Understanding

the CDP Process

 Current State of Local Planning in the LGU

 Active Local Development Council (LDC)

 Supportive Sanggunian

REGION/
PROVINCE
 Presence of
BARANGAY/ CITY/ vertical linkages
MUNICIPALITY
 Current State of Local
LGUsPlanning in the LGU
 Presence of horizontal linkages
Sectoral plans

CDP BUDGET

 Strong plan – to – budget linkage

 Conduct of periodic M&E

Photo From www.philippinecharities.com
 Performing planning functions involves
addressing the following issues:

CDP
/
CLU
P

WHO WHY HOW WHAT

should be should LGUs are plans are the tools for plan
involved in plan? prepared? implementation?
planning?

LOCAL PLANNING SYSTEM

 LOCAL PLANNING
STRUCTURE

Sec. 106, 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
 The Local Planning Structure

• Political Component • Technical Component

1. Policy making body that 1. Supplies the technical

defines the content and content and process of
direction of local local planning
government
2. Its principal function is to 2. It generally has no decision
deliberate to make making powers
decisions or lay down
policies
 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 Registrar, Religious Leaders, Labor
SOCIAL LDC Rep (CSO), District PCUP, Nutrition Officer, groups, Senior Citizens, Media
Supervisor, PTA Housing Board Rep, NSO, Reps, YMCA/YWCA, Civic
Federation, Sanggunian Manager of GSIS/SSS Organizations, School
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/ groups
(Barangay), LDC Rep
Transport Organizations
(CSO), Saggunian Rep

Local Engineer, Zoning CTWG + Electric Coop Rep.,

ETWG + Other interested
Officer, LPDO Staff, LDC Water District Rep., Real Estate
PHYSICAL/ groups and individuals
Rep (Barangay), LDC Developers, Professional
LAND USE
Rep (CSO), Saggunian Organizations,
Rep, Local Architect Telecommunication 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
 Planning Mandates
& the Code-
WHY
should LGUs
mandated Plans
plan?
 Planning Implication for the LGU

As a POLITICAL SUBDIVISION of the National Government:

LGUs are in charge of the management of its entire

geographical territory for & in behalf of the national
government
As a CORPORATE ENTITY, LGUs are responsible for:
 Representing its inhabitants;
 Promoting the general welfare among the inhabitants within
its territorial jurisdiction, (Sec. 16, RA 7160) and
 Delivering basic services & facilities to enable its inhabitants
to develop fully into self-reliant communities (Sec. 17, RA
7160)
 Planning Mandates of LGUs
CLUP
10 years
Spatial
“Comprehensive” encompassing territorial
jurisdiction between land and water
Defines the policy direction for the use of
land resources within territorial jurisdiction
Accounts for available supply of land
resources
Has four (4) policy areas: production,
settlements, protection and infrastructure
Diagrams the desired physical pattern of
growth of the locality
Invariably takes a long time to carry out
CDP
6 years
Sectoral
“Comprehensive” embracing all development
sectors and sub-sectors and concerns of
each
Outlines specific application of the available
land resources
Demand for land resources based on sectoral
development goals
Covers 5 development sectors: social,
economic, physical, environmental,
institutional
Provide convergence mechanism to integrate
NGA’s plans with local plans
Short timeframe and should be used as a
medium to implement the CLUP
NGA-mandated plans
CDP CDP +
 CDP+
Mainstreaming DRR and CCA in
the Comprehensive Development
Plan
CDP CDP +
HOW
?
 Utilizing our
imate Disaster Risk Assessment Resu
Comprehensive Development Planning Process
CDP+ Process
Mainstreaming CCA-DRRM in CDP
Mainstreaming Thematic Concerns in the Local
Planning Process
Harmonization Framework of CLUP, CDP and CDRA
Mainstreaming DRR-CCA in the CDP Process
PLANNING FRAMEWORK
 AIP and Annual Budget Legislative Support Measures

• Improved public services

• New or improved public • Increase private sector investment in local
OUTPUTS facilities/infrastructure economic and social development
• Increase public awareness and participation

• Change in social and economic well-being of residents

OUTCOMES
• Change in configuration and quality of the physical environment
• Change in local institutional capabilities
The CDP Development Sectors & Sub-sectors
SOCIAL DEVELOPMENT ECONOMIC DEVELOPMENT

1. Population (Size, growth, distribution) 1. Primary Sector

2. Social Services & Status of Well-being o Agricultural crops
o Education, culture, recreation o Livestock
o Health o Fisheries (inland, brackish, marine)
o Welfare o Forestry
o Housing 2. Secondary Sector
o Social Services o Mining & quarrying
o Manufacturing
o Construction
o Electricity, Gas, Water utilities
3. Tertiary Sectors
o Wholesale & retail trade
o Transportation & communication
o Finance, insurance & related services
o Real estate
INSTITUTIONAL DEVELOPMENT o Community & personal services
o Tourism
1. Organization & Management 4. Informal Sectors
2. Fiscal Management
3. Legislative Output
4. LGU – NGO – PO Linkages
The CDP Development Sectors & Sub-sectors
INFRASTRUCTURE DEVELOPMENT ENVIRONMENT & NATURAL RESOURCES

1. Economic Support 1. Lands

o Irrigation systems o Lands of the public domain
o Power generation (mini-hydro) o Private and alienable & disposable lands
o Roads, bridges, ports o Ancestral domain
o Flood control & drainage 2. Forest Lands
o Telecommunications o Protection forests
2. Social Support o Production forests
o Hospitals 3. Mineral lands
o Schools o Metallic / Non-metallic mineral lands
o Public socialized housing 4. Parks, wildlife & other reservations
o Facilities for ages, infirm & disadvantaged 5. Water resources
o Waterworks & sewerage o Freshwater (ground, surface)
3. Administrative support 6. Air quality
o Government buildings 7. Waste management
o Jails o Solid waste
o Freedom parks & public assembly areas o Liquid waste
o Toxic and hazardous
 CDP/

The Rationalized
Local Planning
CLUP
Local
Plannin
System

HOW
are plans g
prepared? Process
 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
PLAN TO BUDGET PROCESS

BUDG
CDP ELA LDIP AIP ET
 Authority
The Rationalized
Local Planning
System
Levers /
WHAT Tools for
are the tools for plan
implementation? Plan
Implemen
tation
  REGULATIONS

 Zoning

The Rationalized
Local Planning
 Subdivision Regulation
System

 Building Regulation

 Environmental Law
Enforcement
  TAXATION

 Basic Taxes

The Rationalized  Special Levies on Property

Local Planning
System

 Special Education Fund

 Idle Lands Tax

 Special Benefit Levy

 PUBLIC INVESTMENTS
 Local Development Investment
Program
The Rationalized
Local Planning  Annual Investment Program
System

 NGA Programs and Projects

  PRIVATE SECTOR INVESTMENT
INCENTIVES
 Fiscal Policies,
e.g. tax breaks

The Rationalized
Local Planning
System

 Joint venture

 Build – Operate -
Transfer
CDP+ Process
Mainstreaming CCA-DRRM in CDP
SETTING/REVISITING
THE VISION
THE ENHANCED CDP CYCLE
 What is a Vision?

❑ A desired state or scenario of the LGU and its people

❑ Stakeholders’ shared image of the LGU’s future

❑ Describes what the LGU wants to become or where it wants to go

❑ Serves as an inspiration and a guide to action

❑ Keeps the LGU in its course despite changing demands of constituents

and shifting political and economic forces
 VISION answers this question:

How do you see your LGU in the future?

 Why is it important for an
LGU to have a vision?

It is important for an LGU to set its vision because its serves as:
❑ an end toward which all future actions specified in the plan
are directed;
❑ criteria for evaluating alternative strategies, approaches and
policies; and
❑ standard against which success of each action is measured.
 Characteristics of a Good Vision

LONG-TERM. It covers a fairly long time horizon.

INSPIRING. It should encourage commitment and inspire enthusiasm.
It should be powerful and compelling so that the people concerned can
relate to it and work hard to achieve it. It should be a driving force even
at trying times. It should capture the imagination, engage the spirit and
inspire performance.

EASILY UNDERSTOOD. It should be well articulated using simple

language.
 Components of a Good Vision

❑ “outward-looking” component - Desired role of the LGU or the best

contribution it can make to the development of the nation

❑ “inward-looking” component - defines the desired conditions of the

following:
 
➢ Local population (social sector)
➢ Local economy (economic sector)
➢ Natural environment (environment sector)
➢ Built form (infrastructure sector)
➢ Local leadership/ governance (institutional sector)
 Who is responsible for
setting the Vision?

❑Everyone in the community has a stake in setting the vision. The

visioning exercise should be a highly participatory process
because it entails determining the desired state or condition of
the place where the people live and make a living.

