewise be identified by delineating these areas on
maps and regulating construction of residential, commercial and industrial structures.

Production Area Policies

Policies for agricultural development
1) Allocate more resources to the towns on the western side to spur agricultural
development in the area; the eastern side being relatively more developed.
2) Diversify and broaden the agricultural base since more than 60 percent of the
agricultural land is devoted to rice.
3) Intensify production in existing land already provided with irrigation and
transportation infrastructure. The building urban pressure on the eastern side
means that the land has to be more productive if it is to remain agricultural.
4) Integrate environmental concerns with agriculture. Many environmental concerns
like soil erosion or watershed management directly affect agriculture and yet they
are viewed and treated separately rather than holistically.
5) Process farm produce to increase value, extend availability of farm products, and
reduce post-harvest losses.
6) Production areas vulnerable to hazards that have damaging impact on the
production be properly delineated and protected through the passage of appropriate
local legislations regulating activities in these zones

Conservation of land resources to sustain their productive uses and improve their
contribution to the growth of the local economy
1) Promote soil conservation measures and slope stabilization to upland farmers.
2) Develop and provide alternative livelihood to upland farmers to wean them away
from expanding their agricultural plots in the uplands.

27
 3) Control the proliferation and expansion of settlements and farms inside forestland
through the establishment of low-cost housing programs in suitable, safe lowland
sites and the creation of jobs in the industrial and service sectors.
4) Resolve the discrepancies in the classification of land by the different offices of
DENR through harmonized efforts in mapping and area measurements and the
official adoption of resultant statistical data

Promotion of agro-forestry in watershed areas

Watershed areas play a critical role in ensuring the availability and quality of water for
agriculture and domestic uses.

It is recommended that land uses in these areas will be limited to agro-forestry, focusing
on fruit and forest trees in steep slopes.

The Provincial Government should closely coordinate and support the DENR in
promoting agro-forestry to upland communities occupying forestlands

Preservation and expansion of NPAAD

NPAADs shall be protected and enhanced by enforcing national legislations and by
applying appropriate technologies to improve production levels. Appropriations shall be
provided to rehabilitate irrigation facilities and construct additional facilities as needed.
The Provincial Office for Agricultural Services shall coordinate with the National
Irrigation Administration (NIA) in identifying areas for expansion

Expansion of irrigation coverage to include potential areas which are currently un-
irrigated and promote alternative technologies for crop resiliency during flood and
drought
To promote diversification of agriculture, produce and intensification of rice production,
it is necessary that irrigation coverage be increased in order to maintain self-sufficiency.
With the vulnerability of the agriculture to climate change hazards like flood and drought,
adaptation technologies must be promoted to ensure sustainable production along these
areas. Appropriate ordinances should be passed, and external funding also explored for
this purpose.

Preservation and enhancement of mango plantations

Legislation should be passed to prevent conversion of existing mango plantations to
other uses. Considering the potentials of this high-value product, it is also necessary to
enact local ordinances to prohibit cutting of mango trees.

Protection and conservation of aquatic resources and habitats for fisheries and other
productive uses
1) Identify, survey and map segments of bodies of water (rivers and their tributaries)
that are used or have the potential for use as fishing grounds and source of water
supply.

28
 2) Undertake river and lake protection measures to preserve the water quality of these
bodies of water.
3) Conduct IEC in collaboration with NGOs, civic organizations, EMB and the academe
on the ecological and economic importance or rivers and lakes found in the
province.
4) Strictly monitor and regulate the improper disposal of solid and liquid wastes into
rivers and lakes by industries, poultry and piggery farms, and informal settlers
occupying riverbanks and lakeside lands with the option of relocating them.
5) Require all industries and animal farms to put-up wastewater treatment plants in
accordance with environmental rules and standards.

Establishment of SMEs along the SCTEx, TPLEx, and CLEx Interchanges

In order to facilitate the forward and backward linkages to agriculture, legislations shall
be passed to establish light and medium scale industries (SMEs) at interchanges and
along the SCTEx, TPLEx, and CLEx. Sites in the interchanges shall be a kilometer in
diameter from the interchange. The SMEs are envisioned to provide the support to
improve profitability of Tarlac products through processing that would add value to raw
materials.

Regulation of mining and promotion of responsible mining

Sand and gravel have consistently been the biggest income generators for the province
in terms of mining activities.

Compliance of mining concessions to the environmental management conditions

mandated under their Environmental Compliance Certificates (ECCs) will be strictly
monitored in coordination with EMB Regional Office.

Regulation of tourism activities

Tourism activities shall be regulated to prevent adverse socio-cultural and
environmental impacts. Compliance with the requirement of Environmental Impact
Statements (EIS) shall be strictly enforced. Preservation of cultural, historical and
environmental sites should also be integrated in the design and operations of tourist
facilities. An accreditation system should be established by the provincial government
to set standards and policies concerning the operations and facilities of resorts and
tourism operators.

Settlement Areas policies

Operationalization of cluster development and hierarchy of centers
The Provincial Government will encourage the 17 municipalities and lone city to commit
to follow the primary role designated for their respective areas in order that a concerted
effort may be realized in achieving the province’s vision.

29
 Decisions on the location of flagship projects should be studied to promote equitable
growth and rationale distribution of population to avoid over congesting Tarlac City, and
to promote Multi-Nodal Development.

Infrastructure Area Policies

Strict implementation and monitoring of building code and construction design
standards to ensure resiliency of infrastructures to all forms of hazards.
Assessment and evaluation of design and integrity of existing critical infrastructures to
minimize failure and ensure continuing accessibility even during disaster and calamities.
New design and construction shall integrate hazard impact consideration and perform
necessary retrofitting to existing facilities when necessary.

Prioritization of construction of bridges and widening and improvement of intra- and

inter provincial roads to facilitate traffic management
Infrastructure development shall prioritize widening and improvement of roads and
bridges that would improve internal circulation and provide connections to adjoining
provinces. Infrastructure plans of national government agencies should dovetail with the
PDPFP to focus on these priorities.

Integration of Information and Communication Technology for more efficient

management of LGU systems and investments promotion
Formation of province-wide e-commerce for future business transactions should be
encouraged and promoted. These shall likewise facilitate transactions with local
government units.

Constant Updating of the Disaster Risk Reduction Management Plan and identify
necessary infrastructure interventions as mitigation measures
A Provincial Flood Control and Drainage Master Plan should be prepared to address the
perennial flooding problems of the province. Preventive maintenance and management
of important waterways in Tarlac Province including dikes as well as the phased
operationalization of the Balog-Balog Multi-purpose Dam Project should be considered
in the master plan. Proper coordination with the provincial, city and municipal disaster
coordinating councils should be formalized.

Integration of environmental and DRR-CCA considerations in infrastructure planning

To avoid adverse impacts of major infrastructure projects, designs should effectively
involve environmental compliance especially in protected areas identified in the PDPFP.
Alteration of landforms, as well as land reclamation projects shall be avoided as much
as possible and instead, design of structures should blend with the natural topography.

30
 The Balog-balog Multi-purpose Dam as well as projects involving the rehabilitation of
small water impounding ponds shall be carefully planned to avoid undue disruption of
forest ecosystems.

Irrigation facilities that involve impoundment of water from streams, rivers or tributaries
shall adequately consider impacts on downstream users.

Enforcement of proper disposal and treatment of solid, liquid and toxic and hazardous
wastes
1) Enforce the key provision of the Ecological Solid Waste Management (ESWM) Act,
apprehend and prosecute violators.
2) Mobilize the NGOs and civic organizations in the monitoring and enforcement of the
ESWM law particularly in the filing of cases against violators.
3) Require all LGUs (City, Municipalities and Barangays) to prepare a Ten-Year Solid
Waste Management Plan, establish MRFs, and promote waste segregation,
recycling and composting.
4) Strengthen inter-local cooperation to seek solutions on common SWM concerns
5) Close all dumpsites and coordinate with the National Solid Waste Commission
(NSWM) for technical assistance in their rehabilitation.
6) Conduct of intensified IEC on segregation, recycling, reuse and composting, and
proper disposal of residual wastes.
7) Integrate ESWM in the schools’ curriculum and involve the students in promoting
recycling and composting.

2.5. Potentials for Development Based on the National and Regional Development Plans
This PDPFP takes off from the Philippine Development Plan (PDP), or commonly called the AmBisyon
Natin 2040, which seeks to attain the main freedoms for the Filipino people, which are:
Economic freedom or freedom from want. People need to operate in a society where conditions allow
them to have decent and productive work, to have opportunities to lead a life with a high standard of living,
and opportunities for social mobility.

Freedom from fear. With fear, people cannot pursue opportunities. Freedom from fear includes peace,
safety, and stability. Creating an environment that frees people from fear requires the rule of law, justice,
social security, and security from disasters and conflict.

Freedom to pursue knowledge. The pursuit of knowledge is a fundamental human activity that fuels
innovation and social progress. It includes everybody’s right to an education, right to practice and preserve
diverse cultures and religions, and freedoms of speech and expression.

As stated in the PDP, the implication of a framework centered on freedoms is that individuals have the power
to pursue their own ambitions and goals for themselves. The pursuit of goals is only realistic if there are no
systemic barriers that would make the achievement of goals impossible. Realizing and protecting these
freedoms require effective self-governance, or a strong democratic society governed by effective institutions.

31
As a planning consideration, this PDPFP seeks to localize these great freedoms for the Tarlaqueños to be
free from want, free from fear, and are free to pursue knowledge.
This PDPFP is also anchored on the Regional Development Plan (RDP) for 2017-2022 which shall be
guided by the following goals:
• Enhancing the Social Fabric (“Malasakit”)
• Inequality- Reducing Transformation (“Pagbabago”)
• Increasing Growth Potential (“Patuloy na Pag- unlad”)
• Enabling and Supportive Economic Environment
• Foundations for Sustainable Development
2.6. Vision
The Visioning Workshop was held on March 8, 2017 in the Baguio Country Club, Baguio City. It was attended
by the mayors and planning officers of the 17 municipalities and one city of Tarlac, as well as the provincial
governor, vice governor, sangguniang panlunsod members, and representatives of the other national
government line agencies.
The Governor laid down an overriding objective of inclusive growth following the sustainable development
goals created by the United Nations Development Programme (UNDP), and she also laid down specific
projects set for certain municipalities and some considerations that the body should take note in drafting the
vision for the province of Tarlac.
The participants were grouped into different sectors (Social, Economic, Infrastructure, Environmental, and
Institutional) to come up with descriptors which may be included in drafting a new vision of the Province.
After several discussions and amendments, the group agreed on the following vision for the Province of
Tarlac:
A resilient Tarlac with a diversified and integrated rurban economy, nestled in an ecologically sound
environment, governed by accountable citizenry towards sustainable and inclusive growth.

2.7. Development Goals and Objectives

Consistent with the integration of sectoral issues and concerns as well as the DRR issues in the
Spatial Strategy that would be followed for the Physical Development Plan, the following Sectoral
Development Goals and Objectives were also taken into consideration.
SOCIAL

GOAL
To ensure that families live in a peaceful, orderly community with decent homes, and to
enable residents to be responsible for their personal, health and social responsibilities
through proper education and basic life skills.
OBJECTIVES
1. Demography

32
 a. To harness the advantages of population change and address its challenges
through a sound population management program
b. To control rapid in-migration to urban areas
c. To prevent out-migration from the province of Tarlac
d. To strengthen manpower and technical skills of the Tarlaquenos

2. Education
a. To rebuild schools and improve the capability of teachers in order that they may
produce readers and quality learners who will become our future leaders. “Every
child a reader, every reader a learner, every learner a leader.”
b. To expand access to basic education and improve the quality and relevance of basic
and tertiary education
c. To increase the accessibility and affordability of tertiary education
d. To increase the number of program choices offered in the tertiary education
e. To equip, if not improve, the K-12 readiness of the municipalities of Tarlac

3. Social Welfare
a. To contribute to the upliftment and rehabilitation of disadvantaged sectors of society
and help them attain quality of life through:
b. Proper identification of indigenous sectors in Tarlac and applying a needs-analysis
c. Equipping key health institutions with facilities and manpower to address the needs
of persons with cognitive and mental disabilities.
4. Recreation and Leisure

a. To develop public recreation areas and build structures for recreation and leisure
b. To provide the public access to recreation facilities, parks, sports complexes,
museums
c. To maintain these recreation areas and facilities
d. To setup sports programs that would maximize the use of the said recreational areas

33
 DRR-CCA
• Improving socio-economic status of DRR-CCA vulnerable communities. Poverty reduction
programs should be established and greater opportunities for employment should be provided;

• Integration of DRR-CCA concerns in all development plans, including in school curricula, from pre-
elementary to tertiary level, to develop awareness and capability in preparing and responding to
disasters

• Resilient, low cost and affordable housing projects for resettled or relocated communities should
be made available

• Improve access to clean, potable water supply and sanitation practices to reduce incidence of water
borne diseases

ECONOMIC
GOAL
The overall goal of the Province of Tarlac is inclusive and sustainable local economic growth.
OBJECTIVES
1. Economic Productivity
a. To increase crop and livestock production
b. To encourage diversified and robust industrialization
c. To capitalize on globalization and the growing IT industry
2. Decent Work
a. To create equal income opportunities irrespective of one’s social status
b. To empower marginalized sectors in economic pursuits
c. To provide abundant and meaningful job opportunities for workers
3. Creativity and Entrepreneurship
a. To invigorate artistic and cultural endeavors
b. To establish the brand of Tarlac as a province
c. To boost the production of local crafts and products
d. To promote entrepreneurship and social enterprises
4. Technology and Innovation
a. To utilize technology for faster business transaction processing
b. To encourage research and development
5. Tourism
a. To incentivize environmentally sustainable operations
b. To adopt effective policies for tourism development
6. Financial Services
a. To create a sound financial framework for public and private stakeholders
b. To strengthen financial institutions and services
DRR-CCA
Encourage private sector participation and corporate social responsibility among firms in Tarlac
Improving socio-economic status of DRR-CCA vulnerable communities. Poverty reduction programs
should be established and greater opportunities for employment should be provided
Capability building and techno-transfer to farmers
Increase awareness of farmers on the impact of disaster and climate change to their production
activities and promote adoption of alternative technologies to minimize damaging effects of climate
related hazards like floods, drought, typhoons and increased temperature.
INFRASTRUCTURE AND TRANSPORT
GOALS
Improved people’s access to physical services and utilities, including transportation and access.
Modernization and re-engineering for efficiency and enhancing the sector’s competitiveness to be at
par with the rest of the progressive areas nationally and globally.

