calapan pgs revalida handout

The PGS Initiation Journey of the City of Calapan

PUBLIC REVALIDA HANDOUTPublic Governance Forum 29 September 2011

City Government of Calapan Province of Oriental Mindoro\ PHILIPPINES

introductionGood governance is essential to achieving sustainable human development. In recent years, governments worldwide have therefore sought to promote sound development management that is founded on good and honest public administration. (ADB 2005) Without good governance or sound development management, many countries, especially developing countries, fall short in their poverty reduction efforts and in their quest for economic and human development.In the Philippines, the need for reform for good governance has been recognized at various levels and sectors. Numerous efforts are being pursued to promote good governance. While such initiatives are in place, it is recognized that the problem lies in implementation, caused by factors such as lack of political will, partisan politics, and inadequate financial resources. The challenge, then, is to pursue an integrated and sustainable agenda for development through a holistic, multidimensional, and participatory approach, while building on existing initiatives and past gains toward the collective goal of bringing about good governance in the country. Local government units (LGU) take on a big responsibility in achieving the progressive development goal of good and honest public administration. The City of Calapan is one of the promising cities in the country earnestly formulating and implementing policies and reforms for improved public governance. It has embarked on implementing institutional and social reforms through the Aksyon Agad (which literally translates to immediate action/response) Peoples Agenda on 2007. It established a more vibrant stakeholder participation and inclusiveness in direction setting, policymaking, as well as in program and project implementation, monitoring and evaluation at the city level; and the delivery of quality, prompt and humane services to the people. Recognizing the citys eager thrust of building capacities to restructure services and administration, The Asia Foundation and the British Embassy Global Opportunities Fund chose the City of Calapan as one of the recipients of the Localizing Counter-Corruption in Six Cities in Luzon and Visayas. The project aimed at building constituencies and advance counter-corruption reforms at the city government level that helps promote economic growth. Running from 2007 to 2009, one of the major components of the project is the training on Public Service Excellence, Ethics and Accountability Program (PSEEAP), an organizational intervention that promotes transparency in service delivery, strengthens the accountability of local bureaucrats, and encourages a customer-oriented culture in the delivery of basic services. With the vibrant social, economic and administrative reforms engendering positive and recognizable transformations in the city, the city govern-

ment was named by the Asian Institute of Management (AIM) as one of the most competitive cities (small-sized cities category) in the Philippines through the Philippine Cities Competitiveness Ranking Project (PCCRP) in 2008. On November 2007, the City of Calapan was designated as the Regional Government Center of the Mindoro Marinduque Romblon Palawan (MIMAROPA) Region by virtue of Executive Order No. 682. This is to spur and accelerate economic growth in the region. The city government therefore is expected to play an important role in all levels of development being the Administrative Capital of the Province of Oriental Mindoro, a Port City, and the Regional Government Center. Notching another significant record in instituting good governance mechanism, the City Government met the requirements of the International Standard ISO 9001:2008 for having developed and implemented a quality management system. Certification International Philippines Inc. issued Cert. No. CIP/4387/10/05/713 with three scopes enrolled: 1) issuance of business permits and other clearances; 2) appraisal and assessment of real property and issuance of true copies of tax declaration and other certificates; and 3) registra-

tion and issuance of certifications of birth, death and marriage. At present, all governance initiatives and development plans for the city are enshrined in the executive-legislative development agenda, Ang Bagong Calapan. This government thrust anchors on good governance in empowering the local government and the communities to initiate and sustain programs and projects and activities focusing significantly on revenue mobilization, intergovernmental cooperation, basic services delivery, and government-civil society partnerships. Although management tools and mechanisms are in place, the city government, more than establishing public governance milestones, intends to elevate more its governance practices to global standards, ultimately for the benefit of its people, the Calapeos. For this reason, it adopted the Institute for Solidarity in Asias (ISA) Performance Governance System (PGS), a globally-recognized governance framework and management tool for local governments, civil society, and the private sector to work together on improving governance, service delivery and community living standards.

