The Simplified CDP Process

The Simplified CDP
Process
Planning
Mandates &
the Code-
WHY
should LGUs
Mandated
plan? Plans
Two Comprehensive Plans
Mandated in the LGC
Sec. 20 (c), RA 7160
The local government units shall,
in conformity with existing laws,
continue to prepare their
respective comprehensive land
use plans enacted through zoning
ordinances which shall be the
primary and dominant bases for
Comprehensiv the future use of land resources:
e Land Use Provided, That the requirements
for food production, human
Plan (CLUP) settlements, and industrial
expansion shall be taken into
consideration in the preparation of
such plans.
The CDP:
“Each local government unit
shall have a comprehensive
multi-sectoral development
plan to be initiated by its
development council and
approved by its sanggunian.”
(Sec. 106, RA 7160)

Section 16, RA 7160
• General Welfare. - Every local government unit shall exercise the powers expressly granted,
those necessarily implied therefrom, as well as powers necessary, appropriate, or incidental
for its efficient and effective governance, and those which are essential to the promotion of
the general welfare. Within their respective territorial jurisdictions, local government units
shall ensure and support, among other things, the . . .
1 2
Preservation & enrichment of 3

4
culture Promotion of health & Enhancement of the right of the Encouragement & support for the
safety development of appropriate scientific
people to a balanced ecology
& technological capabilities
5 Improvement of
public morals 7
6 Promotion of full
Maintenance of peace &
order employment
8
9Preservation of comfort & convenience Enhancement of economic
of the inhabitants prosperity & social justice
CDP/C
LUP
The Rationalized Simplified
Local Planning
System
CDP
Process
HOW
Is the CDP
Prepared?
Approach to the CDP Formulation Process
 Participatory  Consultative  Inclusive
 Synchronized with the budgeting calendar
 Provides for opportunities for multi-stakeholder participation in

every step of the comprehensive development planning process
through:
 Mobilization of the LDC and its sectoral and functional committees;

 Interface between national government agencies;
 Complementation between and among the Province and its component
cities and municipalities
LOCAL PLANNING
STRUCTURE
Sec. 109, Sec. 112,

RA 7160 RA 7160
POLITICAL COMPONENT TECHNICAL COMPONENT
LOCAL LOCAL LOCAL SECTORAL &

DEVELOPMENT SANGGUNIAN SPECIAL FUNCTIONAL
COUNCIL BODIES COMMITTEES
LOCAL CHIEF EXECUTIVE
PUNONG BARANGAYS*
CONGRESSMAN OR
REPRESENTATIVE
CSOs/POs/ PS
 Formulate development plans and policies;
LDC IN  Formulate public investment programs;
 Appraise and prioritize programs and projects;
PLENARY  Formulate investment incentives;
 Coordinate, monitor and evaluate implementation of development programs and projects.
Barangay Development Councils:
 Mobilize people’s participation in local development functions;
 Prepare barangay development plans;
 Monitor and evaluate implementation of national or local programs and projects.
 Represent the LDC when it is not in session;

EXECUTIVE  Ensure that the LDC decisions are faithfully carried out and act on matters needing immediate
COMMITTEE attention by the LDC;
 Formulate plans, policies and programs based on principles and priorities laid out by LDC.
 Provide technical support to the LDC;

SECRETARIAT  Document proceedings;
 Prepare reports;
 Other support functions as may be necessary.
 Assist the LDC in the performance of its functions;

 Provide the LDC with data and information essential to the formulation of plans, programs
SECTORAL OR and activities;
 Define sectoral or functional objectives, set targets and identify programs, projects and
FUNCTIONAL activities;
COMMITTEES  Collate and analyze data and conduct studies;
 Conduct public hearings on sectoral planning, projects and activities;
 Monitor and evaluate programs and projects; and
 Perform functions assigned by the LDC.
Sectoral Committees
Core Technical Expanded Technical Full-blown Technical