OBJECTIVES
To provide a built-up environment that allows production, consumption, and service activities to take
place;
To provide infrastructure support and enable economic processes to take place.

DRR-CCA
34
 Provision of appropriate engineering interventions or structural measures to protect economic activities
from all forms of hazards.
Physical structures/infrastructures like dams, levees, flood control and drainage, river bank should be
constructed and properly maintained to prevent inundation of production areas and protect investments.
Provision of structural interventions for the protection of lives and properties against all forms of natural
hazards and attain zero casualties in the event of disasters.
Provision of adequate protection to the province of Tarlac against Tarlac River inundation as well as
storm floods through the provision of necessary infrastructure and flood management measures.

ENVIRONMENT
GOAL
To develop Tarlac into a resilient and ecologically sound province geared towards sustainable growth.

OBJECTIVES
1. To conserve the use of natural resources which serve as natural capital for economic development
and source of livelihood and income for the impoverished sectors of society
2. To protect the life support system that nurtures the well-being of society and sustains the productive
capacity of natural resources and environment
3. To create wealth for the national good through the development of natural resources
4. To increase the resiliency of the province to impacts of climate change and disaster risk management
through mainstreaming of DRRM and CCA into local plans and building adaptive capacity.

DRR-CCA
1. Development of a comprehensive Disaster Preparedness Plan
2. Encourage the involvement of stakeholders in community activities, including disaster preparedness,
as part of social advocacy
3. Involve the community in peace and order activities and disaster preparedness, following a
community-oriented policing system
4. Management and maintenance of the waterways of important rivers in Tarlac for efficient drainage
and prevention of floods
5. Critical infrastructures (hospitals, schools, utilities) are safe from all forms of hazards and are
accessible during disaster/calamities
6. To ensure integrity and safety of infrastructure facilities

DEVELOPMENT ADMINISTRATION
GOAL
With the set overall vision of the province of Tarlac, it is the aim of the institutional sector to capacitate
its people, its system and its general overall strategic management to exceed the basic standard of
governance as guided by the Seal of Good Local Governance (SGLG) so as to allow for a modernized,
holistic, and sustainable development.
OBJECTIVES
The objectives listed below will aid the province in achieving the goal set above.
1. Provide the mechanism to allow for the ease of provision of general welfare for the constituents of
Tarlac
2. Attain, exceed, institutionalize, and sustain excellent local governance in terms of: (1) Financial
Housekeeping, (2) Disaster Preparedness, (3) Social Protection, (4) Business Friendliness and
Competitiveness, (5) Peace and Order, and (6) Environmental Management
3. Improve the local fiscal management and updating the taxation system to expand the financial
resources of the province
4. Rationalize the organizational plan and management delineating the scheme for capacity building
and ladderized personnel improvement and promotion to optimize the performance of the
organization
5. Modernization of the various processes within the province while continuously improving systems
management to cope with globalization and improve the delivery of services.
6. Institutionalize the monitoring and evaluation of projects while ensuring their alignment to the
province’s overall vision

35
 7. Improving the mechanisms for effective partnerships and linkages as well as promoting the
involvement of private businesses and voluntary sectors to allow for ease in creating partnerships
and improving public participation.
DRR-CCA
1. Local ordinances establishing measures for communities to stay away from disaster risk areas and
prescribed safety measures should be issued and strictly enforced
2. Policy on the regulation of development activities in identified hazard prone areas to reduce exposure
and vulnerability of properties and investments
3. Policy for the development and installation of early warning system and evacuation plans for all forms
of potential hazards and impending disasters.
4. Policy for the mandatory formulation and implementation of disaster risk reduction management plan
for all agencies, both public and private.
5. Formulation of Provincial Disaster Management Plan.
6. Integration of disaster risk management in CLUPs and CDPs.
7. Capability building of PDCCs, MDCCs and BDCCs and preparation of contingency plans for
emergencies at the provincial, municipal and barangay levels.
8. Hazard Mapping and Vulnerability Assessment thru Geographic Information System (GIS) and
hydrologic modeling and simulation

ALTERNATIVE DEVELOPMENT AND SPATIAL STRATEGIES

Based on all the planning considerations presented above, the following Alternatives may be proposed as the Spatial
Strategy to be pursued:

“Do-Nothing” (Trend Extension)

Trend extension will show the future development as a continuation of the pattern of growth the province has
followed over the years. It is usually the result of individuals or groups building anywhere according to their own
preferences and convenience with minimal or no government intervention.

Agriculture – Agri-Processing
This strategy will promote agricultural and fishery productivity by enhancing production methods and linking these
to food processing and marketing support facilities. An advantage of this strategy is that it provides impetus for
development to the peripheral municipalities (which have been lagging behind) by broadening and diversifying
their agricultural base and providing a ready market for their produce.

Eco-Tourism
The BACASAMA Eco-Trails along the Bamban-Capas-San Jose-Mayantoc towns can be promoted and
development would follow a linear approach with Eco-Tourism in these towns as the major economic driver that
would dictate on the future spatial development of the Province. Also, a major tourism product of Tarlac not found
in any of the tourism destinations in Region III and the rest of the country is the Servants of the Risen Christ
Monastery in San Jose Municipality where a piece of the cross where Jesus Christ was allegedly crucified is
being kept. The area can definitely be transformed into a pilgrimage cum meditation destination where religious
conventions may be held. Presently, thousands of devotees visit the area on a regular basis. Accessible from
San Jose is another major tourism destination, the Mt. Pinatubo Crater, where adventure tourism and upland
sports and recreation activities may be promoted. The Capas National Shrine, a historical landmark, is also a
major tourist destination unique to Tarlac.

Distribution and Logistics Hub

The geographical location of Tarlac Province gives it an unparalleled advantage in the overall development of
the Central Luzon region. Located at the center, Tarlac can assume the strategic role of a distribution and logistics
hub, i.e. with the responsibility of gathering, processing, packaging, storing and distributing agriculture produce
in and out of the country as well as within the country. This is especially relevant given the planned development
of the Tarlac-Clark Green City. Currently, three major roads link Tarlac to agriculture producing provinces in the
north and east. These are the MacArthur Highway which is the north-south corridor that links Tarlac with
Pangasinan and Pampanga in the north and south, respectively; the Tarlac-Camiling Road which provides access
to and from Pangasinan; and the Tarlac-Zaragoza Road via La Paz that provides access to Nueva Ecija in the
east. The Subic-Clark-Tarlac Expressway (SCTEx), the Tarlac-Pangasinan-La Union Expressway (TPLEx), and
the Central Luzon Expressway (CLEx) further reinforce Tarlac’s advantage.

36
 THE PREFERRED STRATEGY: Multi-Nodal Development
This strategy combines the Distribution and Logistics Hub strategy with that of the Agricultural
Development and Eco-Tourism Development and identifies one major development center per
legislative district to ensure a more balanced and sustainable inclusive growth in the province.
Having one development center per district would also facilitate government response to disasters
in any of the towns nearest the identified development center, with the other centers serving merely
to augment resources, services, and facilities. The combination of the Distribution and Logistics
Hub strategy with that of the Agricultural Development and Eco-Tourism Development will facilitate
the Province’s achievement of a diversified and integrated rurban economy. Having multi-nodal
development will also remove the environmental burden on one development center and provide for
an ecologically sound environment.
The map below presents this preferred Multi-Nodal spatial strategy that the Province will pursue for
the achievement of its vision:

Figure 3 . Multi-Nodal spatial strategy

In pursuit of this strategy, the component towns were identified to serve as the lead for various clusters.
The listing is recommendatory based on the SWOT analysis and the roles that each town has identified
in their respective CLUPs:

• Agriculture/Agri-Processing Cluster
▪ San Manuel, Anao, Ramos, Pura, Victoria, Moncada, Paniqui, Gerona, Camiling,
Mayantoc, Sta. Ignacia and San Clemente.
• Eco-tourism Cluster

37
 ▪ San Clemente, Mayantoc, San Jose, Capas and Bamban
• Distribution and Logistics Hub/Agri-processing Cluster
▪ Tarlac City, Paniqui, Moncada, Gerona, Capas, Bamban, Concepcion, and La Paz.
• Urban Services
▪ Tarlac City, Camiling, Paniqui, Moncada, Gerona, Bamban, Capas, and Concepcion

2.8. LGU Roles

In line with the hierarchy and linkages of plans, this PDPFP adheres to the top-down as well as the bottom-up
approach in planning, such that the individual roles of the Province’s component city and municipalities in the
attainment of the Province’s vision are taken into consideration.
The following table shows the results of the SWOT analysis conducted during the Visioning Workshop conducted
as part of the preparation of this PDPFP. The SWOT analysis was used to determine the individual roles of the
LGUs in the attainment of the Province’s vision.

Table 15. SWOT analysis conducted during the Visioning Workshop

Municipality Strengths Weakness Opportunities Threats
Ylang-Ylang Industry
Established OTOP (Oil and other by—
(Ylang-Ylang) Limited Funds products) Solid Waste Mgt
IRA Tourism Dev't bound by
TPLEX Entry/Exit Dependent (Quinabuntoc Creek) private owners
Human
ANAO Resources
Migration (Work
Small town — [Limited?] force,
Easier to develop Investors Professionals
Executive &
Legislative
Relationship
Social
Services
(upland -
Certificate of
Ancestral
Domain Area)
— Low water
Rich in Agri Crops utilities,
(Rice, Corn, electricity, and Close to Clark Int'l
Sugarcane) education Airport
Infrastructure
BAMBAN
Development
Potential Sites for — Access Clark Green City
Industrialization Roads (BCDA) --> RROWA
Landmark
(Bamban Bridge — Proposed
Basket Type Out - Interchanges/Road
Nielsen Bridge) Migration Linkages --> RROWA
Tourism Sites
-
un/underdevel Economic Zone
Tourism Sites oped (PEZA) --> CADT Area
Poor Urban Strategic area of Prone to disasters
Dedicated Leaders Planning investment (flooding)
Municipal jail is
serving as district
Lack of water jail (San Jose,
CAMILING source for Santa Ignacia,
Rich Cultural agricultural Presence of an Camiling, and San
Heritage production agricultural university Clemente)
Undeveloped Gateway to San
Eco hub in tourism Clemente tourism Unmonitored In-
Western Tarlac opportunities sites migration
38
Municipality Strengths Weakness Opportunities Threats
A number of
Center of Farm-to-
Education in Market Roads
Western Tarlac still unpaved
Sufficient health
services and
facilities
Relatively peaceful
Sufficient source of
manpower
(Skilled/Profession
al)
Minimal number of
informal settlers
Home of the
famous Chicharon
Camiling
Limited land
resource -
almost 50%
belongs to
military Soil erosion —
Human resources reservations Clark Green City Flash floods
To be one of the
Low yield of LGUs to declare
CAPAS Strategically agricultural Drug-Free — Capas
located production Pagbabago Bahay Ecological
Peace and order
due to the
presence of the Degradation
Philippine Army (Environment,
and TRADOC Waterways) Human Migration Traffic woes
Well equiped in
local governance
24/7 Rescue Team Emerging business
(DART) Tourism establishments Floodings
Water- Environmental
irrigation SCTEX concerns (Solid
Agricultural lands system gateway/interchange Waste)
Marketing of Pest Control —
town's Proximity to CSE 2; Poultries, Farms,
Human resources products Green City Agriculture
CONCEPCION Renewable
Agro-industrial Town proper's energy/Solar farm
industries traffic plants
College/univer
Food security sities Lahar sands
Centralized CCTV
Monitoring System
(SMART City
concept)
Lack of Land conversion
Vast agricultural irrigation of agricultural
land infrastructure Influx of investors lands
Outdated Not prone to
Skilled labor CLUP/CDP floonding Liquifaction area
Dependable and
GERONA
efficient local gov't High incidence of
officials & accidents in the
employees Nat'l highway
Approved
investment
incentive code