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about calapanCalapan came from the word Kalap which means to gather logs. It was originally pronounced as Kalapang which, according to an old Tagalog dictionary was a synonym for sanga or branch. It could then refer to the settlement of Kalapang as a branch of its mother town, the Municipality of Baco, which is adjacent to it. The name was later changed to Calapan.The City of Calapan was founded as a parish in 1679 by a Spanish Augustinian Recollect priest, Fr. Diego dela Madre de Dios. Human settlements were established around the parish church which later became the beginning of a small town. The District convent was transferred to Calapan in 1733 and began its jurisdiction over the Northern Mindoro Ecclesiastical Area. In the early 18th century, the town occupied only a strip of land stretching from Ibaba to Ilaya in a cross formed facing the present church and cut-off by a river. In the course of the century, succeeding barrios were founded. In 1837, the capital of the province was moved from Puerto Galera to Calapan. When Mindoro became a part of Marinduque on June 13, 1902, under Act. No. 423, the capital of Mindoro was transferred to Puerto Galera under the Law. It was retransferred to Calapan in 1903 for geographical/transportation purposes. When Mindoro was detached from Marinduque on November 10, 1902, Baco, Puerto Galera and San Teodoro were annexed to Calapan in 1905 under Act. 1280, adding a total area of 843 sq. km. of land. In 1902, under Act 2824, the three (3) municipalities gained their independence.

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In 1919, the boundary dispute between Calapan and Naujan was adjudicated by Presidentes Agustin Quijano of Calapan and Agustin Garong of Naujan over a portion of the territory of what is now known as the present boundary. The portion of agricultural area was awarded to Naujan, thus, making the area of Calapan much smaller as compared to that of Naujan which is now considered as the biggest municipality of the province. At present, Calapan has an area of only 250.06 sq. km (according to Land Management Bureau). It has also jurisdiction over the three (3) Baco Islets on the Calapan Bay and the two (2) Silonay Islets. The City of Calapan has been transformed as a component city on March 21, 1998. Its conversion was based on Republic Act 8475, enacted by Congress and signed into law by President Fidel V. Ramos on February 2, 1998. In a plebiscite held on March 21, 1998, majority of Calapeos ratified the conversion of Calapan into a city. It is the first and only city in the province of Oriental Mindoro. Ten years after, the City of Calapan has been transformed from a newly created component city into creating its own identity as The City of Discipline of the MIMAROPA Region. The City of Calapan has implemented simple but effective innovations that highlight the great value of discipline. All of these are made possible by the Aksyon Agad Peoples Agenda and Ang Bagong Calapan programs through the initiative of the City Government, the private sector and other line agencies.

geographyLocation and Land Area The City of Calapan lies on the head of Calapan Bay, Northeastern part of Mindoro Island. It lies in the quadrangle bounded by 13 12.6 and 13 27 North latitudes and 12117 East longitudes. It is bounded on the North and Northeast by Calapan Bay, on the South and Southeast by the Municipality of Naujan and on the West by the Municipality of Baco and overlooked inland by the towering Mount Halcon, Mindoros highest mountain peak. It is situated 28 nautical miles from the nearest point of Batangas Province and is about 45 kms. South of Batangas City and 130 kms. South of Manila. According to the Land Management Bureau, Calapan has total land area of 250.06 square kilometers or 25,006 hectares including the three (3) Baco Islets and two (2) Silonay Islets; the National Statistics Office has a figure of 265.20 sq.km. As measured from cadastral data using Geographic Information System (GIS)based techniques, it has an area of approximately 185.99 sq. km. including the 5 islets. Physical Geography The city is situated on the vast northeastern floodplain of Oriental Mindoro. The overall land character is that of a wide plain having meandering rivers interspersed with wetlands at the seacoast periphery. The flat terrain is interrupted by the elongated Bulusan Hill (highest elevation equal to 187 meters above sea level) at the northeast towards the coast and the rise at the southwest which is actually part of the foot of the Halcon-Baco Mountain Range.