Working Group Working Group Working Group
“Must be there” “Nice to have around” “The more, the
merrier”
Composed of Local Other LGU officials, national Other groups and individuals,
Government officials government agencies mainly from non-government
and functionaries operating in the locality, and sectors, who have a stake in
whose tasks and important non-government local development in whatever
responsibilities organizations with functions capacity, enrich and enliven the
address the concerns and advocacies touching on full-blown committee’s
of the particular the concerns of the particular deliberations with their varied
sector directly or sector. When added to the views, agendas, and advocacies
indirectly. core TWG the resulting body
becomes the Expanded TWG.
Suggested Composition of Sectoral Committees
CORE TECHNICAL EXPANDED TECHNICAL FULL-BLOWN SECTORAL
WORKING GROUP WORKING GROUP COMMITTEE
LPDO, SWDO, POSO, CTWG + Police Chief, Fire ETWG + Sports Organizations,
LDC Rep (Barangay), Marshall, Local Civil Religious Leaders, Labor
SOCIAL LDC Rep (CSO), Registrar, PCUP, Nutrition groups, Senior Citizens, Media
District Supervisor, Officer, Housing Board Rep, Reps, YMCA/YWCA, Civic
PTA Federation, NSO, Manager of GSIS/SSS Organizations, School
Sanggunian Rep Principals, Charitable
Organizations
CTWG + DTI Rep, Chamber of
PESO, Agriculturist,
Commerce & Industry, Trade
Tourism officer, Coop
Unions, Bank Managers, ETWG + Lions club, Jaycees,
ECONOMIC Development Officer,
Market Vendors, Sidewalk Rotary Club, Academe, other
LPDO Staff, LDC Rep
Vendors, Cooperatives, interested individuals/
(Barangay), LDC Rep
Transport Organizations groups
(CSO), Saggunian Rep
Local Engineer, Zoning CTWG + Electric Coop Rep.,

ETWG + Other interested
Officer, LPDO Staff, Water District Rep., Real
PHYSICAL/ groups and individuals
LDC Rep (Barangay), Estate Developers,
LAND USE
LDC Rep (CSO), Professional Organizations,
Saggunian Rep, Local Telecommunication
Architect Companies, Academe
Suggested Composition of Sectoral Committees
CORE TECHNICAL EXPANDED TECHNICAL FULL-BLOWN SECTORAL

WORKING GROUP WORKING GROUP COMMITTEE
ENVIRON- MPDO Staff, LDC CTWG + Sanitary ETWG + Environmental

MENTAL Rep. (Barangay), Inspector, C/PENRO, Advocates, other
MANAGE- LDC Rep (CSO), FARMC Reps, BFAR interested groups and
Head of General Rep., Heads of private individuals
MENT
Services, Hospitals, Academe
C/PENRO,
Sanggunian Rep.
INSTITU- MPDO Staff, LDC CTWG + HRDO, ETWG + Religious

TIONAL Rep. (Barangay), Treasurer, Budget groups, Good
LDC Rep (CSO), Officer, Assessor, Governance Advocates,
Local Academe Other interested groups
Administrator, & individuals
Sanggunian Rep
THE COMPREHENSIVE DEVELOPMENT PLAN
(CDP)
• The Comprehensive Land Use Plan (CLUP) and the
CDP are distinct and separate but both are the only
Plans mandated by LGC of 1991
• The term “comprehensive” in the CLUP is