❑The LDC and its sectoral and functional committees shall be at the
forefront of the visioning exercise.

❑The technical and administrative aspects of the activity, however, shall be the
responsibility of the LPDO.
 When is a Vision developed?

The proper occasion for drafting a vision statement is in

connection with the preparation of the Comprehensive Land Use
Plan (CLUP).

❑The CDP and other short – term plans must NOT have another vision
statement. They should simply adopt the vision in the CLUP and must
contribute towards its eventual realization.

❑The Synchronized Local Planning and Budgeting Calendar suggests that

the LGU vision may be formulated or re-visited within the month of July
during an election year.
 How is a Vision developed?

It may be done through one or a combination of the following:

➢ household surveys
➢ barangay consultations
➢ seminar – workshops
➢ Interviews
 SAMPLE VISION STATEMENT
“Dagupan City: The premiere center of the north for education, information technology,
health, commerce and trade, aquaculture, where a God-loving, empowered and vigilant
citizenry live in a balanced, attractive and safe environment and a globally competitive,
diversified and environment-friendly economy under a firm, decent and progressive
leadership.”

OUTWARD- Dagupan City : The premiere center of the north for education,
LOOKING information technology, health, commerce and trade, aquaculture

with God-loving, empowered and vigilant Qualities of the people as

citizenry individuals and as society

and a globally competitive, diversified and State of the local economy

INWARD- environment-friendly economy
LOOKING
who live in a balanced, attractive and safe State of the natural & built
environment environment

under a firm, decent and progressive Capacity of local government

leadership.” leadership
 SAMPLE VISION STATEMENT
Palo, Leyte: “The prime location of government and IT-BPM centers, the core of culture
and the arts, and the major economic convergence point in the Province of Leyte; with
God-loving and empowered citizenry, in an economically vibrant and disaster resilient
community, served by people-oriented and proactive leaders exercising good
governance.”
OUTWARD- The prime location of government and IT-BPM centers, the
LOOKING core of culture and the arts, and the major economic
convergence point in the Province of Leyte
with God-loving and empowered citizenry Qualities of the people as
individuals and as society

in an economically vibrant State of the local economy

INWARD-
LOOKING
and disaster resilient community State of the natural & built
environment

served by people-oriented and proactive Capacity of local government

leaders exercising good governance. leadership
 2.0
VISION-REALITY GAP
ANALYSIS

Priscella Mejillano, En.P.

Resource Person
June 24, 2019
CDP+ Process
Mainstreaming CCA-DRRM in CDP
Session Objectives:
1. To discuss the vision-reality gap (VRG) and how
to make the vision statement risk-sensitive.
2. To understand how to measure the vision-reality gap.
3. To demonstrate how CDRA is used as source of VRG.
 End-state
Vision -Reality Gap

Current realities or current condition

 Vision – Reality Gap

❑ Measure of the difference between the end state and

the existing situation

❑ Vision-Reality Gap Analyzing VRGs,

Observed Conditions and
Implications
 Vision – Reality Gap

This type of analysis shows:

❑ how large the difference is between the vision or ideal state of the LGU
and the existing situation; or

❑ how near the current situation in the city or municipality is to the vision as
defined by the constituents and the LGU.
 To determine the vision – reality gap for the inward looking
component of the vision:

1. Divide the participants into five (5) sectoral groups: social, economic,
infrastructure, environment and institutional.
2. Review the descriptors corresponding to each sector.
3. Within each sectoral group, formulate as many success indicators for
each descriptor. The success indicators are the specific aspects of the
desired descriptors of each sector.
Success indicators may take the form of inputs, outputs or outcomes.
 Concept Inputs
 Definition of Indicators

 Variables used to measure progress towards goals

 Single numbers, mostly ratios, which permit comparisons
over time and space and have normative or policy
implications
 Direct and indirect measure of progress
Types of Indicators

 Input indicators are measures of resources such as funds, technology

or knowledge applied toward the achievement of goals or targets.
 Output indicators are measures of the product of the application of
resources, e.g. number of classrooms built, number of teachers
trained, etc.
 Types of Indicators

 Final Indicators – measure the effect of an intervention on individuals’ well-being.

Final indicators may be divided into outcome and impact indicators
 Impact Indicators – measure key dimensions of well-being, e.g.
freedom from hunger, literacy, good health, empowerment, security
 Outcome Indicators – capture access to, use of, or satisfaction
with the services provided or received, e.g. access to clean water,
proportion of mothers availing of family planning clinics, volume
and frequency of letters of complaints, etc.
 Policy-  Promotion of Health & Safety
Oriented
Indicators:  Health center in every barangay
 Well-lighted streets
The General
 Drugstores or pharmacies in every barangay
Welfare
 Fire station and fire-fighting equipment in every
Goals municipality
 Widest possible coverage of level III water supply

 Preservation and Enrichment of Culture

 Historical/heritage sites preserved

 Public parks well patronized by the community
 Local festivals observed
 Local and foreign tourism vigorously promoted
  Promotion of Full Employment
Policy-  Optimally utilized farm lands
Oriented
 Availability of non-farm jobs
Indicators:
 Support facilities for informal businesses and
The General
Welfare small enterprises
Goals  Opportunities for self-employment assured
 Investment information and job placement
services available
 Maintenance of Peace and Order

 Adequate facilities for police services (police

headquarters and police outpost
 Well-maintained jails and detention cells
 Facilities to prevent drug abuse available
 Examples of Indicators by Type

Input Output Outcome Impact

Tax on idle Increased Increased self- Increased level of
lands local reliance index of welfare of
imposed on revenues. LGU. residents.
urban vacant
lands. More property Increased
owners invest in economic
improving their prosperity of the
land use. community.
 VISION ELEMENTS ELEMENT DESCRIPTORS SUCCESS INDICATORS

Qualities of the o 0% crime rate

Peaceful
people as
individuals and o Active citizen
as a society Empowered participation in
planning, project
implementation &
monitoring

Highly skilled o Labor force fully

employed

God-loving o 0% crime rate

 VISION ELEMENTS ELEMENT DESCRIPTORS SUCCESS INDICATORS

o Presence of greenbelts
State of the Sustainably o Use of “green” technology
natural & built developed promoted & adopted
environment
Ecologically o Pollution control/
balanced prevention measures
strictly enforced
Nature of the o Increased business
Progressive
local economy permits issued
o Increased in the number
of commercial & industrial
establishments
Capacity and
Well-governed
characteristics of • Transparent
local government • Accountable o Prompt & adequate delivery
leadership • Proactive of basic services
It is useful to use
success
indicators from
the CDRA
document to input
to the Vision-
Reality Gap (VRG)
analysis.

The LGU may regularly conduct CDRA as necessary to build database

to show trend and facilitate M and E of plans and assess whether the
risks were addressed and new risks are prevented.
 Procedure in Vision – Reality Gap
Analysis
1. Review the sectoral descriptors and their corresponding success
indicators generated in connection with the formulation of the vision
statement.
❑Check indicators for the completeness of coverage
❑ See that indicators are expressed in terms of maximum values or superlative
degree.

2. Recall the characterization of the city as presented in the Updated

Ecological Profile or Sectoral Studies, CMCI, Traffic Management Study,
RaPIDS, SGLG, Child-Friendly Indicator, old LGPMS indicators
(governance), SCALOG (if applicable).
 Procedure in Vision – Reality Gap
Analysis
3. If quantified values for both the success
indicators and their equivalent indicators in
the accomplished LDI Matrix are available,
simply subtract the current reality values in
the LDI Matrix from the success indicator
DETERMINING
THE VISION
values.
REALITY GAP:
The difference is the vision – reality gap.
 Procedure in Vision – Reality Gap Analysis
l e 1
Exa mp Current Gap
Success Reality
Indicators quantified values

• 0% 14% 14%
malnutrition
cases
• Safe drinking 90.30% of
DETERMINING water total
THE VISION –
9.70%
accessible to household
REALITY GAP: population
100% of
have access
households to safe
drinking water
 Procedure in Vision – Reality Gap Analysis
p le 2
Exa m Success Indicators Current Gap
Reality
• Housing Facilities and
Public Buildings 100% 80% 20%
compliant to national
standards

• Zero Casualties from

Hazards/Disasters
DETERMINING - Flooding 5 5
THE VISION – - Landslide 20 20
REALITY GAP: - Typhoon 3 3
- Earthquake 0 0
 Procedure in Vision – Reality Gap Analysis

4. If the quantified values are not available, use the

simple CURRENT REALITY RATING SCALE.