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climateType, Rainfall Distribution Annually, Temperature Ranges, Prevailing Winds, Typhoon Frequencies, Frequency and Extent of Floods: The climate is mild with no distinct wet and dry season. The seasons are not very pronounced and it is relatively dry from November to April and wet during the rest of the year. The months of February and March have the least rainfall, while October and November are the months with the greatest rainfall. Wind direction throughout the year is variable; Northeast monsoons prevail from August, November, December, January, February and March; East to Northeast on April; Southeast to South on May and June; Northeast to South on July and September, and Easterly on October. The average wind velocity has been observed to be 3.0 meters per second. Typhoons generally follow a northwesterly path. Other sources states that the climate of Calapan is typically type III (according to the Modified Coronas Classification of the Philippine Atmospheric, Geophysical and Astronomical Services Administration PAGASA). Rainfall is more or less evenly distributed throughout the year. Average yearly rainfall is 2,500 mm. To 4,500 mm. at the Citys southwest portion. Average temperature ranges from 22.86 C to 28.25 C. Average relative humidity is 85.58%. During the easterly monsoon, the storm path cuts across Calapan while heavy pressure from the northwesterly monsoon crawls along the coastlines. Anchorage is safe in the eastern side of the point during the season. Climate is favorable for vegetation throughout the year under the type D climate characterization. Its relative humidity is 81%.

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Who are the Calapeos?Calapan City is presently inhabited by people from a mixture of various migrants from different provinces of Luzon, predominantly from Batangas Province. Calapeos are known for being hospitable, peace- loving, well- disciplined, cooperative, innovative and have an undying dedication to work. They possess high quality skills to meet the demands of different industries and investments, both foreign and local markets. The Calapeo character is actually a little bit of all the cultures put together. The spirit of kinship and camaraderie, close family relations, hospitality, spirituality, and disciplineall these are said to be taken from our valiant forefathers which came from the different parts of the country and the world as well. Calapeos have two official languages- Filipino and English. Filipino is based on Tagalog which is our countrys national language. English is also widely and is the medium of instruction in higher education. Calapeos are fun- loving. Through- out the city, there are fiestas celebrated every now and then, and guests are always welcome at their homes. If there is one thing to be anticipated, enjoyed, and remembered about Calapan City, it will have to be the citys unique festivals. Every Festival reflects the distinctive culture and lifestyle of Calapeos. The dances, the songs, the colors, the costumes, and the ambience are really adrenaline rushing. These festivals all have the certain charm that comes from Calapan Citys rich culture.

demographyPopulation According to the 2007 NSO Census of Population, the population of Calapan City is a total of 116,976 individuals in 25,137 households. The population count of the city for the 2000 and 2007 censuses translated to an average annual population growth rate of 1.38 percent. Among the 62 barangays, Barangay Camilmil is the most populated with 4,691 persons residing while Barangay Bondoc is the least populated with 215 persons which shared 0.18 percent of the total population of the city.

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THE PGS STORY OF CALAPAN

Governance is more than the action of government. It is the interaction of government agencies and officials with the corporate sector, civil society organizations (CSOs) and political parties that results in the adoption of policies, setting of priorities, allocation of resources, selection of officials and the implementation or non-implementation of decisions. (JICA-TCTP-PLG 2006) Upon assumption to the mayoralty seat of Atty. Paulino Salvador C. Leachon in 2007, he has embarked on implementing institutional, socio-economic reforms that improve public governance and institutionalize the involvement of civil society in the process of local development.

Aksyon Agad Peoples AgendaOne of the indispensable ingredients of efficient and effective public governance is the unity of purpose. The administration of the Mayor Leachon believes that the developmental goal for the city could only be attained if there is synergism between the executive and legislative branches of the local government. For the very first time in the citys history, the executive and legislative departments came together to craft the development plan manifested by mutual support through the signing of a covenant of commitment towards achieving greater growth and development for its serviced sectors.