understood in its geographical, territorial sense,
while the term “comprehensive” in the CDP has to
be understood in the sense of “multi-sectoral”
development. Yet, the two plans are intimately
related.
Figure III.
Relationship of
City/Municipal
Plans
(Source: CDP
Guidebook, chart
based on the
original design of
Prof. Ernesto
Serote)
Organize and Mobilize the Planning Team (Step 1)
Review Vision and Revisit Plans (Step 2)
Review Vision and Revisit Plans (Step 2)
INTERCHANGEABLE Generating New 4a
1 Setting 2 Determining Information (Observed
Conditions) Extracting
the Current Reality Intelligence
Vision in the LGU 3
4b
Determining Vision –
Plan Monitoring Determining
11
Reality Gap
& Evaluation Policy Options
Implementing the 5
Plan/ Enforcing SIMPLIFIED
10 Setting Goals,
Regulations PLANNING Objectives &
PROCESS Targets
9 Executive-
Budgeting Legislative
Priorities
8
Investment
Screening of PPAs/
Programming Structuring
Legislations
6 Solutions
7
SIMPLIFIED COMPREHENSIVE DEVELOPMENT
PLANNING PROCESS
Generating New
Determining
Step Setting the Step Information
Current
1 (Observed Step
Vision 2 Reality in the
Conditions) 3
LGU
 Data requirements Determining Vision –
and sources for social, Reality Gap
economic,
 A desired state or scenario environmental,
of the LGU and its people. infrastructure,
institutional
 Stakeholders’ shared development  How large the difference is
image of the LGU’s future. sectors between the ideal state of
the LGU and the existing
 Keeps the LGU in its  Ecological Profiling to situation
course despite changing determine current
demands of constituents realities  How near the current
and shifting political and
situation in the LGU is to
economic forces.
the vision as defined by the
constituents and the LGU.
Prepare Ecological Profile and Structured List (Step 3)
Rationalized Planning Indicator and Data Set (RaPIDS)
• The RaPIDS is a tool developed under the LGU PFM 2 Project that aims to guide local
planners in identifying development indicators that specifically applies to their LGU’s
needs and characteristics.
• RaPIDS still follow the principles of the LDIS which is based on the LGU’s Vision and
success indicators.
• RaPIDS only updated the indicators to make them consistent with those required and
accepted by NGAs and international institutions.
• It also added several indicators required by recent statutes such as DRR/CCA

indicators and indicators used to articulate certain thematic and sectoral concerns
such as gender and conflict sensitivity.
• Indicators for specific ecosystems are also identified. RaPIDS aims to address the issue on data
gathering by helping planners identify indicators that apply to them and those that they really
need as compared to prescribing a one size fits all data set which makes data gathering very
challenging at the onset.
• It also has specific indicators that LGUs may need should they have particular development
thrusts such as indicators for tourism development and indicators that can help LGUs identify
PPAs to make themselves more business-friendly.
PLANNING PROCESS
Determining Step Setting Goals, Step

Step 5
Objectives &
6 Structuring
Policy Targets Solutions
4 Options
Translates the gaps  Transforming goals
into solutions to actions
 An end toward which all future  Clustering of

 Guide to actions to carry
actions specified interventions:
out the objectives or
in the plan are directed.
achieve the targets.
•Programs or
 A set of criteria for evaluating projects
 Policies can take the form
alternative strategies and •Services or
of:
approaches •legislations
•regulatory measures
(legislation)
 A standard for measuring the
•programs, projects,
success or failure of each action
activities and services
PLANNING PROCESS
Step
Screening of PPAs/ Step Investment Step
Budgeting
7 8 9
Legislations Programming
 Links plan to the budget UBOM

 Sifting of Interventions
 Can use investible portion of AIP-based
 Determining Ownership LDF for development programs
not just 20% IRA Submitted to the
 Urgency Test
Sanggunian
 Determines available (October 16)
 Testing CCC Resources
(RedundancyTest)
 Matching and iteration
 GAM (goal-achievement
matrix)  Submitted to the Sanggunian
(August 30)
Prepare Local Development Investment Program (Step 4)
• The Local Development Investment Program (LDIP) is the

principal instrument for implementing the CDP. It is a document
that translates the CDP into programs and projects and selects
those that will be picked up by the LGU for funding in the annual
general fund budget or through special fund generation
schemes.
• The LDIP should have a time frame of three (3) years. Its
annual component is what is referred to as the Annual
Investment Program (AIP). The preparation of the LDIP is
mentioned as one of the basis for the budget document in the
Department of Budget and Management’s (DBM) Budget
Operations Manual (BOM) for Local Government Units.
• This step is where the convergence of the OAs and their

counterparts at the local level comes into play
The LDIP
•The Local Development Investment Program (LDIP) is
the principal instrument for implementing the
Comprehensive Development Plan.
•It is a document that translates the CDP into programs
and projects and selects those that will be picked up
by the LGU for funding in the annual general fund
budget or through special fund generation schemes.
•The LDIP should have a time frame of three (3) years.
The LDIP
•(The investment program) serves as the link between

the plan and the budget, thus putting into effect the
directive of the Local Government Code that says:
“local budgets shall operationalize approved local
development plans” (Sec. 305 (i), RA 7160)
•its annual component is what is referred to as the