39
Municipality Strengths Weakness Opportunities Threats
Potential for
highway tourism
Land resources —
agriculture/water
resource for
fisheries, Flood prone Future agro-tourism
commercial, area (Catch site along Chico river
residential, Basin of & water impounding
industrial Tarlac) for agri. Fishery Prone to floods
"New Gateway of
Tarlac" (in all Proximity Future investment Liquifaction prone
directions — distance from site for (accdg to OCD)
LA PAZ SCTEX, TPLEX, city of tarlac commercial/business "No liquifaction
CLLEX) [?] sector history to date."
Chico river for
waterpark/Floating Proximity distance
restaurant/Boating Limited Funds from city of tarlac [?]
Peaceful and Religious tourists
loving area (Pilgrims)
Major Supplier of
Okra to Japan
New hospital
Miraculous Shrine
Lack of
Rich in natural investors for
resources eco-tourism
(Manganese, and potable Flooding in 5
Chromite, Sand & drinking-water Employment and brgys - Flood
Gravel) system livelihood control project
Old public Increase of investors:
Potential of Agro- market — -Hydro-power plant Forest destruction
industrial (High Destination -> -Mt. Resorts — IEC
tech poultry and Camiling-Sta. -Kayaking due to -Timber poaching
piggery farms) Ignacia good river system - livelihood - NGP
MAYANTOC
Eco-tourism —
Good river system
(Camiling river
system), Falls
(Nambalan & Peace & order -
Calao) Increase income livelihood
Strong Political Leaders w/ common
Leaders with goal — Dev't will
common vision come smoothly
Good road network
system
Strategically Limited land Vast agricultural
located area lands Natural disasters
Low-lying area
(susceptible to
Strong leadership flooding) Manpower Drug addiction
Limited Clean and healthy
Approved CLUP Resources community Unemployment
Inadequate
MONCADA Strong community school
relationship buildings
Peaceful Lack of farm
community eqpts
Solid waste
management in Need for soil
place analysis
Local zoning Poor road
ordinance network

40
Municipality Strengths Weakness Opportunities Threats
Local economic
enterprises
Peaceful (with the People (Attitudes
least number of /Behavior) — out-
drug-related migration leading
crimes/cases in Limited land to drop in
the province) resource Economic Dev't population
Road Network Rich people don't
Human resources (Narrow) Manpower Dev't want to invest
Income
Comprehensive generation
social services Capacity Liquefaction prone
Host to one of the
TPLEX exits —
Gateway to the
ARIBA PURA
North
Good governance
mechanism
All mandated
coops are in place
Complete and
functional MRF —
Composting
facility, Organic
Fertilizer
production,
Organic gardens
Not flood prone
Sandwiched in
Vast natural between 2 first
resources — 55% class
forest land municipalities Eco-tourism NPA sitings
High literacy rate Low economic
(95%) activities 75% agricultural land Forest denudation
Lowest
SAN population Vulnerable to
CLEMENTE growth rate of flooding and
Tourism Sites 0.22% Mining landslide
Limited
irrigation
Lowest crime rates facility Tourism corridor Boundary dispute
Access road
to tourism
sites
Thin edge of the
positive peace
59.3k has. (70% Low income Local based tourism (insurgency
forests) rate industries strategic area)
BBMP —
Newly proposed road Displacement of
Low networks — e.g. Ips, possible
Mineral reserve — investment Capas-San Jose- dissolution of
natural resources growth rate Zambales MAAMOT
Environmental
SAN JOSE
hazard industries
along the
boundary of
Low susceptibility Interior/sidelin adjacent
to geohazards e Dev't Road widening municipalities
No public
transportation
Clean environment system for
— water (rivers & tourism Virgin mineral
aquifers) destinations resources Forest destruction
41
Municipality Strengths Weakness Opportunities Threats
No
accommodatio
ns —
inadequate
Eco-tourism tourism Vast source of forest
destinations facilities products
Agriculture NIFEP
Good road network
system BBMP
Peace & order
(Low CI) Green City
Local peace
building prog. FLUP (LCA & New
(SPSDA) Ecopark)
Presence of 3 MIB
AFP
Regional MMFRP
Lack of Climate change —
irrigation Investment cropping pattern is
Fertile Lands water (NIA) opportunities affected
Fluctuating prices
of agricultural
Lack of products —
Hard working employment income of farmers
SAN MANUEL Labor force opportunities PANDAYAN is affected
Lack of post Food tourism —
Traverse by harvest Pasalubong center,
McArthur highway facilities restaurants
Value adding on
various agri products
—Rice wine,
Peace & Order Kakanin, etc.
Limited Tourism sites (Food, Flooding in low-
Location Resources Crafts) lying areas
Understaff Waste disposal
Human resources (MHO) (RA 9003)
Land resources Road quality RROW
STA. IGNACIA Peaceful (Low Political
crime rate) indifferences Irrigation system
Agro industry
SGLG
Boundary
disputes
Lack of post Investment
Fertile and harvest opportunities due to Floods brought by
productive lands facilities opening of TPLEX chico river
Displacement
of farm
Land suitable for laborers due
MFNG/Economic to farm Potential tourist
Activities mechanization destinations Climate change
Inadequate
VICTORIA
Crossed by 2 irrigation Drug related
national roads facilities activities
Availability of
surface H2O from
Chico river as
potential source of Traffic related
potable water problems
Overdrawing of
Pottery making ground water

42
 Municipality Strengths Weakness Opportunities Threats
Reduced agri
land due to
conversion/
reclassificatio
Geographically n into
situated as residential,
economic and commercial, Geographic location Migration that
industrial hub of and industrial catering to economic leads to increase
TARLAC CITY the province uses activities in informal settlers
Dilution of
High quality and environment due
Available human Outdated competitive/skilled to improper land
resources CLUP manpower uses
Hands-on local
admin to all
governance Prone to
undertakings flooding
Based on the SWOT analysis presented above, the map below shows, in a spatial manner, the role of the
LGUs in the overall development of the Province:

Figure 4. Roles of the LGUs in the overall development of the Province

43
3. Sectoral Development Issues, Programs, Projects, and Activities
In drafting the Spatial Strategy that would be followed for the Physical Development Plan, the following Sectoral
Development Issues and Concerns were also taken into consideration. Special emphasis was given for sectors
that are identified as vulnerable to the various hazards identified for the Province.

3.1. Social
3.1.1. Social
Proposed Strategies
a) Keeping at the prescribed DepEd level the teacher to student ratio in public schools
b) Building schools in municipalities surrounding more populated municipalities
c) Setting up sports programs and athlete scholarships to encourage the use of Tarlac’s
recreational activities
d) Building access roads to the said recreational areas, especially from farther
municipalities.

Proposed Policies
a) Enumerating priority or key Social Welfare projects
b) Prioritizing the budget and execution of said priority Social Welfare projects, in line with
the attention given to the Social sector by the PGT.
c) Outsourcing from TESDA of teachers and trainers for the K-12’s different vocational tracks
d) Coordinating with TESDA for the training and certification of teachers and trainers for the
K-12’s different vocational tracks.
e) Stricter implementation of social sector legislation and ordinances

New Proposed Programs/Projects/Activities

Project Title: Matching of TVET, TESDA, and K-12 TechVoc Courses
Brief Description: For the purpose of supplying the need for teachers and trainers for senior high
school students who will opt to take the Technical-Vocational track of the K-12, the TVET,
TESDA, and DepEd will set parallel requirements, qualifications, and certifications.

Project Title: Tertiary Athlete Scholarship Programs

Brief Description: Scholarship and student stipend programs to allow college athletes to study
and even compete in sports to represent the Province.

Project Title: Curriculum Updating and Development

Brief Description: Updating and development of primary and secondary level curricula with the
consideration of K-12.

Project Title: Senior High School Curriculum Updating and Development

Brief Description: Curriculum development of the K-12 educational tracks with consideration of
Tarlac’s current and projected programs and resources.

Project Title: Job Hiring Assisting Platforms/ Agency

Brief Description: With the upcoming increase of Tarlaquenos equipped with technical/
vocational skills, a platform to assist in matching talents with jobs will benefit the Province. This
will also help address the issue of out-migration.
Previous Proposed and Continuing Programs
Project Title: Philhealth Personnel Support Program
Remarks: Program proposed by provincial government
Brief Description: This program will add personnel to implement the Philhealth Para sa Masa
program.
Classification: Expansion of an existing program
Objective: To enable the provincial government to obtain full coverage of indigent families in the
Philhealth Para sa Masa program
Beneficiaries: 38,000 indigent families
44
Number of Project Phases: One
Phase: 1
Duration: 9 years
Implementor: Provincial Health Office, Provincial Social Welfare Office
Physical Resources Required and Cost: PhP 6 M per year

Project Title: Scholarships for High School and College Students

Brief Description: Provincial government-sponsored academic scholarships for deserving high
school and college students
Classification: Expansion of an existing project
Objective: This project aims to increase the number of scholarships for high school students and
for college students. The province will require these government scholars, especially the
education and medicine/nursing graduates, to render return service in the Tarlac public sector
upon graduation.
Beneficiaries: Provide opportunities for 20 deserving residents to complete high school or
college education; Fill the need for teachers, doctors or nurses in Tarlac while providing hands-on
training to the new graduates.
Phase 1 – 10 scholars
Phase 2 – 10 scholars
Phase 3 – 10 scholars
Number of Project Phases: Three
Phase: 1
Description: 10 Scholarships
Duration: 24 months
Implementor: Provincial Government
Physical Resources Required and Cost: PhP 5M

Phase: 2
Description: 10 Scholarships
Duration: 24 months
Implementor: Provincial Government
Physical Resources Required and Cost: PhP 5M
Phase: 3
Description: 10 Scholarships
Duration: 24 months
Implementor: Provincial Government
Physical Resources Required and Cost: PhP 5M

Project Title: Enhance the “Adopt-A-School” Program

Brief Description
a. Collaborate with private groups, overseas workers, and civil society in the construction of
additional classrooms or buildings in priority areas.
b. Tap private sector support in the upgrading of classroom facilities in public elementary and
secondary schools.
Classification: Expansion of an existing project
Objective: This project aims to support the Department of Education in improving educational
infrastructure by collaborating with private groups.

Beneficiaries:
a. Priority elementary schools: San Pedro ES, Dapdap Resettlement ES, Anupul ES, and
Lourdes ES in Bamban; Capas Gabaldon ES in Capas East; Cristo Rey East ES, Alunan PS, Bueno
PS, Tarukan PS, and Pilien PS in Capas West; San Agustin ES in Concepcion North; Rotrottooc
PS in Mayantoc; Calapan PS in Moncada South; Paniqui North CS in Paniqui North; San Juan de
Milla PS in Paniqui South; and Tangan-Tangan PS in San Jose.
b. Most secondary schools need additional classrooms.

45
Number of Project Phases: Three
Phase: 1
Duration: 24 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 25M

Phase: 2
Duration: 24 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 25M

Phase: 3
Duration: 24 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 25M

Project Title: Strengthen Teacher Capability in ENSCIMA

Remarks: Project suggested by DepEd Tarlac District
Brief Description: This skill-building program trains men and women teachers to be better
teachers of English, science and mathematics.
Classification: New project
Objective: To enhance the skills of public school teachers in teaching English, Science, and
Mathematics
Beneficiaries: 100 teachers
Phase 1: 50 teachers
Phase 2: 50 teachers
Number of Project Phases: Two
Phase: 1
Duration: 24 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 2M
Phase: 2
Duration: 24 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 2M

Project Title: Integration of ICT in the Learning Areas

Remarks: Project suggested by DepEd Tarlac District
Brief Description: Information communication technology (ICT) will be integrated in the learning
areas in elementary and secondary levels. Training on its use will be provided to both teachers
and students.
Classification: New project
Objectives:
a. To integrate ICT in the learning areas in order to enable the students and teachers to be adept
at the use of ICT
b. To use ICT capabilities in faster, more effective information-gathering and learning

Beneficiaries: Public school students

Number of Project Phases: One
Phase: 1
Duration: 12 months
Implementor: Provincial Government, DepEd, Tarlac district
Physical Resources Required and Cost: PhP 4M

Project Title: Establishment of a Technical-Vocational Education and Training (TVET) Program

Remarks: Program suggested by the provincial government of Tarlac

46
Brief Description: The provincial government of Tarlac will collaborate with the Region III office
of the Technical Education and Skills Development Authority (TESDA) to develop a technical-
vocational education and training program tailor-fit to Tarlac residents. The local government will
coordinate with industries in the province to develop an apprenticeship program for Tarlac men
and women. The government will work out a scheme with training institutions and colleges as well
as with private industries to participate in the dual training system.
Classification: New program. This will support the TVET programs and services currently being
offered by TESDA
Objective: To establish a provincial TVET program in collaboration with TESDA in order to
develop the Tarlac workforce and match industrial requirements with skilled manpower
Beneficiaries:
a. High school graduates, secondary school leavers, college undergraduates and graduates who
want to acquire competencies in different occupational fields
b. Unemployed persons who are actively looking for work
c. Returning overseas Filipino workers who decide to discontinue working abroad
d. Those currently employed who want to upgrade their skills or acquire new skills

Financial Benefits: Will benefit TVET participants eventually be employed by companies

Number of Project Phases: One
Phase: 1
Duration: 24 months
Implementor: Provincial Government, TESDA Region III
Physical Resources Required and Cost: PhP 10M

Project Title: Strengthening Women and Youth-Oriented Programs

Brief Description: Programs that enhance the welfare and potentials of women and youth
include:
a. Organizing more livelihood/entrepreneurship projects for women
b. Organization of the KALIPI women’s group
c. Providing technical/vocational training scholarships to youth
d. Organizing and mobilizing Pag-asa Youth Associations in community welfare activities
e. Skills development program for women and youth
f. Providing financial augmentation for the programs on Women in Especially Difficult
Circumstances (WEDC) and Children in Conflict with the Law (CICL)
g. Supporting the Early Childhood Care Program
h. Children's congress
i. Re-activation of municipal and barangay council for the protection of children
j. Assistance to victims of family violence, child abuse cases, rescued children

Classification: Expansion of existing programs; Many of these are regular programs of the
Provincial Social Welfare and Development Office
Objective: To bolster programs and projects that address the needs of women, youth and
children in Tarlac
Beneficiaries: Women, youth and children of Tarlac (more than two-thirds of the provincial
population)
These programs will also ensure that WEDC, CICL, women and child abuse victims will receive
the appropriate interventions.