The City Mayor, Vice Mayor and the members of the Sangguniang Panlungsod pledged to provide the development direction of the City Government; operationalize the programs, projects, and activities identified in the Comprehensive Development Plan Executive-Legislative Agenda (CDP-ELA) titled Aksyon Agad Peoples Agenda; display integrity and professionalism throughout their term as elected public officials; and work harmoniously and collaboratively in pursuing the welfare of the Calapeos. The final output served as the planning tool to put good governance into action. As a planning and budgeting tool, it provided the development roadmap of the city; identified priority programs/

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projects that can be accomplished; and organized and allocated the city resources in a rational and result-oriented manner. As a transparency and accountability tool, it informed the constituents the citys medium-term development priority, the Aksyon Agad Peoples Agenda. As social mobilization tool, it helped unite the broader city community; and helped rally support from the different multi-sectoral groups. As convergence tool, it enjoined collaboration and harmonious relationship with the executive and legislative departments. As performance management tool, it provided a basis for ensuring that the plans are implemented and are producing the desired impact; and helped set performance targets to the various departments of the City Government, thus encouraging greater accountability for results. And as a communication tool, it allowed elected officials to present and articulate their political agenda and seek its integration in the ELA; created opportunities for the community to give feedback and voice their issues and concerns to the LGU; encouraged closer interface between the executive and legislative; and allowed for the elected officials to report back their accomplishments and achievements. Beyond effective leadership, good local governance is about building partnerships that encourage and facilitate convergence of efforts among local leaders, various sectors and the whole city populace. More than a principle in crafting the tool for governance, Aksyon Agad became the core motivating factor in the all programs, projects, initiatives and services of the City Government. Literally translated as immediate and prompt action or response, Aksyon Agad program focused on service quality improvement in the City Hall by propagating within the in-

stitution the sense of professionalization among its workforce and optimizing the utilization of relatively scarce fiscal, technical and human resources matched with the desire to deliver quality

service in a least costly procedure, hence the core innovative initiative - 10-Minute Service at the City Hall. The program aims to deliver to clients the basic services of the city government within the prescribed ten-minute period.

Localizing CounterCorruption in Six Cities in Luzon And VisayasThe project is the Luzon and Visayas counterpart of The Asia Foundations Transparent Accountable Governance (TAG) project in 16 cities in Mindanao which had provided technical assistance to these cities in building their capacities to restructure services and administration. The Localizing Counter-Corruption in Six-Cities in Luzon and Visayas is a project of The Asia Foundation in partnership with the British Embassy Global Opportunities Fund. It aimed at building constituencies and advancing counter-corruption reforms at the city government level that helps promote economic growth. Calapan together with the cities of Iriga, Roxas, Santiago, Sorsogon, and Tacloban were chosen from a shortlist of 12 cities. Selection for the final recipients were based on the set criteria: 1) British Embassys priority area/region; 2) income classification; 3) term of office of the Mayor; and 4) presence of donor projects. They were also selected upon submission of a letter of intent from the local chief executive indicating the city governments interest to participate and with a

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commitment to provide counterpart support; a City Council Resolution indicating support for the project; or an endorsement from a local Chamber of Commerce and Industry. Running from 2007 to 2009, the project comprised of three major activities namely: 1) technical assistance to implement counter-corruption reforms that will reduce local corrupt practices, decrease efficiency, increase the cost of doing business, and discourage investment; 2) establishment of city level public-private partnerships between the city government, the civil society organizations and the private/business sector; and 3) training on Public Service Excellence, Ethics and Accountability Program (PSEEAP). Many breakthrough results emerged during and after the adoption of the counter-corruption project. One of which are the reforms in the real property tax administration of the city through computerization that have resulted in substantial increases in taxes collected. Realty tax collection increased by 169 percent in October in 2008, by six percent in November, and by 34 percent in December when compared to the 2007 collections. Partnerships and collaborative mechanisms among civil society organizations were also developed to improve and enhance democratic governance in the city. The Calapan Movers Society, a federation of civil society groups was founded. The group is being spearheaded by Ms. Doris Melgar, founder of the Kaunsayan Formation for Community Development, Inc. (KAFCODE), an NGO that has been helping small vendors, fisherfolk and farmers craft their sectoral development agenda.