Annual Investment Program (AIP).
Terms and concepts
•What is “Local development”?
Local development pertains to the mandates and responsibilities of LGUs as
defined in Sections 16 and 17 of the Local Development Code (RA 7160). The
local development component of the LDIP, therefore, consists of the following:
a) projects that are in pursuance of the LGU’s exercise of its powers and
discharge of its duties and functions necessary for effective governance and
essential for the promotion of the general welfare;
b) projects that are in pursuance of functions traditionally performed by national
government agencies but which have already been devolved to LGUs; and
c) projects that are necessary, appropriate or incidental to the effective and
efficient provision of the basic services and facilities enumerated in Section
17 of RA 7150.
Terms and concepts
•What is an “Investment program”?
Investment program in public finance is a program for
utilizing the investible portion of the local budget.
The investible portion of the local development fund is
that component of the local budget which will be
earmarked for financing the priority programs and
projects in the AIP; while the remaining portion will go
into financing the costs of functions and services of the
different LGU offices and departments.
Terms and concepts
•“Local development fund”
a) 20% of the IRA
b) Non-office maintenance and other operating
expenses (e.g., balloons, T-shirts for sports fests and
office anniversary, streamers and banners, etc.)
c) Non-office capital outlay (draperies, microwave oven,
refrigerator and other equipment that are not
essential for the delivery of services of a particular
office or department)
Terms and concepts
•“Local development fund”
The local development fund DOES NOT INCLUDE
that portion of the local budget which is consumed
by the local government machinery for salaries,
wages and other personnel costs, office
maintenance and other operating expenditures, and
office capital outlay.
Streams in preparing the LDIP
•the process of preparing the ldip consists of three (3)
streams:
stream 1 – this involves the preparation of a ranked list of
programs and projects with their individual and cumulative
cost estimates.
stream 2 – this has to do with determining available funds for
investment; and
stream 3 – this necessitates matching the fund requirements
with projected funds available and deciding on financing
options should the funds available are insufficient.
Stream 2: Determining Investible Funds
“The Local Finance Committee, composed of the LPDC, the

Budget officer and the Treasurer, is charged with the setting of
the level of the annual expenditures and the ceilings of
spending for economic, social and general services based on
the approved local development plans. (Sec. 316 (c), RA
7160).”
The process of determining the level of investible funds must be done in a
transparent manner with all the assumptions and considerations clearly defined.
The number of public projects that an LGU can finance depends on the following:
1. Revenue level of the LGU

2. Level of recurring local government operating
expenditures
3. Current public debt level
4. Statutory debt ceiling
5. Potential sources of additional revenue available
for investment project financing
Step 1: Collect appropriate revenue data and determine historical trends:
a. Collect data on revenue and expenditures for the past 3 – 5 years.
b. Analyze the historical trends in terms of the average annual growth rate.
Step 2: Collect appropriate operating expenditure data including existing debt service and determine
historical trends.
a. Operating expenditures include the following:

i. Personal Services, including social charges (PS)
ii. Maintenance and other operating expenses (MOOE), such as office supplies, utilities (power, water,
telecommunications), office equipment and miscellaneous expenses.
b. Historical analyses need to be done on the following expenditure items.

i. General Public Services
ii. Social Services
iii. Economic Services
iv. All Others
Step 3: Establish structural relationships of revenue and expenditure items to population and
economic development.
Among the key factors that must be considered in assessing structural relationships between revenue
and expenditure items are the following:
a. Overall national and regional economic picture, including development trends;