Number of Project Phases: Three

Phase: 1
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 12M
Phase: 2
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 12M
Phase: 3
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 12M
47
Project Title: Support for Persons with Disability and for Senior Citizens
Brief Description: These programs address the needs of persons with disability (PWD) and
senior citizens. The activities include:
a. Provision of assistive devices to PWD
b. Educational grants to special children
c. Celebration of National Disability Prevention and Rehabilitation Week
d. Continuing operation of senior citizen centers and other activities

Classification: Ongoing programs; Many of these are regular programs of the Provincial Social
Welfare and Development Office
Objective: To provide support programs and services to persons with disability, special children,
and senior citizens in order to develop their potentials and address their needs
Beneficiaries:
a. Persons with disability
b. Special children
c. Senior citizens (population: 71,062)

Number of Project Phases: Three

Phase: 1
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 6M

Phase: 2
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 6M

Phase: 3
Duration: 24 months
Implementor: Provincial Social Welfare and Development Office
Physical Resources Required and Cost: PhP 6M

Project Title: Development of Recreation Areas and Leisure Facilities

Brief Description: This program will cover the following:
a. Development of additional public parks and sports/leisure centers
b. Improvement of support facilities (e.g., toilets) in the identified recreation and tourism areas in
the province

The provincial government is proposing a 70-hectare sports complex in Brgy. San Juan de
Valdez, Municipality of San Jose
Classification: Expansion of existing programs
Objective: To develop additional recreation areas and leisure facilities in Tarlac in order to
provide the residents opportunities for relaxation, recreational activity, and social interaction
Beneficiaries: General population
Financial Benefits: Cost-recovery schemes can be applied
Number of Project Phases: One
Phase: 1
Duration: 24 months
Implementor: Provincial Government
Physical Resources Required and Cost: PhP 15M

48
3.1.2. Health
3.1.2.1. Health Issues and Constraints

Health
Sector
Vulnerability
(Dengue Im pact)

Figure 5 . Health Sector Vulnerability (Dengue Impact)

49
 Health
Sector
Vulnerability
(Leptospirosis
Im pact)

Figure 6. Health Sector Vulnerability (Leptospirosis Impact)

3.1.2.2. Provincial Nutrition Action Plan

To effectively address the lingering problems of both undernutrition and overnutrition in the country, the National
Nutrition Council (NNC) in consultation with various stakeholders from national government agencies, local
government unit (LGUs), non-government organizations, development partners, and academic institutions
formulated and approved the Philippine Plan of Action for Nutrition for 2017-2022 on February 21, 2017.
The Philippine Plan of Action for Nutrition (PPAN) 2017-2022 is the country’s framework plan on nutrition. Its
overall goal is to contribute to the improvement of the quality of human resource in the country and reduce child
and maternal mortality. It lays out targets, directions, and priority actions to address nutritional problems and
achieve set targets. It factors in and considers country commitments to the global community as embedded in
the 2030 Sustainable Development Goals, the 2025 Global Targets for Maternal, Infant and Young Child
Nutrition, the 2014 International Conference on Nutrition.
The Provincial Nutrition Action Plan (PNAP) is being prepared in a participatory manner by various stakeholders
but the general framework for this plan is anchored on the Vision of the Province as well as the Goals, Objectives,
Targets and Strategies set forth in this PDPFP.
Appendix 1 provides the PDC-approved Provincial Nutrition Action Plan for 2019-2022.
50
 3.1.3. Education
3.1.3.1. Local School Board Plan
To fully support the initiatives of the Department of Education, it is important that LGUs, particularly the Local
School Boards (LSB), provide supplemental funding to schools. To avoid any disruption in school operations,
the LSB should provide funding for these programs at least during the first two months of the school year.
The Local School Board Plan is being prepared in a participatory manner by various stakeholders every year but
the general framework for this plan is anchored on the Vision of the Province as well as the Goals, Objectives,
Targets and Strategies set forth in this PDPFP.
Appendix 2 provides the PDC-approved Local School Board Plan for 201_.
3.1.4. Social Welfare
3.1.4.1. Women and Children’s Code
The Philippine Government ratified the United Nations Convention on the Rights of the Child (UNCRC), and
other international treaties and conventions for the survival, participation, development and protection of
children.
The Province of Tarlac recognizes the vital role of children and youth in nation building and shall promote and
protect their physical, moral, spiritual, intellectual and social well-being. It shall inculcate in the children and
youth patriotism and nationalism and encourage their involvement in public and civil affairs.
The Provincial Government of Tarlac recognizes that children are important assets of society and it is only
when children are able to exercise their rights that they develop their full potentials. There is a need to codify
the laws relating to children’s rights to apply particularly to the Province of Tarlac, and to coordinate the various
existing government agencies and non-government agencies (NGOs) in providing services for children in the
Province of Tarlac.
Appendix 3 provides the Sangguniang Panlalawigan-approved Local Children’s Code of the Province of
Tarlac.

3.1.4.2. Provincial Youth Development Plan

The Provincial Youth Development Plan (PYDP) serves as a framework for unified action among the youth and
youth-serving groups, agencies and institutions to promote holistic youth participation in our society. It defines
the duties, obligations, and accountabilities of the national and local governments to address the civil, cultural,
economic, social and political rights of the youth.

The PYDP contributes to the strengthening of our collective vision for the Filipino Youth as articulated by the
National Youth Commission:

Enabled, involved and patriotic youth realizing their aspirations anchored on integrity and compassion.
Specifically, by 2022, Filipino Youth could be described as follows:
o Filipino Youth are healthy, educated, patriotic, globally mobile, and active in government and civil society.
o Filipino Youth live in a peaceful, secure, and socially-inclusive society where there is respect for and
equality across genders, faiths, and cultures.
o Filipino Youth engage in gainful economic activity across various locales and sectors.
o Filipino Youth access, use, and transform technology, information, and services for the betterment of
society.
The PYDP is being prepared in a participatory manner by various stakeholders but the general framework for
this plan is anchored on the Vision of the Province as well as the Goals, Objectives, Targets and Strategies set
forth in this PDPFP.
Appendix 5 provides the PDC-approved PYDP.
3.1.4.3. Persons with Disability Affairs Office
It is a declared policy of Republic Act No. 7277 that persons with disabilities (PWDs) are part of the Philippine
society, and thus the State shall give full support to the improvement of their total well-being and their integration
into the mainstream of society. They have the same rights as other people to take their proper place in society.
Further, Republic Act No. 10070 was approved on April 6, 2010 to ensure that policies, programs and services
for persons with disabilities are implemented at the local level for them to fully participate in building an inclusive
society for all through the establishment of Persons with Disabilities Affairs Office (PDAO)
Programs under this section are implemented by the Provincial Social Welfare and Development Office, which
is headed by a licensed Social Worker occupying a PDAO Head position (SG22).
51
 3.1.4.4. Gender and Development Plan
In pursuant to Section 36 of Republic Act No. 9710, otherwise known as the Magna Carta of Women (MCW), all
government departments including their attached agencies, offices, bureaus, state universities and colleges,
government-owned and controlled corporations, local government units and all other instrumentalities shall adopt
gender discrimination in their systems, structures, policies, processes, and procedure.
Section 37-C of the Implementing Rules and Regulation of the MCW provides that all concerned government
agencies and instrumentalities mentioned above shall establish or strengthen their Gender and Development
Focal Point System.
The GAD Focal Person of PGT is the Acting Provincial Planning and Development Coordinator.
The GAD Plan is being prepared in a participatory manner by various stakeholders every year but the general
framework for this plan is anchored on the Vision of the Province as well as the Goals, Objectives, Targets and
Strategies set forth in this PDPFP.
Appendix 6 provides the PDC-approved GAD Plan for 2019.

3.1.5. Protective Services

3.1.5.1. Peace and Order and Public Safety Plan
Pursuant to Section 116 of Republic Act No. 7160, or the “Local Government Code of 1991”, and Executive
Order (EO) No. 773, s. 2009, which calls for the further reorganization of the POC, every Province, City, and
Municipality is mandated to create a POC. Likewise, every Barangay, pursuant to EO No. 366, s. 1996, is
mandated to create a Barangay Peace and Order Committee (BPOC) as the implementing arm of the
City/Municipal POC at the Barangay level.

On February 17, 2011, then Secretary Jesse M. Robredo of the Department of the Interior and Local Government
(DILG) issued Memorandum Circular (MC) 2011-24, reminding all Local Chief Executives (LCE) and Sanggunian
Members of the duties and functions of the POC. The MC mentions the formulation of a Peace and Order and
Public Safety (POPS) Plan, with a suggested outline and examples.

The POPS Plan is a three-year term-based plan which shall be incorporated in the Comprehensive Development
Plan (CDP) of the Local Government Unit (LGU). It is to be formulated and approved by the POC to improve life
in the communities by ensuring social protection and safety. As a requirement for consideration and review of
the DILG, the POPS Plan serves as the basis of approval for budget allocation for the so-called Confidential
Fund.

The POPS Plan is being prepared in a participatory manner by various stakeholders but the general framework
for this plan is anchored on the Vision of the Province as well as the Goals, Objectives, Targets and Strategies
set forth in this PDPFP.
Appendix 7 provides the Sangguniang Panlalawigan-approved Peace and Order and Public Safety Plan 2017-
2019.

3.2. Local Economic Development

Local Business Sociability and Viability
3.2.1. Local Investment and Incentives Code
The LIIC was formulated to enhance the competitiveness of the local investment climate through appropriate
local policies and programs.
LIIC is a proactive measure to draw local and foreign investments especially in priority areas/industries and as a
tool to define the development thrust of the LGU consistent with its Land Use Plan and zoning regulations, hasten
the development of new or brownfield areas for industrial and business development, urban renewal or
revitalization thereby attaining the LGU's economic and social objectives and contributing to regional and national
goals.

52
The LIIC is being prepared in a participatory manner by various stakeholders but the general framework for this
plan is anchored on the Vision of the Province as well as the Goals, Objectives, Targets and Strategies set forth
in this PDPFP.
Appendix 8 provides the PDC-approved Local Investment and Incentive Code.
3.2.2. Public Private Partnership for the People
The Public Private Partnership for the People (PPP for the People) is being prepared in a participatory manner
by various stakeholders but the general framework for this plan is anchored on the Vision of the Province as well
as the Goals, Objectives, Targets and Strategies set forth in this PDPFP.
Appendix 11 provides the Sangguniang Panlalawigan-approved PPP for the People.

3.2.3. Local Tourism / Heritage Development and Advancement

Cultural Property Inventory
Section 14 (b) and (c) of Republic Act No. 10066, otherwise known as the "National Cultural Heritage Act of
2009" requires local government units to establish and maintain a local cultural property registry.

In line with the above purpose, local inventory of cultural property is a compliance to RA 10066, that will serve
the Philippine Registry of Cultural Property (PRECUP) as the registry of all cultural property.

Appendix 9 provides the cultural property of the Province registered in the National Commission for Culture and
the Arts.