One of the most remarkable reforms in the City Government brought about by the adoption of the counter-corruption project was the administration of the series of trainings on PSEEAP, an organizational intervention that promotes transparency in service delivery, strengthens the accountability of local bureaucrats, and encourages a customer -oriented culture in the delivery of basic services. Each of the departments and offices of the city government was able to formulate their own service vision, service strategies, service values and commitment statement to combat corruption which were displayed and posted in their respective offices for their customers to see and read. To maximize the impact of PSEEAP, it was brought to the barangay level through the Barangay PSEEAP in lieu of heightening stakeholder participation and bolstering their capacities for good governance.

Outstanding and Competitive City in the Region and the CountryIn 2008, the City of Calapan with the multitude of governance reforms and developmental transformations was awarded by the Asian Institute of Management (AIM) as one of the Most Competitive Cities (Small-Sized Cities Category) in the Philippines. The city was adjudged as one of the recipients through the Philippine Cities Competitiveness Ranking Project (PCCRP), a research study that ranks and assesses the competitiveness of the countrys major and emerging urban centers to promote healthy competition among

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Regional Government Center of MIMAROPAMIMAROPA is composed of island provinces of Occidental Mindoro, Oriental Mindoro, Marinduque, Romblon and Palawan. It seceded from Region IV-A (CALABARZON) by virtue of Executive Officer 103 in 2002 under the premise of the national government to decentralize development through the creation of smaller geographic units. In order to spur and accelerate economic growth in the region, Executive Order No. 682 was issued on November 2007 designating the City of Calapan as the Regional Center of MIMAROPA. It was not only to adhere to the government policy to promote regional development but to push the MIMAROPA provinces to interconnect with one another to hasten each others development and increase the regions contribution to national wealth. Moreover, the establishment of a government center will foster efficient and effective delivery of government services. The city government is expected to play an important role in all levels of development (local, regional, and national) being the administrative capital of the Province of Oriental Mindoro, the Port City, and the Regional Government Center. At present, the city takes on the challenge of integrating and harmonizing development efforts and interconnecting the five provinces together to the regional seat, thus the improvement in government processes of administration, communications and logistics.

cities and assist their executives and planners in fine-tuning development plans. It measures the competitiveness of cities using six broad drivers:1) Dynamism of local economy; 2) Cost of Doing Business; 3) Infrastructure; 4) Responsiveness of Government to Business Needs; 5) Human Resources and Training; and 6) Quality of Life. Proof to the unquestionable public trust and confidence of the Calapeos to the local government was the city government receiving a high 85 percent net satisfaction rating as shown by the survey of the Social Weather Stations in 2009. Mayor Doy Leachon garnered a 79 percent net satisfaction rating in the survey commissioned by the League of Cities of the Philippines, Asia Foundation and the British Embassy. According to him, the high marks simply show that the officials and employees of the Calapan City government are working in unison to provide better services for the Calapeos. Another testament to the outstanding governance in the city was the recognition from the Department of Interior and Local Government (DILG) as the forefront and number 1 in governance in the Province of Oriental Mindoro in 2009. The Department of Trade and Industry (DTI) also named the city as model local government unit (LGU) in the region, having implemented the streamlining of business processing and licensing system (BPLS), the only one of its kind in the region of MIMAROPA.

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ISO 9001:2008-CertifiedThe City Government of Calapan has developed and implemented a Quality Management System (QMS) demonstrating its ability to provide consistently services that meet customer satisfaction and applicable statutory, regulatory and legal requirements. This is mainly because the City Government wants to address customer satisfaction through the effective application of the QMS and improve the overall management of the City Government. In 29 June 2010, the City Government met the requirements of the International Standard ISO 9001:2008 and was issued the Certificate of Recognition with Cert No. CIP/4837/10/05/713 by Certification International Philippines Inc. Three scopes were enrolled in the Calapan City QMS: 1) issuance of business permits and other clearances; 2) appraisal and assessment of real property and issuance of true copies of tax declaration and other certificates; and 3) registration and issuance of certifications of birth, death and marriage. The ISO Team in Calapan developed a manual that describes the QMS, delineates authorities, interrela-

tionships, and responsibilities of the personnel responsible for performing within the system. It also provides procedures or references for all activities comprising the QMS to ensure compliance to the necessary requirements of the standard. It is developed to guide the city governments employee through the various requirements of the ISO standard that must be met and maintained in order to ensure customer satisfaction, continual improvement, prevention of nonconformities and provide the necessary instructions that create an empowered workforce.