The rating should be determined through a

consensus. Then subtract the current reality
DETERMINING
THE VISION – rating from ten (10). The difference is the vision
REALITY GAP: – reality gap.
 CURRENT REALITY RATING SCALE

Rating Interpretation The rating

Absolutely nothing has yet been done about the goal. should be
0 determined
through a
1 Something is already being done to achieve the goal but
consensus.
2 the level of attainment is still on the low side.
Then
3
subtract the
4
current
5 The goal is half accomplished. reality
rating from
6 Goal is more than half-fulfilled but still short of full
7 attainment. ten (10).
8 The
9 difference
is the vision
The goal is completely attained and no further effort is
10 needed. – reality
gap.
 6. Simply subtract the current reality rating you gave from 10.

ASSIGNED ROLE (Outward-Looking) The

p le 3 Globally Competitive difference

is the

Exa m SUCCESS INDICATORS

(Economic)
CURRENT
REALITY RATING
VISION – REALITY
GAP
vision –
reality
gap.
increase in number of
industrial zones 5 5
increase in number of
BPOs 5 5
increase in number of
SMEs engaged in export 0 10
increase in highly skilled
workforce 3 7
Based on the EP-LDIS, FGD and community
validation
 7. For any indicator that you rated other than “10”, determine
the vision-reality gap.

l e 4
Exa mp Inward-Looking
CURRENT The
DESCRIPTOR REALITY VISION – difference
SUCCESS INDICATORS
S RATING REALITY GAP is the
vision –
reality
gap.
GREEN CITY increased agricultural productivity
and sustain food supply 8 2

Economic intensified integration of

agriculture in urban communities 4 6

Infrastructure introduction of sustainable mass

transport system 0 10
Based on the EP-LDIS, FGD and community
validation
Workshop 1 – Vision Reality Gap
 Vision Success Current Gap
Descriptor Indicator Reality
CDP+ Process
Mainstreaming CCA-DRRM in CDP
Determining Current Realities
RAPID/ Map CBMS SGLG Vision-Reality
Gap Analysis
LDI Overlays
System

Observed Conditions

Implications when no Explanations of

intervention is introduced Causative Factors

Policy Interventions

Goal Statements
 Using CBMS for Data Analysis

 The disaggregated and geographically-

defined CBMS data provides tools for
diagnosing and analyzing poverty-related
LOCAL issues.
DEVELOPMENT
INDICATORS
SYSTEM  CBMS data not only depicts the extent of
poverty in an area, but it also establishes
the causes of poverty.

 This is most helpful in determining the

vision-reality gap.
Generating Information from Maps
 Take any pair of thematic maps, say “Existing
Land Use” and “Erosion Areas” in the same
map scale.
 Overlay the two maps and note land uses
that are vulnerable to erosion such as
settlements, agricultural crops, etc.

 Measure the area affected, recording the

actual
location to the nearest
barangay or sitio.

 Present observations in table form.

 Using SGLG for Data Analysis
... An assessment, management and development tool
that enables provincial, city and municipal
governments to determine their capabilities and
limitations in the delivery of essential public services.

 offers techniques for identifying priority performance

and service areas

 assists in determining “areas for action”.

 serves as a useful reference for surfacing issues

 Data and Possible/ Suggested Data
Sector/ Sub- Sources
Data by Sub-Sector Suggested / Possible Sources
sector of Data

Education 1. Educational institutions DepEd Division Office

2. Name of Schools and Location
3. Type of construction materials /
existing condition
4. Total population by age group To be computed using Sprague
Multiplier
5. Enrolment DepEd Division Office
6. Current and past three (3) years DepEd Division Office
enrolment per school, public and
private, by level
7. Drop-out rate DepEd Division Office; may be
computed
8. Literacy of household population National Statistics Office
10 years old and over
9. Total number of teachers employed Individual school, DepEd, CHED,
by sex, per school, per level, TESDA
public and private
 Data and Possible/ Suggested Data Sources
Sector/ Data by Sub-Sector Suggested / Possible
Sub- Sources of Data
sector

Health 1. Livebirths by sex, by barangay Local Civil Registrar

2. Fertility, mortality and morbidity rates Local Health Office; may

also be computed

3. Number of deaths, by sex, all causes, in a calendar Local Civil Registrar;

year primary survey

4. Number of deaths, less than 1 year of age in a Local Civil Registrar; Local
calendar year; number of livebirths in the same year Health Office

5. Ten leading causes of mortality and morbidity (as

reflected by the recorded consultations and
hospitalization) over the past three (3) years

6. Epidemic occurrence during the last three (3) years Local Health Office
 DATA FOR ECONOMIC SECTOR ANALYSIS
AND PLANNING
DATA POSSIBLE / SUGGESTED
SOURCE/S
PRIMARY SECTOR

1. Crop production Local Agriculture Office

a. Volume and value of production (in pesos) (LAO), Department of
by type of crop Agriculture (DA)
b. Support facilities, e.g., irrigation facilities by
source, source capacity, supply efficiency,
reliability of source
c. Agricultural support programs, e.g., loans/
credit facilities, total or average amount of LAO, DA, Bureau of Animal
loan extended/ awarded to farmers/ farmers’ Industry (BAI)
cooperatives
d. Type of technical assistance available to
farmers

6. Livestock and Poultry

a. Inventory of livestock and poultry farms
87
b. Production and value of production
 DATA FOR ECONOMIC SECTOR ANALYSIS &
DATA PLANNING POSSIBLE /
SUGGESTED
SOURCE/S
TERTIARY SECTOR

1. Industrial establishments by type, capitalization, LGU – Treasurer’s

production, employment size Office, National
  Statistics Office,
2. Existing commercial establishments by type, e.g., Department of Trade
a. Merchant wholesalers (wholesale merchants, and Industry,
industrial distributor, exporters, importers, Philippine Economic
cooperative buying stations, etc.) Zone Authority;
b. Sales branches and sales offices ( do not include primary survey
retail stores
c. Assemblers, bulk buyers
d. Retail trade
e. Banking and financing – banks, savings and
loans associations, pawnshops, investment and
holding companies, etc
f. Insurance – insurance carriers, brokers, agents, 88
life and non-life, etc.
 SUGGESTED / POSSIBLE SOURCES OF DATA ON
ENVIRONMENT ENVIRONMENT AND NATURAL RESOURCES
AND NATURAL
RESOURCES
SECTOR DATA SUGGESTED/
POSSIBLE SOURCE OF
DATA
1. Solid & Industrial Waste Disposal LGU
a. Existing garbage disposal practices
b. Garbage disposal system (management
personnel, number and capacity and general
condition of garbage trucks, frequency of
garbage collection)
c. Garbage disposal sites
2. Location of protected area forest (national parks, DENR - PAWB
watershed reservations, game refuge and bird
89
sanctuaries)
3. Area, volume, distribution of forest DENR - FMB
4. Protected forest area as a percentage of total forest DENR – PAWB,
area FMB
5. State of watersheds DENR
 Using the Local Development Indicators

1 System (LDIS) for Data Analysis

 This entails probing into the causes or
G
A C TIN CE
T R I G EN
explanations behind the observed
X
E LL
INT
E
conditions.

 It asks the question, “Why?”

 It provides the clue to finding more

fundamental solutions by attacking the
causes rather than the symptoms of the
problems.
 Using the Local Development Indicators
1 System (LDIS) for Data Analysis

N G  Restate the observation either

I
AC T NC E based on statistical information or
X TR IGE
E LL
E derived from map overlay
INT
analysis.
 Determine the cause or causes of
the observed condition. If
uncertain, formulate hypotheses
or educated guesses to be
validated later.

91
 Using the Local Development Indicators
2 System (LDIS) for Data Analysis
It asks the question, “So what?” if no significant
G
IN S
O R N intervention is made
PL TIO
EX ICA  Analysis can be extended further
L
IMP into determining appropriate SOLUTIO
policy interventions NS

 If negative implications predominate,

then the observed condition can be
regarded as a problem. Formulate
policies that either mitigate the
inconvenience or solve the problem
permanently.
 Using the Local Development Indicators
System (LDIS) for Data Analysis

If positive
2 I N
R NS
G
implications
predominate, then
SOLUTIO
NS
O
L TIO
P the observed
EX ICA
P L
IM condition may be
regarded as a
potential.
 Formulating Policy Options
SOLUTIONS Formulate policies to further sustain
or enhance the benefits.