3.3. Environment
Community Based Forest Management
As an overall strategy of the government towards the management and protection of forest and
forestlands, the Philippines in 1995, officially adopted the Community-Based Forest Management
(CBFM).
The CBFM is anchored on current and applicable policies of the Philippine government to (1)
democratize access to forests and forest resources, (2) improve the upland communities’ socio-
economic condition, (3) decentralize and devolve forest and forestland management, and (4) conserve
biodiversity and maintain the environmental services of forests and forestlands to both on-site and off-
site communities.
LIST OF PGT CBFM PROJECTS
PROJECT
PROJECT NAME/LOCATION AREA PO NAME
(HAS.)
1. Brgy. Bigbiga, Mayantoc, Tarlac Bigbiga Farmers for Community Forest Dev’t Assn.
237.40 Inc. (BFCFDAI)
2. Brgy. Binbinaca, Mayantoc, Binbinaca Upland Farmers Assn. Inc. (BUFAI)
Tarlac 318.33
3. Brgy. Nambalan, Mayantoc, Nambalan Tree Farmers Assn. Inc. (NTFAI)
Tarlac 186.84
4. Brgy. Maniniog, Mayantoc, Tarlac So. Cacupangan Tree Farmers Assn. Inc. (CTFAI)
72.29
5. Brgy. Maasin, San Clemente, Dueg AgroForestry Farmers Assn. Inc. (DUFAI)
Tarlac 64.75
6. Brgy. San Jose, Mayantoc, Tarlac San Jose Upland Farmers Assn. Inc. (SJUFAI)
128.33
7. Brgy. Papaac, Camiling, Tarlac Papaac Upland Farmers Assn. Inc. (PUFAI)
484.67
8. So. San Pedro, Iba, San Jose, San Pedro Farmers Assn.
Tarlac 271.49
9. So. Soccoro, Moriones, San Jose, Moriones Upland/Farmers Assn.
Tarlac 233.42
10. So. Padlana, Lubigan, San Jose, Padlana Upland Farmers Assn.
Tarlac 159.56
11. So. Pisapungan, Sula, San
Jose, Tarlac 241.20
53
Disaster Management, Preparedness, and Timeliness
3.3.1. Vulnerability Assessment
Disaster Risk Assessment (DRA) is the process undertaken to analyze the hazards of a place and
the risks to exposed elements, such as people, buildings and structures, infrastructures, economic
activities and public services. It is a new concept being introduced to local planners. It is a four-step
process consisting hazard characterization, consequence analysis, risk estimation and risk
evaluation to integrate hazard data and maps that may have not been thoroughly considered in the
planning process.

In 2011, the Province of Tarlac is one of the provinces in the Central Luzon Region included among
the four (4) pilot provinces that received technical assistance by NEDA to adopt the guidelines and
formulate the enhanced PDPFP mainstreaming DRR and CCA.

Tarlac is prone to both hydrometeorological and geologic hazards. The frequent hazard affecting
the province is flashflood due to typhoons and during the monsoon seasons. Tributaries from the
upstream part on the northern and eastern parts pass through the province towards the
downstream portion going to Lingayen Gulf and Manila Bay, respectively. However, the downstream
portion going to Manila Bay is constricted on the Pampanga and Bulacan portion causing backflow
that floods several areas in the province. During heavy rains brought by typhoons, the excess
volume of water released by San Roque Dam that pass thru Agno River blocks the flow of Tarlac
River and Camiling River causing flashfloods in western part of the province.

Vulnerability to geologic hazards, such as earthquake related hazards like ground shaking,
liquefaction, earthquake induced landslide are apparent because of the presence of several faults
such as the Iba Fault, East Zambales fault and Digdig Fault within the Central Luzon and the Manila
Trench, West Boundary Fault and other fault system lying in the adjacent regions. Several areas in
the province experienced ground shaking and liquefaction during the July 1990 earthquake.

The province was also exposed to volcanic hazards like ash fall, mud flow and lahar flow during the
eruption of Mt. Pinatubo in June 1991 causing serious damaged to properties and agriculture in the
province. Major river systems such as Sacobia-Bamban River, O’Donnell- Tarlac River were silted
with lahar deposits and lahar flow breached dikes that cause flashfloods in the lower section
of the river systems.

Flooding is a perennial problem in the low lying municipalities in the province. During the rainy
season, communities located near the Tarlac River, Chico River and Parua River within Tarlac City
and the municipalities of Paniqui, Moncada, Victoria, Lapaz, and Concepcion are usually inundated
when the banks of these rivers overflow.

Based on the study conducted by the Mines and Geosciences Bureau (MGB) released in 2008,
flooding in some municipalities of the province is aggravated by anthropogenic factors, or those
whose origins can be traced to the activities of individual people or human groups, clogged drainage
canals; structurally controlled flooding such as elevated roads and highways, irrigation canals
and excessive release of water from dams and water impoundments; artificial damming along
waterways (irrigation system and natural river/creek channels) blocking the flow of the channels
causing it to overflow its banks.

Typhoons, cyclones, tornados are considered as hazard triggers, much like earthquakes that trigger
ground shaking. The impact of typhoons, for example, is manifested by damage or loss caused by
the flooding after extreme rainfall, or by rain- induced landslides.

In PAGASA’s Climate Change in the Philippines (2011), results of analysis of trends of tropical
cyclone occurrence/passage within the so-called Philippine Area of Responsibility (PAR) show that
an average of 20 tropical cyclones form and/or cross the PAR per year with strong multi-decadal
variability, that there still is no indication of increase in the frequency, but with a very slight
increase in the number of tropical cyclones with maximum sustained winds of greater than
150kph and above (typhoon category) being exhibited during El Nino years.

The following table shows a summary of the typhoons that the Province of Tarlac was affected with
for the period of 2013-2016, based on the data of the PDRRMO:

54
YEAR TYPHOON REMARKS

A total of 9 municipalities, 79 barangays, 12,186 families or 55,074

persons were affected. At the height of the flooding evacuees reached to
919 families or 3,737 persons from 15 evacuation centers.

REPORTED DAMAGES (Infrastructures/Agriculture)

TERMINAL
REPORT 1. Agriculture (Partial)
SOUTHWEST
DA (rice) - P 179,494,714.56
MONSOON/TS
MARING Livestock & Poultry - P 2,350,950.00
(September 11,
2013)
2. Infrastructure (Partial)
DPWH 1st district (flood control)- P 179,800,000.00
DPWH 2nd district (flood control)- P 98,970,000.00
PEO (roads & bridges/ Infra) - P 8,000,000.00

TOTAL - P 468,615,664.56

A total of 18 municipalities, 313 barangays, and 35,887 families were

affected.
2013 1. Agriculture (Partial) P 1,262,097,839.00
DA (palay & corn) - P 553,793,489.00
Mango - P 245,683,200.00
Livestock & Poultry - P 446,734,000.00
HVCC - P 15,887,150.00

2. Infrastructure (Partial) P 70,356,913.69

TERMINAL
REPORT PEO (roads & bridges) P 38,940,173.93
TYPHOON DPWH 2nd District P 4,442,190.76
SANTI
Flood Control P 3,317,190.76
(October 25,
2013) Road & Bridges P 675,000.00
Buildings P 450,000.00

DEP ED P 26,974,549.00
1st District P 7,253,714.00
2nd District P 2,098,200.00
3rd District P 17,622,635.00
3.Utilities P 26,000,000.00

TARLAC ENTERPRISES INCORPORATED - P 10,000,000.00

55
 TARELCO I - P 8,000,000.00
TARELCO II - P 5,800.000.00
TARLAC CITY WATER DISTRICT - P 1,200,000.00

GRAND TOTAL P 1,358,454,752.69

TY LANDO inundated a total of 332 barangays and affected 57,794

families province wide. Of the total number of affected families, 3,232
families were evacuated and stayed inside evacuation centers. A total of
453 houses were also totally damaged while partially damaged houses
reached 2,289.

Estimated cost of damages by Typhoon LANDO have reached to a

staggering amount of TWO BILLION FIVE HUNDRED FIFTY ONE
MILLION SIX HUNDRED TWELVE THOUSAND SEVEN HUNDRED
THIRTEEN AND .07 PESOS.(P2,551,612,713.07)

a. Agriculture (DA/OPA) - P 1,319,853,976.60

Rice - P 1,190,803,873.60

TERMINAL Livestock & Poultry - P 3,612,263.00

REPORT: HVCC(Vegetables) - P 46,687,100.00
TYPHOON
“LANDO” Corn - P 8,728,000.00
(November 5,
Inbreed Rice Seed Production -P 1,413,040.00
2015)
2015 Fisheries - P 3,162,500.00
Mango - P 65,447,200.00

b. Infrastructure (Final) - P 1,230,431,000.00

DPWH 1st District (roads and bridges) - P 620,960,000.00

DPWH 2ndDistrict (roads and bridges) - P 264,000,000.00
PEO (Roads and Bridges) - P 307,450,000.00
NIA (CIS+CAMRIS+TASMORIS) - P 38,021,000.00

c. Utilities (Final) - P 1,327,736.47

Tarlac City Water District - P 576,840.00
(TARELCO II) - P 750,896.47

TERMINAL TY NONA inundated a total of 28 brgys and affected 6,796 families

REPORT provincewide. Of the total number of affected families, 246 families from
TYPHOON the municipalities of LAPAZ and PANIQUI were evacuated and stayed
“NONA” inside evacuation centers

56
 (December 29, Estimated cost of damages by Typhoon NONA have reached SIX
2015) HUNDRED FIVE MILLION FOUR HUNDRED NINETY SEVEN
THOUSAND ONE HUNDRED NINETEEN AND .62 PESOS
(P605,497,119.62). As per Damage and Needs Assessment conducted
by DA-OPA. The extent of damages on agriculture including livestock was
very severe.
AGRICULTURE
Rice P 46,023,121.92
HVCC(Vegetables) 1,320.000.00
HVCC(Mungbean) 596,900.00
Corn 557,094,497.70
LIVESTOCK & POULTRY 462,600.00
TOTAL P 605,497,119.62
Rains brought by Southwest Monsoon have inundated 36 barangays
from Nine (9) municipalities of the province and have caused our river
system to swell. It also resulted to closure of roads and scouring damaging
of some flood control structures along Tarlac river.
SITREP# 7: There was reported a total of 42 from Brgy. Barang and Brgy. Aduas ,
SOUTHWEST Paniqui, Tarlac that are evacuated and currently staying at Barang Brgy.
2015
MONSOON (July Hall and Aduas Elementary School respectivley as per the MSWDO of
19, 2015) Paniqui, Eugenio B. Galanga.
1. Agriculture(Partial)
DA (palay) - P3,746,600.00 (Total)
Seedling stage - P 772,200.00
Tillering stage - P 2,974,400.00
TY KAREN have affected 4,377 families after inundating 39 low lying
barangays of 5 flood prone municipalities of Paniqui, Lapaz, Gerona,
Ramos and San Manuel. From the total population affected, 370 families
took temporary refuge and stayed inside designated evacuation centers.
SITREP # 11 re:
The weather disturbance also elicited 1 totally and 6 partially damaged
TYPHOON
houses as per PSWDO Disaster Monitoring Report.
KAREN
aggravated by Per DA/OPA submitted report, Total costs of damages in agriculture
2016 TYPHOON (PALAY/VEGETABLES/CORN/ LIVESTOCK & POULTRY) amounting to
LAWIN P164, 390,889.13 was also caused by TY KAREN.
(October 20 REPORTED DAMAGES ON AGRICULTURE : P164,390,889.13
2016)
Livestock & Poultry P 335,750.00
Rice (Palay) P 154,334,590.27
Vegetable P 7,655,842.86
Corn P 2,064,706.00

Significant flood occurrences in the province show that these events were caused by heavy rainfall
usually brought by typhoons. Most of the recorded damaged to properties and lives related to
typhoon are attributed mainly to the flooding and not directly due the strong winds. Additionally, for
the period 1948-2009, a total of 79 tropical cyclones affected the Tarlac, consisting of 19 Tropical
depressions, 23 Tropical Storm and 36 Typhoons - an average of 1.3 tropical cyclones per year.

Thus far, the Province has responded with infrastructural solutions such as flood control measures
and intensified disaster risk management support at the barangay and municipal level.

The existing system for disaster response consists of structural and non-structural measures
pursued in partnership with national government agencies, civil society groups and community
organizations and other local government units.

The Tarlac PDRRMC Operations Center is the nerve center for emergency assistance to the citizens
of the province in times of disasters and/or calamities.

57
Projected Climate Change
In 2011, PAGASA-DOST with its Climate Monitoring and Prediction Section projected the change
of climate variables for the next 30 years. The three climate change variables projected were
precipitation, minimum temperature, and maximum temperature using an observed baseline from
2001-2010. The projections were made for two scenarios; namely, the A1B scenario, which predicts
minimum amount of greenhouse gas emissions, and the A2 scenario which considers the maximum
amount of emissions in the same period.

Included in the latter part of the table are the projected number of days with great amounts of rainfall,
high temperature, and those that are considered dry. The said data has also been sourced from
PAGASA albeit the use of a different observed baseline and projected for two periods instead of two
scenarios. The observed baselines utilized for these projections were gathered from 1971-2000 and
the two periods are 2006-2035 and 2036-2065.