b. Demographic shifts; and
c. Changes in the local market, particularly in the local labor market.
Step 4: Project future recurring revenue and operating expenditure levels
Future recurring levels can be projected based on a careful assessment of all probable factors that affect
each revenue source.
a. RPT collection should be projected separately because of its large contribution to LGU revenue
sources; and because real properties will be the main beneficiary of LGU investments in terms of
increased values.
b. Business fees and licenses, other taxes, services and operations, and all others can be projected
using either the historical growth rates (with or without adjustments) or using computed elasticities
and assumed per capita income growth rates.
Future recurring levels can be projected based on a careful assessment of all probable factors that affect
each revenue source.
a. RPT collection should be projected separately because of its large contribution to LGU revenue
sources; and because real properties will be the main beneficiary of LGU investments in terms of
increased values.
b. Business fees and licenses, other taxes, services and operations, and all others can be projected
using either the historical growth rates (with or without adjustments) or using computed elasticities
and assumed per capita income growth rates.
c) Future normal recurring expenses can be projected using either of the following techniques:
i. the historical 3 to 5 – year annual average expenditure increase; or
ii. the historical average expenditure per unit of output in the case of LGU business enterprises.
Step 5: Compute the financial surplus available for the financing of new investments.
The following computational procedure can be used to establish the new investment financing capacity
of the LGU.
Projected Revenues
Deduct projected operating expenditures

Deduct existing debt service requirements
Balance is the amount available for new investment financing

Step 5: Compute the financial surplus available for the financing of new investments.
Stream 3: Formulating the Financing Plan
Step 1: 1st Round Matching – The purpose of this matching is to determine:
a. how many of the approved projects can be funded from regular sources for the 3 – year period; and
b. how many may have to be financed from other sources.

Step 2: LDC evaluates the ranked list of projects with their individual and aggregate cost
estimates.
a. The LDC approves the final list of projects when a proper match is attained between total
project cost and available funds on a year-by-year basis through a vote or consensus.
b. The LPDO then prepares the investment program.
c. If the aggregate cost is more than the amount of available investible funds, the LDC
deliberates on and decides what financing approach to take.
Step 3: The LPDO prepares the 3 – year investment program and submits the draft LDIP to the
LCE;
Step 4: The LCE endorses the draft LDIP for adoption;
Step 5: The Sanggunian deliberates on the draft LDIP;
Step 6: The Sanggunian, through a resolution adopts the 3 – year investment program or LDIP.
Preparing the AIP
• In accordance with the provisions of JMC No. 001 series of 2007, the LDC shall cull out the AIP from
the current slice of the LDIP, which upon approval of the Sanggunian, shall serve as the basis for
preparing the Executive Budget.
• The LDC shall endorse the AIP to the local budget officer for the budget preparation and in determining
the annual budgetary allocations for PPA vis-à-vis allocations for other purposes as indicated in the
AIP Summary Form.
Preparing the AIP
Comprehensive Development Plan
Development (CDP)
Planning
(January-
December of
Structured List of Programs, Projects
Election Year)
and Activities (PPAs)
Stream 1
Stream 2
 Prioritization of PPAs using
tools (CCC, Urgency Test, New Investment Financing  The LTO will
Resource Impact and GAM Potential (Net amount of Revenue provide the
Analysis) Revenue Forecast
Forecast minus Forward Estimates of
 Planning Team & LDC Expenditures) for 6 years and the
LBO will provide
the corresponding
Ranked List of forward estimates
PPAs Local Resource Mobilization of expenditures to
Conservative Program (LRMP) (Additional Funds net out the New
Approach – cut the from improved Fiscal Management) investment
list of PPAs to work Financing
within the New Developmental Potential
Investment Approach – find
Financing Potential other sources of  LFC + LDC
only funds
Other Financing Options

NO (Additional funds from Borrowings,
Bond flotations, PPPs)
Stream 3
Matched?
Investment
YES
Programming
(January-June
 If a match has been made, the LPDC
07 of ensuing 3-Year Local Development prepares LDIP with its corresponding
year) Investment Program (LDIP) RMP and/or Financing options to be
approved by the LDC and endorsed to the
Sanggunian for adoption
Annual Investment Program  LPDC prepares the AIP (annual
(AIP) slice of the LDIP) for approval by
the LDC and submits to the
Sanggunian for adoption
Annual Budget
Budgeting
(June – December of
every year)
Prepare needed implementation instruments (Step 5)
PLANNING PROCESS
Implementing the Step Plan Monitoring
Plan/ Enforcing 10 & Evaluation Step
Regulations 11
 Effects of the utilization of the outputs

produced
 Execution of the
 Contribution of the outputs to the
Budget realization of development goals
(project impacts);
 Determines impacts of public sector