 Analysis can be extended further into

determining appropriate policy interventions.
 Policy interventions need not be limited to
targeting the negative implications of observed
conditions
 Positive implications need to be maintained and
strengthened through policies that seek to
sustain the beneficent effects.
 Sample Output of Problem – Solution Finding
Analyses
LAND AND WATER
Observed Explanations (Causes) Implications when Policy Options
Conditions unresolved

 Land  Over 84% of total land  Small area devoted to  Work for release of
classification – area is forestland with agriculture & other some forestlands
Area of A & D is some areas probably crops into A & D
very small misclassified  Small taxable areas  Accelerate
(small income for the cadastral survey &
 Not all A & D lands are municipality titling of lands
subjected to cadastral  Occupants of untitled
survey; only the lands are considered
Kabilogan areas has squatters & have no
completed cadastral security of tenure
survey  Investors hesitate to
develop untitled lands
 Vision Reality Gap Analysis

DESCRIPTO SUCCESS CURREN VISION Observed IMPLICATION WHAT TO DO

RS INDICATORS T – Findings/ S TO CLOSE
REALITY REALIT Explanation of (consequence THE GAP
RATING Y GAP Gaps when not (Policy
addressed) Option)

Example of Peaceful 0% Crime 6 4

Consensus rate
Rating Using the
Current Reality
Rating Scale Highly Full 4 6
employmen
skilled
t
Empowe Citizen 3 7
red participatio
n
Situational Analysis using EPSFM
What is a Problem-Solution Finding Matrix
(PSFM)?

a. A tool used to diagnose development issues or what is known as

problem-finding phase and for determining appropriate policy
interventions or what is called the solution-finding phase.

b. The problem-finding phase includes making meaningful

observations from the available information, determining the causes
or explanations of the observed conditions and exploring the positive
and negative implications if no significant intervention is made.

c. The solution-finding phase entails identifying the appropriate

policy interventions to curtail the negative implications and
strengthen the positive ones.
CDP+ Guide. DILG. 2019
 SOLUTIONS

Problem Problem-Solution-Finding Matrix (PSFM)

Observed Explanation Implications Policy Goals Objectives Policy Options

Conditions s (Causes) when Options
unresolved (that it takes to
close the gap)
PROGRAM PROJECT LEGISLATI
S S VE
AGENDA

WHAT DO WHY? SO WHAT? WHAT

THESE TO
FIGURES DO?
MEAN?
1. CDRA
2. From the
EP/LDIS
3. VRG
Why is the PSFM Expanded?
To highlight the risks in its observed condition, the sensitivity and adaptive
capacity that can affect the cause of the condition, the positive implications
contributed by high adaptive capacity and negative implications due to
vulnerability and risks.

To capture the issues and problems posed by climate and disaster risks
and presents the policy interventions that both address current needs and
anticipate future impacts of climate change and disasters.

To capture the Vision-Reality Gap analysis and cross-sectorally

matched wit other issues and challenges.

To further detail the implications of the technical findings in identified

decision areas and classify policy interventions into PPAs, legislative
agenda and capacity development requirements.
3.1.3 Cross-Sectoral Analysis

Climate and disaster information provide the

general scenario from which the planning area is
affected by climate change and disaster risk.

Having information on the sectoral risks and

vulnerabilities will aid decision makers to come up
Social with better interventions for each development
Economic
sector/sub-sector that are likely to be affected by
T I ONA L climate change and hazards.
ITU
INST
This information should be utilized in analyzing
Infra Envi each of the development sectoral concerns.
3.1.3 Cross-Sectoral Analysis

CDRA CDP
Climate Information
Platform for CROSS-
SECTORAL
Population Social and sub-sectors Situational Analysis

CPF Infra and sub-sectors

Exposure
Sensitivity
LL Threat
Environment and sub-sectors Adaptive Capacity
NatRes Vulnerability
Risks
Economic and sub-sectors
Urban Ecosystem Maps
 3.1.3 Cross-Sectoral Analysis

The quantitative and qualitative data and mapping for the

CCVA and CDRA can input to cross sectoral analysis.

POPULATION URBAN AREAS

NATURAL CRITICAL POINT

RESOURCES FACILITIES
(Agricultural, Forestry,
and Fishery Areas) LIFELINE UTILITIES

What are the exposure units (population, urban Where are they located? What are contributing
areas, natural resources, critical facilities, (indicators of sensitivity and adaptive capacity) to
lifeline utilities) that are with high vulnerability or the level of vulnerability and risk?
high risk?
 3.1.3 Cross-Sectoral Analysis

Impact Chain Sector Low productivity/yield

40% Increase in Economic Decrease in income of

farmers
Precipitation
(Habagat Season) Decrease in revenues of
Agriculture Sub-sector Sector
LGU
Heavy rainfall ▪ Crops submerged in water Decrease in revenues of
Bio-physical effect ▪ Stored palay soaked LGU

▪ Post Harvest Facilities flooded Need additional funds

for support to farmers
Sector and support to the
health sector
Social
Increase incidence of water-
borne diseases
Health
sub-sector Contamination of water
sources

Primary Impacts Secondary Impacts

3.1.3 Cross-Sectoral Analysis
POSSIBLE
Primary Impacts Secondary Impacts Exposure
INDICATORS
Sector Low productivity/yield
▪ Total # of
Economic Decrease in income of
farmers
barangays affected
▪ Yield per hectare
(in tons)
Decrease in revenues of ▪ No. of PHFs per
Agriculture Sub-sector Sector
LGU barangay
▪ Crops submerged in water Decrease in revenues of
▪ Stored palay soaked LGU
▪ Additional fund
▪ Post Harvest Facilities flooded Need additional funds needed to support
for support to farmers agriculture &
Sector and support to the health programs
health sector
Social • No. of water-
Increase incidence of water- borne diseases
Health borne diseases recorded in past
XXX years
Contamination of water • No. and type of
sub-sector water sources
sources
 SOLUTIONS
Problem
Expanded Problem-Solution-Finding Matrix (EPSFM)

Observed Explanatio Implication Policy Goals Objective Policy Options

s when Options s
Conditions ns
(Causes) unresolved

PROGRAM PROJECTS LEGISLATI CAPDEV

S VE
AGENDA

WHAT DO WHY? SO Whatever it What to What to

THESE WHAT? takes Do Do
FIGURES
MEAN?
1. From the EP Why are Given the
2. Results of elements technical
VRG exposed? findings,
3. Map Overly Why is what are
Analysis vulnerability the core
4. Results of high? problems if
CDRA Why are CCA-
- Decision estimated DRRM
areas risks high? issues are
- Technical not
 Policy interventions
should be able to Sample policy options linked directly to
reduce DRR-CCA:
vulnerabilities and
SOLUTIONS
increase adaptive ▪ resettlement/ relocation
capacities of the ▪ hazard mitigation infrastructure
LGU. ▪ ecosystem-based adaptation
▪ IEC programs for increased
level awareness on disaster and
climate change
Policy Goals Objective Policy Interventions ▪ disaster preparedness
s
Option
▪ formulation of river-basin
PROGRA PROJECTS LEGISLATI CAPDEV management plans (in
MS VE
AGENDA coordination with other
municipalities)
Whateve WHAT
▪ reforestation projects
r it takes TO DO?
▪ comprehensive agricultural
extension program (emphasis
on climate change resiliency);
capacity and capability building
of LCEs, officials in relation to
DRR-CCA
 PROBLEM IDENTIFICATION
- existing negative situations and conditions in the community
- not the absence of a solution but an existing negative state.
 Thus, avoid using statements like “lack of… “or “no…”.
 Avoid co-existence of “cause and effect” of the problem on the same card.
EXAMPLES
AVOID SUITABLE
PEOPLE CAN NOT RECEIVE
NO HOSPITAL AVAILABLE MODERN MEDICAL
TREATMENT

FREQUENT FLOODS FARMS ARE OFTEN

DESTROY FARMS DAMAGED AND DESTROYED
RIVER ARE FREQUENTLY
FLOODED
Workshop 3: Exercise on Expanded Problem Solution Finding Matrix

Workshop Objectives:

1. To understand the process of analyzing the situation and determining

interventions to address gaps/issues

2. To understand the value of generating core through cross sectoral

analysis
Observed Explanation of Implications when Implications when Policy Options
condition the gaps not responded responded (what it takes to
(negative) (positive) close the gaps)

CDRA
VRG
LDIS/RaPIDS

3. Refer to the outputs of workshop 2

VRG and LDIs/RAPIDS.
GOALS AND OBJECTIVES
FORMULATION
Where we are….

CDP+ Process
Mainstreaming CCA-DRRM in CDP
 Vision, Goals and Objectives

A Vision provides a direction Vi for your

A descriptive picture of a desired
Goals while objectives define
future state, si your Goals
long term
o
A desired outcome, intermediate
term and broad n
Goals
pecific targets within the general goal,
a desired initial result
Objectives
 Sectoral Goals
are whatever it takes to close the vision
– reality gap identified in the specific
sector.
Issues, challenges, gaps and problems in the CDP:
Importance of Goals in Planning
Goals serve at least three (3) purposes in the planning
process:
❑ As an end toward which all future actions specified in the
plan are directed.