According to PAG-ASA’s projections, the Province of Tarlac shall observe an increase in the amount
of precipitation for each season in both A1B and A2 scenarios. Greatest for both scenarios would
be the increase in precipitation for JJA, reaching 492.029 for the A1B scenario and 449.368 for the
A2 scenario. The minimum temperatures are also projected to rise across every season in both
scenarios. The DJF and MAM seasons are predicted to have the greatest change in minimum
temperature by 2040. As for the projected maximum temperatures for 2040, both A1B and A2
scenarios also had significantly higher projections than the observed baseline. The highest projected
rise in temperature for the A1B scenario is predicted to be in the months of SON. However, for the
A2 scenario projection the greatest increase in temperature would be in the summer months (MAM).
Table below shows the summary of climate projections for the Province of Tarlac.

58
 Table 16 . Climate Change Projection
Province of Tarlac
Climate Variables Observed Baseline (mm)
Seasons DJF MAM JJA SON
Precipitation 104.9 118.7 406.3 250.4
Tmin 20.785 22.301 23.211 22.597
Tmax 29.74 32.974 32.569 31.49

Change (2011 - 2040) for A1B Scenario Projected Climate Change (2011 - 2040) for A1B
DJF MAM (%) JJA SON DJF MAM (mm) JJA
Scenario SON
49.1 20 21.1 20.9 156.406 142.084 492.029 302.734
0.6 0.4 0.3 0.5 20.91 22.39 23.28 22.71
0.8 0.7 0.3 1 29.978 33.205 32.667 31.805

Change (2011 - 2040) for A2 Scenario Projected Climate Change (2011 - 2040) for A2
DJF MAM(%) JJA SON DJF MAM (mm) JJA
Scenario SON
34.5121 7.122 43.068 68.026 139.412 125.822 449.368 324.726
0.5 0.3 0.2 0.3 20.889 22.368 23.257 22.665
0.6 0.6 0.2 0.6 30.02 33.172 32.648 31.679
*DJF-December, January, February; MAM-March, April, May; JJA-June, July, August; SON-September, October,
November
Source: (Climate Projections, PAGASA, 2011)

59
 Table 17. Summary of Climate Change Projection
Province of Tarlac
CLIMATE GENERAL CHANGES EXPECTED IN SPECIFIC CHANGE EXPECTED AND INFORMATION ABOUT SEASONAL PATTERN OF CHANGE
VARIABLE CLIMATE VARIABLE REFERENCE PERIOD (2011-2040)
For Medium For Extreme
Seas Observ Speci(A1B)
Project Specifi Project
(A2) Scenario
on ed ficScenario
ed c ed
Baselin Chan Climat Chang Climat
e ge e e e
Chang Chang
e e
PRECIPITATION Increasing rainfall for all seasons is expected DJF 104.90 49.1 156.406 34.5 139.41
0 121 2
Increase in rainfall during DFJ and MAM in both scenarios, wetter JJA and SON
MAM 118.70 20 142.084 7.12 125.82
season in both scenarios
JJA 0
406.30 21.1 492.029 2
43.0 2
449.36
SON 0
250.40 20.9 302.734 68
68.0 8
324.72
MINIMUM Increasing temperature for all seasons DJF 0
20.785 0.6 20.910 26
0.5 6
20.889
TEMPERATURE
MAM 22.301 0.4 22.390 0.3 22.368
Progressive warming of days, slightly warmer during JJA and SON seasons
JJA 23.211 0.3 23.280 0.2 23.257
SON 22.597 0.5 22.710 0.3 22.665
MAXIMUM Increasing temperature for all seasons DJF 29.740 0.8 29.978 0.6 30.020
TEMPERATURE
MAM 32.974 0.7 33.205 0.6 33.172
Progressive warming of days, slightly warmer during MMA and JJA seasons
JJA 32.569 0.3 32.667 0..2 32.648
SON 31.490 1.0 31.805 0.6 31.679

60
Policies and Strategies on Environmental and Disaster Risk Management and Climate Change Adaptation
1. Improvement and maintenance of air and water quality that is conducive to the well-being
of society.
Strategies:
a. Minimize and control air and water pollution through the strict enforcement of environmental
laws (Clean Air Act, Clean Water Act, and Ecological Solid Waste Management Act)
b. Adopt the polluters pay principle and market-based instruments in changing the behavior of
industries and households toward environmental conservation and protection
c. Establish air quality monitoring stations by EMB in traffic congested areas and industrial
zones to regularly monitor the level of air pollutants so that necessary actions can
immediately be undertaken. Likewise, water quality monitoring stations should be
established by EMB in selected river segments which are exposed to heavy pollution from
wastewater and solid wastes coming from households, industries and commercial
establishments
d. Regulate the number of tricycles and conduct periodic roadside testing and apprehension of
smoke-belching vehicles
e. Establish green urban parks and encourage residential, commercial and industrial
establishments to vegetate their surroundings
f. Relocate informal settlers occupying river banks, lakeside and dumping sites to protect their
health and restore environmental quality in rivers and lakes and facilitate rehabilitation of
closed dumpsites
g. Closely monitor commercial establishments and poultry and piggery farms and enforce the
law on noise and odor pollution which has been devolved to LGUs
h. Coordinate with the EMB Regional Office in the measurement and monitoring of air quality
of urban centers and water quality of rivers and water bodies, and in the classification of
major rivers in the province

2. Conservation of land resources to sustain their productive uses and improve their contribution
to the growth of the local economy.
Strategies:
a. Promote soil conservation measures and slope stabilization to upland farmers
b. Closely coordinate and support the DAR in regulating the conversion of irrigated and irrigable
lands to urban uses
c. Develop and provide alternative livelihood to upland farmers to wean them away from
expanding their agricultural plots in the uplands
d. Rehabilitate areas covered with pyroclastic deposits to restore their productivity for either
urban or agricultural land uses in coordination with DA. Desilting of rivers and establishment
of protection structures along riverbanks should be carried out in coordination with DPWH
e. Control the proliferation and expansion of settlements and farms inside forestland through
the establishment of low-cost housing programs in suitable lowland sites and the creation of
jobs in the industrial and service sectors
f. Provide employment opportunities for upland farmers and their children through skills
training in agriculture and agro-processing, and industrial and vocational skills

61
 g. Resolve the discrepancies in the classification of land by the different offices of DENR
through harmonized efforts in mapping and area measurements and the official adoption of
resultant statistical data

3. Conservation and protection of forest resources and wildlife in critical watersheds

Strategies:
a. Protect remaining natural forests from illegal occupation and illegal cutting through close
monitoring, surveillance and apprehension of violators
b. Rehabilitate denuded forestlands starting with those in steeply sloping areas through
intensive reforestation program
c. Educate and mobilize local communities in protecting forest and wildlife resources through
monitoring and participation in rehabilitation efforts
d. Closely coordinate and support the DENR in promoting agro-forestry to upland communities
occupying forestlands
e. Relocate settlers occupying critical slopes and other areas prone to landslides
f. Strengthen the capacity of municipal and barangay LGUs to enforce national and local
environmental laws. Translate national environmental laws to local ordinances

4. Protect and conserve aquatic resources and habitats for fisheries and other productive uses
Strategies:
a. Identify, survey and map segments of bodies of water (rivers and lakes) that are used and
potential for use as fishing grounds and source of water supply
b. Undertake river and lake protection measures to preserve the water quality of these bodies
of water
c. Conduct IEC in collaboration with NGOs, civic organizations, EMB and the academe on the
ecological and economic importance or rivers and lakes found in the province
d. Strictly monitor and regulate the improper disposal of solid and liquid wastes into rivers and
lakes by industries, poultry and piggery farms, and informal settlers occupying river banks
and lakeside or foreshore lands with the option of relocating them
e. Require all industries and animal farms to put-up wastewater treatment plants in accordance
with environmental rules and standards

5. Enforcement of proper disposal and treatment of solid, liquid and toxic and hazardous wastes
Strategies:
a. Enforce the key provision of the Ecological Solid Waste Management (ESWM) Act,
apprehend and prosecute violators.
b. Mobilize the NGOs and civic organizations in the monitoring and enforcement of the ESWM
law particularly in the filing of cases against violators.
c. Require all LGUs (City, Municipalities and Barangays) to prepare a Ten-Year Solid Waste
Management Plan, establish MRF, promote waste segregation, recycling and composting.

62
 d. Close all dumpsites and coordinate with the National Solid Waste Commission (NSWM) for
technical assistance in their rehabilitation.
e. Conduct of intensified IEC on segregation, recycling, reuse and composting, and proper
disposal of residual wastes.
f. Integrate ESWM in the schools’ curriculum and involve the students in promoting recycling
and composting.
g. Coordinate with NSWMC and the EMB Regional Office in monitoring hospitals and other
health care centers in the treatment and disposal of their wastes which are considered toxic
and hazardous.
h. Undertake the regular cleaning of esteros and declogging of drainage canals with the
cooperation of NGOs, civic organizations and the academic institutions.
i. Establish centers for electronic waste within the LGUs as part of their ten-year solid waste
management plans.

6. Increase resilience and adaptive capacity

Strategies:
a. Mainstream disaster risk management in land use and urban planning of Tarlac City and the
province’s municipalities
b. Increase adaptive capacity and knowledge base of local government units through risk and
vulnerability assessments and trainings.
c. Prepare contingency plans for emergencies with the technical assistance of the Office of
Civil Defense, National Disaster Coordinating Council (NDCC)
d. Institute early warning and evacuation system and adopt preparedness measures for natural
disasters such as flooding, erosion, and soil liquefaction arising from earthquakes

7. Regulate mining and promote responsible mining

Strategies:
a. Monitor, in coordination with EMB Regional Office, the compliance of mining concessions to
the environmental management conditions mandated under their Environmental
Compliance Certificates (ECCs)
b. Ensure that mined-out or quarried areas are properly rehabilitated before they are
abandoned by mining concessionaires
c. Regulate quarrying of sand and pebbles in rivers in accordance with their permits and ECCs
d. Closely monitor, apprehend and prosecute those found to be engaged in illegal quarrying
and illegal small-scale mining
e. Explore and develop areas with potential mineral resources. Promote responsible mining
among those which will be given concessions

3.3.2. Local Climate Change Action Plan

The implementation of the Philippine Climate Change Act of 2009 (RA 9729), as amended by Republic Act
No. 10174 on August 16, 2012, brought awareness of climate change issues and empowered local
government units (LGUs) to act on those issues as they are on the frontlines, working with, and for their

63
people. But in addressing climate change issues, the general welfare of the people must still be ensured and
protected. Thus, climate change actions should be consistent with the development requirements and
prospects of the locality.
The Local Climate Change Action Plan or LCCAP is the action plan formulated by the LGUs to address
climate change concerns. The LCCAP focuses on both climate change adaptation and mitigation and
describes how LGUs plan to respond to climate change and mainstream such into local development plans.
Through the concerted actions of the national government agencies, various instructions and guidance have
been issued to complement RA 9729 as amended by RA 10174 and, at the same time, encourage and scale
up climate change action planning at the local level. In 2014, the Department of Interior and Local
Government-Local Government Academy (DILG-LGA) published the LGU Guidebook on the Formulation of
LCCAP and, thereafter, the DILG Memorandum Circular No. 2014-135 on LCCAP Formulation, to guide and
assist LGUs in formulating their LCCAPs.
The LCCAP is being prepared in a participatory manner by various stakeholders every three years but the
general framework for this plan is anchored on the Vision of the Province as well as the Goals, Objectives,
Targets and Strategies set forth in this PDPFP.
Appendix 16 provides the PDC-approved LCCAP for 2018-2022.
3.3.3. Local Disaster Risk Reduction Management Plan
The Local Disaster Risk Reduction Management Plan is being prepared in a participatory manner by various
stakeholders every three years but the general framework for this plan is anchored on the Vision of the
Province as well as the Goals, Objectives, Targets and Strategies set forth in this PDPFP.
Appendix 13 provides the PDC-approved Enhanced LDRRM Plan for 2018-2022.