planning interventions (programs,
projects, services and regulatory
measures); and impacts of private
sector investments on the local area
and population.
CLUP-CDP Interface
VISION ELABORATION SPECIFICATION
OF ENDS OF MEANS
Element PHYSICAL PLANNING SPATIAL
STRATEGIES
Descriptors GOALS CLUP
LOCATION
Success
Indicators PRINCIPLES
 Settlement
C D P  Protection
VISION –
REALITY GAP SECTORAL SECTORAL  Production
GOALS OBJECTIVES  Infrastructure
CURRENT
REALITY
Whatever it What can be DEVELOPMENT
takes to reasonably  Policies
• Ecological Profile
• Statistical close the done in 3  Strategies
Compendium gap years  Programs
• Thematic Maps
 Projects
 Legislations
CONTENTS OF THE CDP
 PRELIMINARY PAGES
 Resolution adopting the CDP
The
Simplified  Foreword
CDP Process  Acknowledgement
 Table of Contents
 List of Tables
 List of Figures
 List of Boxes
 Quick Facts about the LGU
 Matrix of Local Development Indicators
CONTENTS OF THE CDP
 COMPREHENSIVE DEVELOPMENT
PLAN
 Vision
The  Vision – Reality Gap Analysis
Simplified
CDP Process
 Cross-Sectoral and Special Issues and Concerns
 Sectoral Development Plans
o Social Sector Development Plan
o Economic Sector Development Plan
o Infrastructure and Land Use Sector
Development Plan
o Environmental Management
o Institutional Sector Development Plan
CONTENTS OF THE CDP
 Contents of Each Sectoral Development Plan
The o Introduction
Simplified o Goals and Objectives / Targets
CDP Process o Objectives
o Strategies
o Programs and Projects
o Legislative Requirements
o Project Ideas or Project Briefs
 LOCAL DEVELOPMENT INVESTMENT

PROGRAM
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The Simplified CDP Process

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The Simplified CDP Process

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The Simplified CDP

(Sec. 106, RA 7160)

Preservation & enrichment of 3

 Synchronized with the budgeting calendar

 Provides for opportunities for multi-stakeholder participation in

 Mobilization of the LDC and its sectoral and functional committees;

Sec. 109, Sec. 112,

POLITICAL COMPONENT TECHNICAL COMPONENT

LOCAL LOCAL LOCAL SECTORAL &

LOCAL CHIEF EXECUTIVE

 Represent the LDC when it is not in session;

 Provide technical support to the LDC;

 Assist the LDC in the performance of its functions;

Core Technical Expanded Technical Full-blown Technical

Local Engineer, Zoning CTWG + Electric Coop Rep.,

CORE TECHNICAL EXPANDED TECHNICAL FULL-BLOWN SECTORAL

ENVIRON- MPDO Staff, LDC CTWG + Sanitary ETWG + Environmental

INSTITU- MPDO Staff, LDC CTWG + HRDO, ETWG + Religious

• The term “comprehensive” in the CLUP is

• It also added several indicators required by recent statutes such as DRR/CCA

Determining Step Setting Goals, Step

 An end toward which all future  Clustering of

 Links plan to the budget UBOM

• The Local Development Investment Program (LDIP) is the

• This step is where the convergence of the OAs and their

•(The investment program) serves as the link between

•its annual component is what is referred to as the

“The Local Finance Committee, composed of the LPDC, the

1. Revenue level of the LGU

a. Collect data on revenue and expenditures for the past 3 – 5 years.

a. Operating expenditures include the following:

b. Historical analyses need to be done on the following expenditure items.

a. Overall national and regional economic picture, including development trends;

i. the historical 3 to 5 – year annual average expenditure increase; or

Deduct projected operating expenditures

Balance is the amount available for new investment financing

b. how many may have to be financed from other sources.

b. The LPDO then prepares the investment program.

Step 4: The LCE endorses the draft LDIP for adoption;

Step 5: The Sanggunian deliberates on the draft LDIP;

Other Financing Options

 Effects of the utilization of the outputs

 Determines impacts of public sector

 Contents of Each Sectoral Development Plan

 LOCAL DEVELOPMENT INVESTMENT

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