❑ As a set of criteria for evaluating alternative strategies

and approaches

❑ As a standard against which the success or failure of

each action is measured
Sources of Sectoral Goals

Problem – Solution Finding Matrix

▪ Vision – Reality Gap
▪ Map Overlay Analysis
▪ CDRA
▪ LDIS/RaPIDS
▪ Community-based Monitoring System
The VRG as source of sectoral goals

DESCRIPTORS SUCCESS CURRENT REALITY VISION– WHAT TO DO

INDICATORS RATING REALITY TO CLOSE
GAP THE GAP

Peaceful 0% Crime rate

6 4

Highly Full employment

skilled 4 6

Empowered Citizen 3 7
participation
The Problem – Solution Finding
Matrix as source of sectoral goal.

SECTOR
OBSERVED EXPLANATIONS IMPLICATIONS POLICY
CONDITIONS (CAUSES) WHEN OPTIONS
UNRESOLVED
Map overlay analysis as source of
sectoral goals

Thematic Brief Explanations Implications Policy

Maps Description of for Conflict when Options
Overlaid Conflict Area Unresolved
FORMULATING SECTORAL GOALS
THE SHORT METHOD

❑ Treat the gap as a problem.

❑  Invert, negate or reverse the negative
Formulating condition to become a desirable state,
Sectoral hence, a goal.
Goals Goals Technically Derived
Goal is the inverse of a problem

1
GOAL = PROBLEM
Squatting continues to Some settlements still exposed to Children/ youth High dependence on Corruption Incidence of
exist environmental hazards play in the streets paid indoor prevalent drug abuse
recreation

Ad hoc approach Indigent families in No scholarships for Low-level appreciation for Loss of cultural
to housing RIL areas ordinary indigent students local culture and arts artifacts
concerns

Absence of Existence of Most preschools and all Parks and Weak promotion of Weak moral
permanent housing many private colleges are Playgrounds in culture and the arts values
body hospitals privately owned flood prone areas

Some social issues not adequately addressed

Squatting Settlements located Drainage systems Reduced dependence Corruption Drug abuse
stopped in hazard-free areas installed in parks on paid indoor stopped or eliminated
and Playgrounds recreation minimized

Safe housing Indigent families Scholarships offered for Heightened Cultural artifacts
concerns addressed Relocated to safe ordinary indigent students appreciation for local preserved
zones culture and arts

Permanent Existence of public Public and private Safe spaces Sustained promotion Strong moral
housing body and private hospitals preschools and for public of culture and the values
created colleges established recreation arts

Social issues
adequately addressed?
How to formulate your Goals and
Objectives?
LDI System Map Overlays CBMS LGPMS Vision-Reality
Gap Analysis

Observed Conditions

Implications when no intervention is Explanations of Causative

introduced Factors

Policy Interventions

Goal Statements
Objectives
One Goal per sector or sub-
sector
Sectoral
Goal

Objectiv Objectiv Objectiv

e1 e2 e3

Identification of Objectives dependent on the issues/problems identified

Formulation of Objectives
 Example of Goal Formulation Using the PSFM
Indicators Observed Explanations Implications GOAL Objectives
Conditions (Causes) when
unresolved
Percentage of Number of -Abrupt increase of -Occurrence of To promote full To reduce
constituents in the in-migration crimes and Employment in 5 percentage of labor
labor force not labor force not fully -Some industries/ illegal activities flood-prone force who not fully
fully employed employed has commercial -Prevalence of barangays, employed by
slowly increased to establishments underemploym 2025.
17% in 2015 from pulled out ent or low
16.3% in 2013. -Conversion of income of To increase adaptive
However, same agri land to households capacity of
increase has also subdivisions -More subsidies OSYs on rainwater
been noted in the from the harvesting technology
province. These government with support of TESDA
constituents not by end of 2020.
fully employed are
located in the
different clustered
barangays.
 SECTOR
OBSERVED EXPLANATIONS IMPLICATIONS POLICY Goal Objectives
CONDITIONS (CAUSES) WHEN OPTIONS
UNRESOLVED

▪Increasing ▪ Lack of potable ▪ Increased ▪ Make clean and To promote 1.To install 435 level III
incidence of water source mortality rate safe drinking health and safety water source in 435 HHs
water-borne ▪ Difficult access to ▪ High expense on water within reach in located in two
diseases government health/medical of every residents prone flood-prone barangays
During rainy assisted water support services Household to flooding.
season system
Provide level III
▪ Lack of awareness Water facilities &
▪ causes of the services to 100%
▪ diseases of households
To upgrade
4-kilometer water
lines and pipes
into high-density
polyethylene
(HDPE) type by
end
of 2029.
Workshop 4: Setting Risk-Sensitive
Goals and Objectives

Sources Observed Explanations Implications GOALS Objectives

Conditions (Causes) when
unresolved
CDRA Issue
Matrix

VRG

Provide solutions to the issues, challenges and gaps. Follow the previous
workshop outputs.
PREPARE STRUCTURED LIST OF PPAS
(Transforming Goals to Actions: Structuring Solutions)
THE ENHANCED CDP CYCLE
 Steps in Transforming Goals into Actions

Structure
Elaborate Solutions

Formulate each
Objectives Objectives 7
Sort the
Prioritize the prioritized 6
goal goals
Process the
goal
statements 5
Consolidate
all policy statements 4
options
transformed 3
into goal
statements 2
1
 Steps in Transforming Goals into Actions

Structure
Elaborate Solutions

Formulate each
strategy strategy 7
Sort the
prioritized
Prioritize the
goal goals 6
Process the
goal statements
Consolidate 4
all policy statements 5
options 3
transformed 2
into goal
statements

1
 1
Consolidate all policy options transformed
into goal statements generated from:

 Problem – Solution Matrix

 Vision – reality Gap analysis
 Map overlays
 CBMS
 LGPMS
 2
Process the goal/objective statements

Weed out duplications

Combine objectives pertaining to

same subject
 3
Prioritize the objective statements

Vision-Reality Gap

Goals/Objectives Prioritize
 4
Sort the prioritized goals/objectives

SIMPLE COMPLEX

suggests an explicit require the involvement

action and a clearly of different sectors to
identifiable actor or carry out the action
responsibility center to they suggest
carry out the action
 4
Sort the prioritized goals/objectives

Determining
Policy Options
SIMPLE

Projects Non-Projects Legislation Goals

Simple General
Objectives Objectives

STRUCTURING
SOLUTIONS
 4
Sort the prioritized goals

COMPLEX

• Analyze complex goals and further break them

down into the more manageable components
so as to identify the actions needed and the
actors or responsibility centers to carry them
out.
• Examine its various aspects of the problem
goal which they intend to resolve or reverse
 5
Formulate strategy

Formulate a strategy that addresses each

element of the goal/problem
 6
Elaborate strategy

Elaborate each strategy by identifying its program

components, each program its project and activity
components.
 Sectoral Goal

Objective 1 Objective 2

Program 1 Program 2 Program 3

Program 4

ACTIONS /
INTERVENTIONS

PROJECT SERVICES/ NON-PROJECTS REGULATORY MEASURES

• a cluster of projects
• comprises the operational
components of a long-term plan
• defines a particular clientele and
their priority needs
• breaks down the strategic decisions
in a plan into different components
or projects
• a cluster of activities
• Has specific but complex effort
consisting of interrelated activities
performed by various functional
units and specialists
• has a well-defined objective, a
definite schedule, and a set budget
• may cover a period of one (1) to
three (3) years.
 Non-project
• regular functions of a given office
to be performed by the regular
staff of that office using its existing
facilities
Regulatory measures
• resolutions or ordinances enacted
by the Sanggunian
• executive and administrative
orders issued by the Local Chief
Executive
 Workshop 5
• Formulate objectives to address your goal (DONE in workshop 5)
….use risk-sensitive goals formulated in workshop 4
• Elaborate each objective by identifying programs; and for each
program, identify actions/interventions
Pre-LDIP Activity
 7
Structure Solutions

Sift all
projects
Sift Actions/ according to Do initial
Interventions “ownership” screening

Process all Process Prioritize

non- legislations PPAs
projects
1. Sift Actions/Interventions

Projects

Actions/
Interventions Non-
Projects

Legislations
LEGISLATIVE
REQUIREMENTS
 LEGISLATIVE REQUIREMENTS

priority legislations that need to be enacted

1 by the Sanggunian to support development
priorities of the LGU in the medium – and
long – term

2 may include new legislation as well as

amendments and updates to existing
legislation.
 DETERMINING LEGISLATIVE
REQUIREMENTS

Problem – Solution Finding Matrix

Observed Explanations Implications when Policy Options

Conditions (Causes) unresolved

PROJECTS

SERVICES/ NON-
PROJECTS

REGULATORY
MEASURES
REGULATORY
MEASURES
REGULATORY
MEASURES
 LEGISLATIVE REQUIREMENTS AND THE
LEGISLATIVE AGENDA

CDP Legislative Requirements

(6 years/ medium term)

Priorities for the 3-Year Period Legislative Agenda

 LEGISLATIVE AGENDA

primary tool of the Sanggunian in performing its role as the

1 legislative body of the LGU

roadmap to guide the Sanggunian in the formulation and

2 enactment of appropriate ordinances and resolutions during their
term of office

3 should have a timeframe of 3 years consistent with the term of

office
Process all legislations

• Consult SB Secretary, or legislative tracking system, if existing

• Sort legislations

SB to enact To be lobbied at
SB to enact higher levels

• Sift using fishbone analysis

 DEVELOPING LEGISLATIVE REQUIREMENTS

Fishbone Analysis
CDP Preparation Template Form 5b. Priority Legislative Requirements Summary Form

Sample Table of Legislative Requirements

             
Sector Goal Objective Priority Programs and Legislative Time Committee
Projects Requirements Frame Responsible
 
   To improve local          
Economic economy To increase Investment Promotion Amendment of 2019 Finance,
investments by Program Investment Code Appropriations,
20% Ways & Means
             
To improve To reduce fiscal Revenue Enhancement Updating the 2019 to Finance,
Institutional
capacity of LGU gap by 75% Program Revenue Code 2020 Appropriations,
Ways & Means
2. Process all non-projects first, to determine possible upgrade.