3.3.4. Contingency Plan for Flood and Typhoon

The Contingency Plan is being prepared in a participatory manner by various stakeholders every ___ years
but the general framework for this plan is anchored on the Vision of the Province as well as the Goals,
Objectives, Targets and Strategies set forth in this PDPFP.
Appendix 14 provides the PDC-approved Hazards Contingency Plan for 2018-2022.
3.3.5. Standard Operating Procedures for Evacuation Management
3.3.6. 10-Year Solid Waste Management Plan
Republic Act 9003 mandates LGUs to prepare its 10-Year Solid Waste Management Plan. The Act states
that:
The province, through its local solid waste management boards, shall prepare its respective 10-year solid
waste management plans consistent with the National Solid Waste Management Framework: Provided, that
the waste management plan shall be for the re-use, recycling and composting of wastes generated in their
respective jurisdictions: Provided, further, that the solid waste management plan of the LGU shall ensure the
efficient management of solid waste generated within its jurisdiction. The plan shall place primary emphasis
on implementation of all feasible reuse, recycling, and composting programs while identifying the amount of
landfill and transformation capacity that will be needed for solid waste which cannot be re-used, recycled, or

64
composted. The plan shall contain all the components provided in Section 17 of the Act, RA9003 and a
timetable for the implementation of the solid waste management program in accordance with the National
Framework and pursuant to the provisions of the Act: Provided, finally, it shall be reviewed every two years
by the provincial, city or municipal solid waste management board.
The plan shall place primary emphasis on implementation of all feasible reuse, recycling, and composting
programs while identifying the disposal amount and treatment capacity. The plan shall contain all the
components provided in Section 17 of this RA 9003 and a timetable for the implementation of the solid waste
management program in accordance with the National Framework and pursuant to the provisions of the Act:
Provided, finally, That it shall be reviewed and updated every two (2) years by the provincial solid waste
management board as required.
The 10-Year Solid Waste Management Plan is being prepared in a participatory manner by various
stakeholders every 10 years but the general framework for this plan is anchored on the Vision of the Province
as well as the Goals, Objectives, Targets and Strategies set forth in this PDPFP.
Appendix 12 provides the National Solid Waste Management Commission-approved 10-Year Solid Waste
Management Plan 2014-2023.
3.4. Infrastructure, Transportation, and Access
3.4.1. Integrated Spatial Framework for the Water Resources and Drainage
The Integrated Spatial Framework for the Water Resources and Drainage in the Province of Tarlac was
prepared in a participatory manner by various stakeholders.
The specific objectives are to characterize water resources, environment and infrastructure in the province,
determine possible water hazards and risks in the Tarlac province and get its land and water resource
configuration, and propose recommendations, plan, directions, and policies for water security, resiliency
and harmony in the Province.
3.4.2. Provincial Governance Reform Roadmap
As a requirement of the Conditional Matching Grant to the Province (CMGP), all recipients were required to
submit a Provincial Governance Reform Roadmap (PGRR) for CY 2019-2022 that illustrates the performance
targets for each reform area and the strategies to achieve and sustain these agendas.
PGRR envisions to have an increased economic growth and increased access of the rural population to
services and economic opportunities, as aligned with the Sustainable Development Goals. To achieve these,
PGRR aims to reduce the travel time and costs in the provinces, improve the quality and road safety of
provincial roads, and improve national-local roads connectivity by improving the seven areas of governance
reforms in Local Road Management and Public Financial Management.
Appendix 15 provides the Provincial Governance Reform Roadmap 2019-2022.

65
3.5. Institutional Development
Financial Administration
3.5.1. Public Financial Management Plan
As set forth in the 1987 Philippine Constitution and in the Local Government Code of 1991 (LGC), it
is the State’s policy to ensure that the territorial and political subdivisions of the State enjoy genuine
and meaningful local autonomy to enable them to attain their fullest development as self-reliant
communities and make them more effective partners in the attainment of national goals.

Toward this end, the State shall provide for a more responsive and accountable local government
structure instituted through a system of decentralization whereby local government units (LGUs) shall
be given more powers, authority, responsibilities, and resources.

And for LGUs to discharge these expanded fiscal, planning and regulatory powers and functions
resulting from decentralization, there should be in every LGU an accountable, efficient, and dynamic
organizational structure and operating mechanism that will meet the priority needs and service
requirements of its communities.

Public Financial Management (PFM) is an integral part of such organizational structure and operating
mechanism as it provides the general framework for: (1) generating revenues; (2) allocating
resources; and (3) managing expenditures, all of which are necessarily entailed in the fulfillment of
the LGU’s mandates.

PFM largely and directly affects the delivery of public goods and services to the LGU’s constituents,
in that:

• It encourages the LGU to generate its own sources of revenues, hence, ensuring availability of
resources to meet the people’s priority needs. At the same time, PFM encourages curbing spending
to available resources, thus, promoting sustainability of development programs and projects.
• It ensures that spending will be limited to programs, projects and activities, which are truly needed
by the constituents, and which are shown to be directly relevant to the achievement of the LGU’s, as
well as the national government’s development goals. This is achieved, to a large extent, by
adherence to the synchronized guidelines on planning and budgeting, whereby planning is a
participatory and objective-oriented process, and budgeting is strictly based on approved
development plans.
• It ensures that public funds will always be spent in a cost-effective manner and will
always be advantageous to government. Our procurement laws, rules and regulations are among
the primary implementing tools for achieving “value for money.” By resorting to procurement methods
sanctioned by law, LGUs will be able to obtain and deliver high quality goods and services at the
lowest price possible.

This is being prepared in a participatory manner by various stakeholders but the general framework
for this plan is anchored on the Vision of the Province as well as the Goals, Objectives, Targets and
Strategies set forth in this PDPFP.
Appendix 10 provides the PDC-approved Public Financial Management Plan for 2018-2022.

66
 3.5.2. Local Development Investment Program
The PDIP contains the list of program/projects identified by the TWGs as needed to achieve the province’s
vision and goals. Program/project descriptions, objectives, beneficiaries, amounts and other program/project
data were discussed extensively in the previous section of this report.
List of Proposed Programs and Projects: 2018-2027
Programs Projects Amo Proposed Funding
unt Source
(In
PHP)

Manpower Dev’t Program Matching of TVET, TESDA, and K-12 TechVoc Courses 2.8 PGT

Manpower Dev’t Program Job Hiring Assisting Platforms/ Agency 30.0 PGT

Manpower Dev’t Program Establishment of a Technical-Vocational Education and 10.0 PGT with Tesda
Training (TVET) Program

Educational Development Tertiary Athlete Scholarship Programs 20.0 PGT

Program

Educational Development Curriculum Updating and Development 6.0 PGT, with National
Program Agencies: DepEd; CHED

Educational Development Senior High School Curriculum Updating and 6.0 PGT, with National
Program Development Agencies: DepEd; CHED

Educational Development Scholarships for High School and College Students 15.0 PGT
Program

Educational Development Enhance the “Adopt-A-School” Program 75.0 PGT

Program

Educational Development Strengthen Teacher Capability in ENSCIMA 8.0 PGT

Program

Educational Development Integration of ICT in the Learning Areas 4.0 PGT

Program

Social Dev’t Program Strengthening Women and Youth-Oriented Programs 36.0 PGT

Social Dev’t Program Support for Persons with Disability and for Senior 18.0 PGT
Citizens

Social Dev’t Program Development of Recreation Areas and Leisure Facilities 15.0 PGT

Health Development Philhealth Personnel Support Program 60.0 PGT

Program

Health Development Philhealth Para sa Masa (Universal Health Care PGT

Program Coverage Program) 940.
0

67
Programs Projects Amo Proposed Funding
unt Source
(In
PHP)

Health Development Comprehensive Capacity Building Program for the 1.2 PGT
Program Health Workforce

Health Development Full Coverage of the Wireless Access for Health 27.0 PGT
Program Program

Health Development Strengthening the Provincial Epidemiology 27.2 PGT

Program Surveillance System

Health Development Provision of Family Planning/Reproductive Health 28.0 PGT

Program Services

Health Development Provision of Nutrition Services - PGT

Program

Health Development Comprehensive Health Promotion Program 12.0 PGT

Program

Health Development Maintenance of Water System 24.0 PGT

Program

Health Development Establishment of Day Care Centers 25.0 PGT

Program

Health Development Upgrading of Tarlac Provincial Hospital 20.0 PGT

Program

Health Development Provincial Drug Rehabilitation Center 20.0 PGT

Program

Health Development Repair of Barangay Health Stations and Rural Health 15.0 PGT
Program Units

Housing Development Enhanced Socialized Housing Projects PGT

Program 400.
0

Housing Development Monitoring and Evaluation of Completed Socialized 1.2 PGT

Program Housing Projects

Housing Development Development and Implementation of a Local Shelter Plan 2.4 PGT
Program

Protective Services Strengthening Protective Services 50.0 Nat’l agencies: PNP, BFP

Protective Services Establishment of a 9-11 Command Center and a 24-hour 6.0 Nat’l agencies: PNP, BFP
emergency service

Protective Services Capacity Building Program for Protective Personnel 2.4 PGT

Crop Development Creation / Restoration of Rice Demonstration Farms 11.7 PGT

68
Programs Projects Amo Proposed Funding
unt Source
(In
PHP)

Crop Development Establishment of a Provincial Organic Farming Center 15.4 PGT

Crop Development Post-Harvest and Marketing Support Program 83.4 PGT

Crop Development Establishment of an Agribusiness Development Office 9.3 PGT

Crop Development Agroforestry Program 1.5 PGT

Crop Development High-Value Crop Production 2.5 PGT

Crop Development Creation of Municipal Agricultural Schools 15.4 PGT

Crop Development Agriculture Infrastructure and Irrigation Support Program 42.6 PGT

Livestock and Inland Fishery and Aquatic Resources Development 8.0 PGT
Aquaculture Program
Development

Livestock and Livestock and Dairy Development Program 4.5 PGT

Aquaculture
Development

Human Capital Tarlac Job Caravan 1.3 PGT

Development

Human Capital Technical Apprenticeship Programs 6.8 PGT

Development

Entrepreneurship Tatak Tarlac Program 1.7 PGT and Nat'l Agency:

Development DTI

Entrepreneurship Micro and Cottage Industries Financing 3.6 PGT and Nat'l Agency:
Development DTI and DA

Tourism Development Tourism Operations Accreditation 2.5 PGT

Tourism Development Agro-Tourism Industrial Park 18.0 PGT

Tourism Development Cultural Heritage Preservation 1.0 PGT and Nat'l Agency:
NCAA

Tourism Development EcoTourism Development Mechanism 1.0 PGT

Investment and Business Provincial Online Information Management 0.9 PGT

Development

Investment and Business Automated Tax Collection System 14.0 PGT

Development

Investment and Business Investment Linkage Enhancement 3.5 PGT

Development

69
Programs Projects Amo Proposed Funding
unt Source
(In
PHP)

Transportation and Preparation of the Comprehensive Provincial and 2.0 PGT

Access City/Municipal Traffic Management Plan

Transportation and Transportation, Access and Road Safety Assessment 0.3 PGT
Access Seminar for Municipal and City Leaders

Transportation and Road Safety Education for Junior and Senior High 0.5 PGT
Access School Students

Transportation and Road Improvements* PGT, CMGP, SLFR

Access 2,60
1.6

Climate Resiliency and Provincial Climate Disaster Risk and climate change
Adaptation Program impact Assessment

Climate Resiliency and Provincial Climate Disaster Risk assessment 1.50 National agencies:
Adaptation Program NSWMC, EMB

Climate Resiliency and Provincial Climate Change Impact Assessment 1.50 National agencies:
Adaptation Program NSWMC, EMB

Climate Resiliency and Capacity building for adaptation and resilience 1.50 National agencies:
Adaptation Program NSWMC, EMB

Carbon foot print Carbon Foot Print Reduction

reduction Program

Carbon foot print Development of E-vehicles for mass transportation National agencies:
reduction Program (Transportation and hubs such as Tarlac City) 25.0 NSWMC, EMB
0

Carbon foot print Establishment of Provincial Recycling plants National agencies:

reduction Program 25.0 NSWMC, EMB
0

Carbon foot print Energy Saving Practices Information Campaign 1.00 National agencies:
reduction Program NSWMC, EMB

Institutional Development Organization Optimization 3.48 PGT

Program

Institutional Development Capacity Building 5.00 PGT

Program

Institutional Development MIS Improvement PGT

Program 28.0
0

70
Programs Projects Amo Proposed Funding
unt Source
(In
PHP)

Institutional Development Sattelite Offices PGT

Program 40.9
8

TOTAL
4,89
2.93

Table 18. PDIP Cost According to Program or Sector

Programs Amount percent

(in PhP) to Total

Manpower Dev’t Program 42.80 0.87%

Educational Development Program 134.00 2.74%

Social Dev’t Program 69.00 1.41%

Health Development Program 1,199.40 24.51%

Housing Development Program 403.60 8.25%

Protective Services 58.40 1.19%

Crop Development 181.83 3.72%

Livestock and Aquaculture Development 12.45 0.25%

Human Capital Development 8.00 0.16%

Entrepreneurship Development 5.32 0.11%

Tourism Development 22.47 0.46%

Investment and Business Development 18.35 0.38%

Transportation and Access 2,604.36 53.23%

Climate Resiliency and Adaptation Program 4.50 0.09%

Carbon foot print reduction Program 51.00 1.04%

Institutional Development Program 77.46 1.58%

TOTAL 4,892.93

71
The table above shows that Infrastructure Development constitutes the biggest component of PDIP. This is
due to the intensive efforts in creating better road networks for the Provincial Government of Tarlac. This is
also in line with the National Government’s strategy to increase spending on infrastructure in the country.
The increase in share of the Health Development program from the 5% share in the 2009-2017 PDIP is due
to the increase in cost of the PhilHealth Program. This can be offset with revenues collected from members
and other investment schemes.