Is there a definite output to be

Yes No
produced?

Is time of the essence in producing

Yes No
the output?

Match with
available Office
Is the activity likely to be repeated No Yes MOOE
in the next 3 years?

Break down into

activities

Upgrade to Retain as regular

project service
• If project upgrade is not possible, retain activity as non-project.
• Break down the service or non-project into activity or task component
• Match the activity/ task components to the existing capacity of the office
responsible for carrying out the activity/ task
• Suggest appropriate actions as needed.
3. Sift all projects according to “ownership”

Project NATIONAL LOCAL PRIVATE

SECTOR
Province City/ Barangay
Mun.
Program/Project Classification based on Ownership

Program/Project Classification Actions

Those for which the national These may be the subject of lobbying
government is fully responsible before Congress or in the relevant
NGAs for inclusion in their budget
proposals.

Those that are fully “owned” by the These will serve as inputs in the
LGU prioritization process for the 3-year
LDIP. A project brief needs to be
prepared for each of this.

Those that have the potential of being These are those that are essentially
picked up by the private sector self-liquidating and which may be the
subject of investment incentive
ordinances to be enacted by the local
sanggunian
1. Collect all municipality/ city projects and process as inputs to the
Local Development Investment Program (LDIP).
2. Distribute the other projects to various levels and sectors
concerned.
3. Lobby national projects before your Congressman or directly to
the NGA concerned.
4. Invite private investors to take on projects that promise
reasonable returns.
5. For the LGU’s “own” projects:

- Consolidate redundant or repetitive projects

- Screen out obviously impractical or undesirable projects
- Use the Conflict-Compatibility-Complementarity (CCC) Matrix to
determine the relationship between pairs of projects.
- Use the “Project/ Resource Impact Matrix” to further short-list
the projects.
Workshop 6
1. Process all non-projects/services. See if it can be upgraded to project. If to be retained as non-
project, identify the existing capacity of the department/office and suggest actions to carry out the
task/activity.

2. Sift all projects according to ownership.

Program/Project NATIONAL LOCAL PRIVATE

SECTOR
Province City/ Brgy
Mun.
 LOCAL
DEVELOPMENT
INVESTMENT PROGRAM
 CDP+ Process
Mainstreaming CCA-DRRM in
CDP

CDP+ Process
Mainstreaming CCA-DRRM in CDP
 Key Concepts
INVESTMENT PROGRAM

• In public finance, an investment program is a tool

for utilizing the investible portion of the local budget

• Consists of: (a) final list of priority projects and (b)

programming of financial resources to fund
identified programs and projects
 Key Concepts

INVESTMENT PROGRAM

• 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, while the remaining portion will go into
financing the costs of functions and services of the
different LGU offices and departments.
 Key Concepts
LOCAL DEVELOPMENT INVESTMENT
PROGRAM

• the principal instrument to implement the

Comprehensive Development Plan.

• serves as the link between the plan and the budget:

“Local budgets shall operationalize approved local
development plans” (Sec. 305 (i), RA 7160)
 Key Concepts
LOCAL DEVELOPMENT INVESTMENT
PROGRAM

• 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

• has a time frame of three (3) years and is translated

into Annual Investment Program (AIP)
 Key Concepts
LOCAL DEVELOPMENT INVESTMENT
PROGRAM

• Helps LGUs carry out their mandates and

responsibilities (Sec. 16 & 17 of LGC). It consists of:

• 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;
 Key Concepts
LOCAL DEVELOPMENT INVESTMENT PROGRAM

• Projects that are in pursuance of functions traditionally

performed by national government agencies but which
have already been devolved to LGUs; and

• 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
7160.
 Key Concepts
LOCAL DEVELOPMENT FUND

• 20% of the IRA

• Non-office maintenance and other operating

expenses

• Non-office capital outlay

 Key Concepts

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
 Key Concepts
Non-Office ChartSTATUTORY
Title
OBLIGATIONS
FUNDS FOR
MOOE
Office MOOE
LOCAL
Non-Office DEVELOPMENT
CAPITAL OUTLAY
INVESTMENT

Office CAPITAL
OUTLAY
PERSONAL SERVICES

LEGEND
Available for Investment
Not Available
 Fiscal Authority of the LGU

1. Raise necessary funds, through levy of taxes, fees and charges, use
of productive assets, and use of local enterprises

2. Entitled to a share in national taxes and proceeds from the

utilization of national wealth (Sec. 18 & 22 of LGC)

3. Secure financial grants and donations in kind (Sec. 23 of LGC)

4. Incur loans or other forms of obligations, e.g., BOT schemes (RA

6957, Sec. 302, RA 7160)
 Streams in LDIP Preparation

Preparing the LDIP consists of three (3) streams:

• Stream 1 involves the preparation of a ranked list of programs
and projects with their individual and cumulative cost
estimates.
• Stream 2 has to do with determining available funds for
investment; and
• Stream 3 necessitates matching the fund requirements with
projected funds available and deciding on financing options
should the funds available are insufficient.
 Stream 1
Prepare the ranked list of programs and projects
• Three major outputs:
• an initial list of projects derived from the sectoral development
plans and other sources;
• a preliminary list of projects screened on the basis of technical
and sociopolitical criteria; and
• a ranked list of projects with cost estimates

• The sectoral committees of the LDC, under the supervision of

the Local Planning and Development Coordinator, have the
major responsibility for the conduct of the project
identification process.
 Stream 1

Step 1.2A: Compile project ideas based on the CDP

• The CDP, if it is properly formulated, should serve as the major

source of project ideas. CDP-based projects that have not yet
been implemented or funded should be included in the initial
list.
 Stream 1
Step 1.3: Initial screening of projects
a. To consolidate repetitive or redundant proposals

• Go through all the files of the individual projects and check

for identical or similar project descriptions, objectives,
intended beneficiaries, location, etc.

• Projects with identical or near-identical descriptions,

objectives, intended beneficiaries, and location should be
consolidated and treated as one project. Retain the names
of the proponents of all the projects consolidated.
 Stream 1

Step 1.3: Initial screening of projects

b. To screen out projects that are obviously impractical or

undesirable

• Project proposals that are obviously impractical or

undesirable should be removed from the initial list. As a
general rule, if there are reasonable doubts on whether a
project idea should be considered “obviously impractical or
undesirable,” then it should be removed from the list.
 Stream 1

Step 1.3: Initial screening of projects

c. To screen out projects that are more appropriately implemented

by other agencies, organizations, and levels of local governments

• Proposed projects which are identical to or are in fact

projects to be funded by other sources (central or regional
offices of government line agencies, for example) are
deleted from the list.
 Stream 1

Step 1.5: Project ranking

• Given number of programs, projects, and activities identified by
the sectors, this process enables the processing of these
proposals. Four tools are proposed to be used to undertake
project ranking:

✔ Goal - Achievement Matrix (GAM)

✔ Urgency Test Matrix
✔ Project Resource Impact Matrix
 Sectoral PROJECTS
SECTOR
Goals GOALS ASSIGNE
D WT. 1 2 3 4 5

A home for people who are healthy &

who are fair & just in all their dealings 0.15

An economy that is competitive &

0.20
sustainable
An environment that is wholesome,
tourist-friendly & ecologically balanced. 0.18

Support infrastructures that are Weight given according to

adequate, efficient & environmentally- 0.25 the perceived importance
compliant of the goal to the interests
A local governance structure that is of a societal sector.
capable, responsive & efficient 0.12

Optimum contribution of the city to

provincial & regional development 0.10
 Stream 1

7- Point Scale for GAM

• 3 :Project contributes greatly to the fulfillment of goal
• 2 :Project contributes moderately to the fulfillment of goal
• 1 :Project contributes slightly to the fulfillment of goal
• 0 :Project does not contribute to the fulfillment of the goal
• (1) : Project slightly inconsistent of the goal
• (2) : Project moderately inconsistent of the goal
• (3) : Project greatly contradicts the goal
 Stream 1
Rank projects by level of urgency
❑ Cannot be reasonably be postponed
❑ Would remedy conditions dangerous to public health, safety & welfare
URGENT ❑ Needed to maintain critically needed programs
❑ Needed to meet emergency situations

❑ Required to complete or make usable a major public improvement

❑ Required to maintain minimum standards as part of on-going programs
ESSENTIAL
❑ Desirable self-liquidating projects
❑ External funding is available
 Stream 1
❑ Should be carried out to meet clearly identified and anticipated needs
NECESSARY ❑ Needed to replace obsolete or unsatisfactory facilities
❑ Repair or maintenance projects to prolong life of existing facilities
SB to enact
❑ Needed for expansion of existing projects
DESIRABLE ❑ Designed to initiate new programs considered appropriate for a progressive
community
❑ Can be postponed without detriment to present operations if budget cuts are
ACCEPTABLE
necessary
❑ Recommended for postponement or elimination from immediate consideration
DEFERRABLE in the current LDIP
❑ Questionable in terms of over-all needs, adequate planning or proper timing.
 Stream 1
PROJECT RESOURCE IMPACT MATRIX
Proposed Projects Resources Total Impact
Natural Human Infrastruc Financial Positive Negative Net
ture (+) (-) Impact
Project 1 + + + - 3 1 2

( + ) Indicates that project increases stock or improves the quality of existing resources
( - ) Shows depletion of stock or reduction in quality of existing resources
 Stream 1

Using the PRIM

• Examine each proposed project in terms of its demand or impact
on each type of resource. If the rating is done by each individual
member of the LDC or a small group, the rating should be done
as follows:
✔ If the project contributes to an increase in the quantity or an
improvement in the quality of resources, put a (+) sign in the
appropriate cell.
✔ If the project is expected to lead to a decrease in the quantity
or lowering of the quality of the resource, put a (-) sign in the
appropriate cell.
 Stream 1

Using the PRIM

• Enter the positive scores and negative scores in the proper cell.
• Subtract the total negative from the total positive scores in the
appropriate cell.
• Reject the project with net negative scores.
• Re-arrange the projects with net positive scores from highest to
lowest.
• Put the estimated cost opposite each project.
 Stream 1

Step 1.6: Estimating project costs

For some projects, cost estimates will already be available. In this case,
the LPDO only needs to validate or refine the estimates. A ranked list
of the proposed projects with cost estimates and other information
may be summarized using the attached form.
 Stream 1

Cost Items to Consider

Direct cost
Salaries of the project team members/ personnel/ staff
Cost of materials, supplies, and equipment to be used for the project
Travel costs and other logistics
Subcontracts, Labor

Indirect cost
Overhead cost (project office)
General administration
 Stream 1
Ranked List of Proposed Projects for Investment Programming
Rank Proposed Project/ Location/Sector Cost Estimate
File No. Individual Cumulative
1 Project Cost of Rank Project Cost of Rank
1 1
2 Project Cost of Rank Project Cost of Rank
2 1+ Rank 2
3

n
 Stream 2

Determining Investible Funds

• The Local Finance Committee (LDPC, the Budget officer and the
Treasurer) sets 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)
• Ideally, LFC closely coordinates with the LDC on developing the
financial plan for consideration and approval of the Sanggunian.
The LFC may be expanded to include the Sanggunian
appropriations committee chair, the Assessor, the LGU
accountant and a private sector representative, and a
representative from civil society.
 Stream 2

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:

• Revenue level of the LGU

• Level of recurring local government operating expenditures
• Current public debt level
• Statutory debt ceiling
• Potential sources of additional revenue available for investment project
financing
 Stream 2

Step 2.1: Collect appropriate revenue data and determine historical

trends.
Step 2.1a. Collect data on revenue and expenditures for the past 3 – 5 years.
Step 2.1b. Analyze the historical trends in terms of the average annual
growth rate.
• Real Property Taxes
• Business Fees and Licenses
• Other Taxes
• Service and Operations Income
• Internal Revenue Allotment
• All Others
 Stream 2

Distinguish:
• between (1) recurring revenue sources (revenue source a to e) and (2)
non-recurring ones (f) such as grants-in-aid from local and foreign sources,
special appropriations or transfers from Congress or other units of
government; interfund and inter-local government transfers.
• between the impact on revenue volume of (1) changes in the tax base such
as increases in the number of taxable structures or businesses; and (2)
changes in tax rates.
• the impact of one-time procedural and system changes such as the
granting of tax amnesties and enactment of new tax laws and ordinances
on revenue growth
 Stream 2
The analyses of current revenue levels must distinguish
between:
RECURRING REVENUE SOURCES NON-RECURRING ONES
▪ Grants-in-aid From Local And Foreign
▪ Real Property Tax Sources,
▪ Business Fees and Licenses, ▪ Special Appropriations Or Transfers
▪ Other Taxes From Congress Or Other Units Of
▪ Service and Operations Income Government;
▪ IRA ▪ Inter-fund And Inter-local Government
▪ All others Transfers.

What is relevant for investment planning purposes

are projections of recurring revenue sources.
Ranked List of
Take the cumulative total of project costs from
Projects
the top of the list downwards.

Stop at the project that gives the cumulative total equal or

nearly equal to the estimated available funds for the next 3
years..

Take the total cost of the remaining projects that cannot be

funded out of the recurring sources.

Transmit to the LFC the total cost of the remaining projects

that cannot be funded out of the recurring sources.
 Stream 3

Pragmatic approach
is a combination of
the two.
 Stream 3

LGU Financing Options

 Stream 3

LGU Financing Options

ADB/World e.g. Japan, Local

Sokor, etc
GFIs
Bank/UN banks
 CAPACITY
DEVELOPMENT
 Session Objectives

1. To discuss the process of determining the capacity

development requirements to implement the priority
programs, projects, and activities
 TERMS AND CONCEPTS

“the abilities, skills, understandings,

attitudes, values, relationships,
behaviors, motivations, resources and
conditions that enable individuals,
organizations, networks/sectors and
broader social systems to carry out
functions and achieve their development
objectives over time.” Source: CIDA_LGSP
LEVELS OF CAPACITY

Individual Capacity

Institutional Capacity

Systems/Sector Capacity
 Six Capacity Pillars
Presence of appropriate structure (office, committee or work group) with defined authority and
STRUCTURE accountability for performing the necessary functions within a program

Knowledge, skills & attitudes of people who need to perform their assigned functions in the
COMPETENCY program
Systems, processes and procedures for managing programs
MANAGEMENT • Planning and budgeting
SYSTEMS & • Design and Development
PRROCESSES • Implementation
• Monitoring and Evaluation

Presence of policy and related issuances for planning, developing, implementing, monitoring
ENABLING POLICIES and evaluating service delivery functions, programs and projects

KNOWLEDGE AND Mechanisms for generating, analyzing and using data and information as basis for decision-
LEARNING making and continuous improvement

Presence of mechanisms for:

• Defining vision, mission and values, and setting strategic directions
LEADERSHIP • Instituting participatory mechanisms
• Establishing partnerships and collaboration
• Visible sponsorship of programs
 TERMS AND CONCEPTS

“the approaches, strategies and methodologies used to

improve performance at the individual, organizational,
network/sector or broader system level.”

1 To enhance or more effectively utilize

skills, abilities and resources

2 To strengthen understandings and

relationships

3 To address issues of values,

attitudes, motivations and conditions
in order to support development
goals.
Source: CIDA_LGSP
 CAPACITY DEVELOPMENT PROGRAM

seeks to rationalize and strategically focus the

1 capability building efforts of LGUs

outlines the capability building interventions

2 or programs that need to be undertaken to
address an identified capability deficiency

draws the capacity development strategies,

3 programs and initiatives that need to be
undertaken to address identified organizational
competency gaps

covers the 3-year term of the local chief

4 executive
 CAPACITY DEVELOPMENT PROGRAM
AND THE HUMAN RESOURCE
DEVELOPMENT PROGRAM

CapDev Program

HRD Program
 Installation or mainstreaming of systems
Training and structures

Coaching Improvement of work processes

Mentoring
Introduction of new technologies

Field
Exposure/
etc Enforcement of rules

People Organization
 COMPREHENSIVE DEVELOPMENT PLAN

Social Development

Economic
Development

Infrastructure
Development

Environmental
Development

Institutional CapDev Program

Development

If capdev is integrated in the design of

sectoral programs and projects
 STEPS IN FORMULATING
THE CAPDEV PROGRAM

1 Establish the organizational

and individual competencies
that are needed to implement
the CDP.