3.5.2.1. Funding Sources

The proposed program/projects may be funded in many different ways:
1. By the private sector for economically viable projects;
2. By the national government, through its own budget and/or through loans from international
financial institutions;
3. By the national agencies/departments of government through their own budgets;
4. By the province exclusively, through its own revenues and IRA;
5. By the province jointly with the LGU or city/municipalities (in this report, a 50:50 sharing or
counterparting has been assumed);
6. By the LGU exclusively, through its own revenues and IRA;
7. By the LGU jointly with a national agency/department;
8. Through grants and donations (although this usually requires counterpart funding of about 10-20%
of project cost), especially for technical feasibility studies.

In the case of projects programmed for PGT funding, the province may resort to borrowings to fund any
shortfall if regular sources are insufficient.
In summary, the proposed funding sources for the above-mentioned projects over the 9-year planning horizon
are as follows:

72
 Table 19. Proposed Funding Source for Programs/Projects

Funding Source Amount

National Agencies/Departments 111.5

CMGP 1,537.9

SLRF 85.0
Joint PGT/National agency or 28.3
department

Exclusively PGT 3,130.2

Total 4,892.9
Table 7
shows the yearly financial requirement of proposed Programs, Projects, and Activities (PPAs)
for the period 2018-2027.

73
 Table 20. Financial Requirement of Proposed Programs, Projects, Activities
Year

Item 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Programs, Projects and Activities

Manpower Dev’t Program

Matching of TVET, 1.4 1.4 - - - - - - - -

TESDA, and K-12
TechVoc Courses

Job Hiring Assisting 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Platforms/ Agency

Establishment of a 10.0 - - - - - - - - -
Technical-Vocational
Education and Training
(TVET) Program

Subtotals 14.4 4.4 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0

Educational Development Program

Tertiary Athlete 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Scholarship Programs

Curriculum Updating 3.0 3.0 - - - - - - - -

and Development

Senior High School 3.0 3.0 - - - - - - - -

Curriculum Updating
and Development

Scholarships for High 2.5 2.5 2.5 2.5 2.5 2.5 - - - -

School and College
Students

Enhance the “Adopt-A- 12.5 12.5 12.5 12.5 12.5 12.5 - - - -

School” Program

Strengthen Teacher 2.0 2.0 2.0 2.0 - - - - - -

Capability in ENSCIMA

Integration of ICT in the 4.0 - - - - - - - - -

Learning Areas

Subtotals 29.0 25.0 19.0 19.0 17.0 17.0 2.0 2.0 2.0 2.0

Social Dev’t Program

Strengthening Women 6.0 6.0 6.0 6.0 6.0 6.0 - - - -

and Youth-Oriented
Programs

74
Support for Persons 3.0 3.0 3.0 3.0 3.0 3.0 - - - -
with Disability and for
Senior Citizens

Development of 15.0 - - - - - - - - -
Recreation Areas and
Leisure Facilities

Subtotals 24.0 9.0 9.0 9.0 9.0 9.0 - - - -

Health Development Program

Philhealth Personnel 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0 6.0
Support Program

Philhealth Para sa 85.0 85.0 90.0 90.0 95.0 95.0 100.0 100.0 100.0 100.0
Masa (Universal Health
Care Coverage
Program)

Comprehensive 1.2 - - - - - - - - -
Capacity Building
Program for the Health
Workforce

Full Coverage of the 9.0 9.0 9.0 - - - - - - -

Wireless Access for
Health Program

Strengthening the 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7 2.7
Provincial
Epidemiology
Surveillance System

Provision of Family 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8 2.8
Planning/Reproductive
Health Services

Provision of Nutrition - - - - - - - - - -
Services

Comprehensive Health 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2 1.2
Promotion Program

Maintenance of Water 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4 2.4
System

Establishment of Day 8.3 8.3 8.4 - - - - - - -

Care Centers

Upgrading of Tarlac 10.0 - - - - 10.0 - - - -

Provincial Hospital

Provincial Drug 10.0 10.0 - - - - - - - -

Rehabilitation Center

75
Repair of Barangay 15.0 - - - - - - - - -
Health Stations and
Rural Health
Units

Subtotals 153.6 127.4 122.5 105.1 110.1 120.1 115.1 115.1 115.1 115.1

Housing Development Program

Enhanced Socialized 50.0 50.0 50.0 50.0 50.0 50.0 50.0 50.0 - -
Housing Projects

Monitoring and 0.2 0.2 0.2 0.2 0.2 - - - - -

Evaluation of
Completed Socialized
Housing Projects

Development and 2.4 - - - - - - - - -

Implementation of a
Local Shelter Plan

Subtotals 52.6 50.2 50.2 50.2 50.2 50.0 50.0 50.0 - -

Protective Services

Strengthening - - - - - - - - - -
Protective Services*

Establishment of a 9-11 - - - - - - - - - -
Command Center and a
24-hour emergency
service*

Capacity Building 2.4 - - - - - - - - -

Program for Protective
Personnel

Subtotals 2.4 - - - - - - - - -

Crop Development

Creation / Restoration 4.7 4.7 2.3 - - - - - - -

of Rice Demonstration
Farms

Establishment of a - 7.7 7.7 - - - - - - -

Provincial Organic
Farming Center

Post-Harvest and 20.9 20.9 20.9 20.9 - - - - - -

Marketing Support
Program

76
Establishment of an 3.7 3.7 1.9 - - - - - - -
Agribusiness
Development Office

Agroforestry Program 0.4 0.4 0.4 0.4 - - - - - -

High-Value Crop - - 1.3 1.3 - - - - - -

Production

Creation of Municipal - 7.7 7.7 - - - - - - -

Agricultural Schools

Agriculture - - 10.7 10.7 10.7 10.7 - - - -

Infrastructure and
Irrigation Support
Program

Subtotals 29.6 45.0 52.7 33.1 10.7 10.7 - - - -

Livestock and Aquaculture Development

Inland Fishery and - 5.3 2.7 - - - - - - -

Aquatic Resources
Development Program

Livestock and Dairy - 2.3 2.2 - - - - - - -

Development Program

Subtotals - 7.6 4.9 - - - - - - -

Human Capital
Development

Tarlac Job Caravan - 1.3 - - - - - - - -

Technical - 6.8 - - - - - - - -
Apprenticeship
Programs

Subtotals - 8.0 - - - - - - - -

Entrepreneurship Development

Tatak Tarlac Program 1.2 0.6 - - - - - - - -

Micro and Cottage 3.6 - - - - - - - - -

Industries Financing

Subtotals 4.8 0.6 - - - - - - - -

Tourism Development

Tourism Operations - - 1.3 1.3 - - - - - -

Accreditation

77
Agro-Tourism - - 9.0 9.0 - - - - - -
Industrial Park

Cultural Heritage - - 0.7 0.3 - - - - - -

Preservation

EcoTourism - - 1.0 - - - - - - -
Development
Mechanism

Subtotals - - 11.9 10.6 - - - - - -

Investment and Business Development

Provincial Online - - 0.9 - - - - - - -

Information
Management

Automated Tax - 7.0 7.0 - - - - - - -

Collection System

Investment Linkage - - 3.5 - - - - - - -

Enhancement

Subtotals - 7.0 11.4 - - - - - - -

Transportation and Access

Preparation of the 2.0 - - - - - - - - -

Comprehensive
Provincial and
City/Municipal Traffic
Management Plan

Transportation, Access 0.3 - - - - - - - - -

and Road Safety
Assessment Seminar
for Municipal and City
Leaders

Road Safety Education 0.5 - - - - - - - - -

for Junior and Senior
High School Students

Road Improvements** 408.2 124.2 167.5 136.3 142.4 - - - - -

Subtotals 411.0 124.2 167.5 136.3 142.4 - - - - -

Climate Resiliency and Adaptation Program

Provincial Climate - - - - - - - - - -
Disaster Risk and
climate change impact
Assessment

78
 Provincial Climate - - - - - - - - - -
Disaster Risk
assessment*

Provincial Climate - - - - - - - - - -
Change Impact
Assessment*

Capacity building for - - - - - - - - - -

adaptation and
resilience*

Subtotals - - - - - - - - - -

Carbon foot print reduction Program

Carbon Foot Print - - - - - - - - - -

Reduction

Development of E- - - - - - - - - - -
vehicles for mass
transportation
(Transportation and
hubs such as Tarlac
City)*

Establishment of - - - - - - - - - -
Provincial Recycling
plants*

Energy Saving - - - - - - - - - -
Practices Information
Campaign*

Subtotals - - - - - - - - - -

Institutional Development Program

Organization 3.5 - - - - - - - - -
Optimization

Capacity Building - 0.5 - 1.5 0.5 - - 0.5 - 2.0

MIS Improvement - 9.3 9.3 9.3 - - - - - -

Sattelite Offices - - 20.5 20.5 - - - - - -

Subtotals 3.5 9.8 29.8 31.3 0.5 - - 0.5 - 2.0

Grand Total 724.9 418.3 482.0 397.7 342.9 209.8 170.1 170.6 120.1 122.1

Based on historical trends, reading of the political situation and insights of the local finance committee, the
TWG-Finance came up with a 10-year projection of the estimated internally-generated funds available to
PGT for development projects. The projections are shown below:

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 Table 21. Projected Funds Availability for Development Projects
Year

Account 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Receipts

Tax Revenues 157 166 175 184 193 203 212 221 230 239

Non-tax Revenue 662 729 797 865 933 1,001 1,068 1,136 1,204 1,272

IRA 1,479 1,564 1,649 1,733 1,818 1,902 1,987 2,072 2,156 2,241

Total receipts 2,298 2,460 2,621 2,783 2,944 3,106 3,267 3,428 3,590 3,751

Expenditures

Services 309 300 292 283 275 266 258 249 241 232

Maintenance and 1,230 1,324 1,418 1,512 1,605 1,699 1,793 1,887 1,981 2,075
Other Operating
Expense

Financial and Other 30 37 44 33 35 37 39 39 38 39

Expenses

Total Expenditures 1,569 1,661 1,754 1,827 1,915 2,003 2,090 2,175 2,260 2,346

Excess/(Deficit) 729 799 867 955 1,029 1,103 1,177 1,253 1,330 1,405

80
 Table 22. Net Funds Availability for Development Projects, Provincial Government of Tarlac (in Million Pesos), 2008-2017
Year

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Total Funds Required 724.9 418.3 482.0 397.7 342.9 209.8 170.1 170.6 120.1 122.1

Excess/(Deficit) of Revenues Over Expenditures 729.07 798.84 867.29 955.28 1,028.84 1,102.71 1,177.38 1,253.08 1,330.28 1,405.24

Less: Local Disaster Risk Reduction Fund 100.20 106.22 112.24 118.26 124.28 130.31 136.33 142.35 148.37 154.39

Less: 5% Allowance for Other Expenditures 36.45 39.94 43.36 47.76 51.44 55.14 58.87 62.65 66.51 70.26

NET FUNDS AVAILABLE FOR PROJECTS 592.42 652.68 711.68 789.25 853.11 917.27 982.19 1,048.08 1,115.40 1,180.58

81
 4.1.3.2. Financial Requirement vs. Availability of Funds
Table 11 summarizes the net result of applying the financial requirements against the projected funds
available.
Table 23. Financial Requirements of Proposed Projects vs. Projected Provincial Funds Availability (in
Million Pesos), Province of Tarlac, 2009-2017
Year

2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Total Funds 724.9 418.3 482.0 397.7 342.9 209.8 170.1 170.6 120.1 122.1
Required

Less: Net 592.42 652.68 711.68 789.25 853.11 917.27 982.19 1,048.08 1,115.40 1,180.58
Available
Funds

Excess/(Deficit) (132.52) 234.42 229.71 391.55 510.24 707.49 812.07 877.46 995.28 1,058.46

If all of the new/additional proposed programs/projects are implemented beginning 2018, Tarlac is
projected to have a deficit on such year; but is expected to have a surplus beginning 2019.

4.1.3.3. Financing the Deficit

The resulting deficit is fairly low considering the surplus on the next years. Hence, deferring
some projects in 2018 to the following year will resolve such deficit. Based on the analysis
done, deferring half of the road projects funded by the PGT will resolve to a positive funding.
This will result in Table 65.
Table 24. Net Results of Application and Availability of Funds with Postponed Expenditures (In Million
Pesos), 2009-2017
Year

Total Funds Required 520.8 622.4 482.0 397.7 342.9 209.8 170.1 170.6 120.1 122.1

Less: Net Available

Funds 592.4 652.6 711.6 789.2 853.1 917.2 982.1 1,048.0 1,115.4 1,180.5
2 8 8 5 1 7 9 8 0 8

Excess/(Deficit) 71.58 30.32 877.46 995.28

229.7 391.5 510.2 707.4 812.0 1,058.4
1 5 4 9 7 6

4.1.3.4. Recommendations
• Immediate review and update of revenue projections by the local finance committee for
fine-tuning of financial projections
• Implementation of the proposed update/revision of market values/assessed values of real
properties
• Implementation of the proposed project to collect delinquent tax accounts
• Regular updating of the PDIP to identify additional projects; and
• Adoption of a planning calendar by the Local Finance Committee and PPDO to make this
exercise more responsive to the needs of the province
• Preparation of timely financial reports to ensure that forecasts are met or should be revised
accordingly.

83