2 Examine existing capacity vis-

à-vis desired competencies.
 STEPS IN FORMULATING
THE CAPDEV PROGRAM

3 Identify capacity gaps.

4 Identify priority strategies or

actions that need to be taken
to improve capacities.
 STEPS IN FORMULATING THE CAPDEV PROGRAM

5 Prepare a Capacity
Development Plan and Budget.

6 Assign roles and

responsibilities to achieve the
goal and capacity development
objectives

7 Monitor the plan and make

adjustments as required.
 Observed Explanations Implications Policy Options (What
Conditions (Causes) when Could be Done to
Unresolved Address the Causes)
Real property tax (Structure) Records may be (Structure)
records are kept No assigned lost in case of Organize a dedicated
as hard copies; personnel or unit fire; updating unit within the Local
manually updated to do records becomes a slow Treasurer’s Office to
keeping, process; improve records keeping
RPT reports are maintenance and potential revenue and inventory
generated updating. from RPT
manually collections could
be missed out
Observed Explanations Implications Policy Options
Conditions (Causes) when (What Could be
Unresolved Done to Address
the Causes)
Real property tax
(Enabling Records may (Enabling
records are keptPolicy) be lost in case Policy)
as hard copies; Revenue Code of fire; updating
manually has not been becomes a Update Local
updated updated to slow process; Revenue Code to
reflect new potential include
RPT reports are policies and revenue from automation and
generated technology and RPT collections systems
manually fair market could be improvement
values missed out
Management Knowledge and Competency
System Learning
Enabling Policies Structure
 CDP Preparation Template Form 5.a. CapDev Program Summary Form

         
  Priority Target Office Desired outcome Implementation Estimated
HRD/Capacity Staff Details Project Cost
Sectoral Goal
Development (timeframe, who
Intervention are involved)

         
Example 1: Computerization Treasurer’s Revenue 1 year; treasury
Increased own- of real property Office, collection from staff
source revenue tax Assessor’s RPT increased by
Office ___%
       
Example 2: Training of rural Rural health Upgraded 2 weeks, all rural
Improve access health workers workers knowledge and health workers
of the poor to   skills of rural in the LGU
quality primary health workers on
health care primary health
services care
Thank you for your
attention
MONITORING AND
EVALUATION STRATEGY
 TERMS AND CONCEPTS

continuous process of data collection and analysis

MONITORING
to check whether a project is running according to
plan and to make adjustments if required

systematic process of collecting and analyzing

EVALUATION information about activities and results of a
project in order to determine the project’s
relevance and/or to make decisions to improve
the efficiency and effectiveness of a project

Monitoring
• Systematic observation and
documentation of information on
the implementation of plan;
• Continuous tracking/measurement of
progress and performance against
what was planned (time, outputs,
resource use, cost);
TERMS AND CONCEPTS
Evaluation
• In-depth analysis and comparison of
planned versus actual achievements;
• Systematic measurement of
performance at the level of
development goals and objectives
• Systematic analysis of the relevance,
efficiency, effectiveness, benefits,
impact and sustainability of the plan

Monitoring
Programs, projects and activities
• Tracks progress (or lack thereof) of plan
implementation and determines whether
priority programs and projects outlined in the
plan are actually implemented;
• Ensures that programs and projects are
implemented and managed efficiently and
effectively;
• Identifies problems in plan implementation in
its early stage and allows decision and policy
makers
to address the problems or make appropriate
adjustments;
• Alerts managers to problems and provides
options for corrective actions;
• Provides recommendations for remedial
actions.
TERMS AND CONCEPTS
Evaluation
Overall relevance, impact and sustainability
• Generates information and provides lessons
that would guide the LGU in updating the Local
Development Plan;
• Ensures informed decision-making
• Identifies the extent to which the objectives of
the Local Development Plan are achieved or
whether the Local Development Plan addresses
effectively the needs of the citizens;
• Ensures that resources are strategically
managed and put to the best possible use.
 TERMS AND CONCEPTS

PLAN MONITORING
effects of the utilization of the outputs
AND EVALUATION 1 produced (project outcomes)

contribution of the outputs to the

2 realization of development goals (project
impacts)
determination of impacts of public sector
3 planning interventions (programs,
projects, services and regulatory
measures); and impacts of private sector
investments on the local area and
population
 IMPORTANCE OF M&E

Cyclical Planning Process

✔ Link between one planning

cycle to the next
 IMPORTANCE OF M&E

✔ New characterization of the

Long-term Planning current reality
✔ Change in vision-reality gap
✔ New sectoral goals,
objectives and targets to
recalibrate the indicators
originally formulated which
are not yet fully attained
✔ Variance in the direction,
intensity or size of the built
environment from the
chosen spatial form
CLUP PROCESS
 IMPORTANCE OF M&E

Sectoral Planning
Process

✔ determine the changes in

the current reality after a
lapse of time so as to make
new estimate of the vision
– reality gap and thereby
formulate new sectoral
goals, objectives and
targets, identify new
programs, projects or
activities, etc.
 IMPORTANCE OF M&E

Annual Investment Programming

✔ In making up the priority list in any successor

AIP, it measures not only the LGU’s financial
performance in implementing the programs,
projects and services but also provides feedback
information regarding the effects of the previous
year’s programs and projects.
 IMPORTANCE OF M&E

Budget Cycle

✔ Measures financial performance

❑ efficiency in utilization of inputs to realize outputs

❑ effectiveness of outputs in realizing desired outcomes

❑ extent to which public expenditure contributed to the

attainment of broader social and economic goals

Stakeholder
Local Development Council
Sectoral and Functional
Committees of the LDC
Local Planning and Development monitor and evaluate the implementation of the different
Coordinator/Office
Project Monitoring Committee
local constituents
Stakeholders’ Role in M&E
Role
coordinate, monitor, evaluate the implementation of
development programs and projects (Section 109, LGC)
provide the LDC with data and information essential to the
formulation of plans, projects and activities (Rule Xxiii,
Art. 182, (g) (3) vi, IRR of RA 7160)
programs, projects and activities in the local government
unit concerned in accordance with the approved
development plan (Sec. 476 (b) (4), RA 7160)
monitor government projects funded from
foreign and national funds including development projects
funded from the IRA and projects funded from locally-
generated resources (EO 93, 1993)
• CSO/private sector representative in the monitoring
team
• regular feedback mechanisms
 Period for Conducting M&E

❑Following last election to influence the

successor LDIP

❑Annually to make necessary adjustments

in the LDIP
 Tools for M&E

Annual Accomplishment
SGLG
Report

Community-based
M&E Strategy Template
Monitoring System
 CDP Preparation Template Form 6.a. Annual Accomplishment
Report
 
CY __________ ANNUAL/END-OF-TERM ACCOMPLISHMENT REPORT
Province/City/Municipality of ______________________________________ 

  Output Indicators            
Programs and Projects
Target Accomplishmen Beneficiary Area Estimated Actual
per Sector
t Covered Project Cost Disbursement
Sector
(Php)
   
1. Social Sector              

 Nutri-Health Program  Number of  All barangays  50% of Women and  50 % of  2 Million  
barangays barangays Children barangays
   
covered by micro-
     
nutrient    
supplementation  20% of Women and 50 % of
 All barangays 1.2 Million
barangays children barangays
▪ Number of
barangays
covered by
nutrition
education
 Water Supply Project  % of total number  5% of all  10% of all  Urban Poor  Barangay 5 Million  
households households households Poblacion
covered

 2. Economic Sector              

 M&E Strategy Template

Key Elements

❑ Clear and expected results (goals, objectives, outputs)

❑ Explicit targets per result
❑ Indicators to measure progress towards results
❑ Data source to assess performance
❑ Collection methods
❑ Frequency at which measurements will be made
❑ Roles and responsibilities
 CDP Preparation Template Form 6.b. Monitoring & Evaluation Strategy Template
             
  DATA SOURCE TO COLLECTION FREQUENCY RESPONSIBILITY
ASSESS PERFORMANCE METHODS CENTER
SECTORAL SUCCESS (Individual
GOALS   INDICATORS beneficiaries, groups
of beneficiaries,
organizations,
partners, documents,
(RESULTS) etc)
(PERFORMANC (TARGETS FOR
E INDICATORS) INDICATORS)
* may be
sourced from
RAPIDS

Reduce infant
   Mortality  Reduce children  LGU Health  Document  Every three  Monitoring
mortality (MDG Rate of under-five Office review years and at Team
no. 4) children aged mortality rate by the end of  
1-5 (LGPMS two-thirds by 2015 nine years
outcome (MDG Target no. 4)
indicator)
Thank you for your
attention.