Ang Bagong CalapanThe concept of Ang Bagong Calapan as the core development agenda on all plans, programs, projects and services in the city is to instill to every Calapeo that governance is not just about project implementation, but more significantly, about transformation of culture and people, about values. Discipline is the key to the citys burgeoning economy. In a society that is generally characterized by patronage politics, elected officials are bound to cater to the needs and wants of its sectors. But Mayor Leachon ever since, has demonstrated strong political will coupled with excellent skills and able leadership. Reforms were initaited through the strict implementation of ordinances that regulated the spatial development in the city. The means used by which the development plans were executed may be radical and unpopular at first but upon closer inspection, it became clear that the actions undertaken by the City Government were lawful and beneficial for everyone. Gradually, Calapeos arrived at a communal realization that everyone would have to contribute in the efforts to achieve meaningful change as the overall picture of change and development in Calapan became evident. Under the Ang Bagong Calapan Program, the embrace of change is being institutionalized. It builds on a government propelled by transparent and participatory governance with people coowning and voluntarily supporting the initiation, implementation and sustainability of city development plans, programs and projects.

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isa&pgsIn the Philippines, the Institute for Solidarity in Asia (ISA) is at the forefront of advocating and institutionalizing good governance in governments and institutions. It is a collaborative network of sectoral leaders, public officials, and ordinary citizens committed to governance in all aspects and levels of life in the society. By 2015, it shall be recognized as a leading public governance reform institute in East Asia.ISA works with 1) sectoral leaders in raising the standards of professional and ethical practice as well as of social responsibility in their respective sectors; 2) public officials in institutionalizing a public governance system, in partnership with multi-sectoral coalitions, for the long-term development of their communities and institutions; and 3) national public institutions to develop centers for leadership dedicated to the continuing training of citizens in the exercise of their civic duties and in their participation to serve the common good of society. ISA, founded by former Finance Secretary Dr. Jesus Estanislao is dedicated to improving governance practices in local governments, civil society groups and public agencies. The Performance Management System (PGS) is the principal mechanism through which ISA works to help reform its partner organizations and local governments. PGS is a management system that channels the energies, abilities and special knowledge of executives and their stakeholders into one strategic and measurable direction. It is based on the methodology of the balanced scorecard a management reform and evaluation tool developed by a management consultant and a professor at Harvard Business School. The balanced scorecard process translates organizational strategy into concrete and quantifiable outcomes by measuring whether the operational activities of an organization are aligned with its larger-scale and longer-term objectives and strategies.

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change agendaTHE ESSENTIAL TRANSFORMATIONS

On OrganizationThe City Government of Calapan as a model local government unit that collaborates with all its sectors through the sharing of the management of its affairs and the control over initiatives, decisions and resources. Managed and run by professional, efficient and developmentoriented public servants enabled by a standardized computer-based technical, financial and administrative systems and processes.

On Core ProcessesInstitutionalization of responsive, effective and efficient systems and processes that steer and propel the City Government to attain its vision and to gear up for more ambitious developmental aspirations for the city. This state of the government demonstrates a city with equipped and competent labor force enabled and made more efficient by appropriate support structures and mechanisms that are working together in initiating and sustaining programs and projects that further improve local economy and boost tourism.

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On ResourcesA vibrant local economy characterized by an effective control of expenditures, budget discipline, sustainable deficit management and financial autonomy. The City Government, generating significantly more local revenues with reduced financial dependence on the central government makes more meaningful investments in its communities, thus providing the Calapeos with equal access to quality services.

On Social ImpactCalapeos living harmoniously, with an improved quality of life, having quick and equal access to quality services of the City Government. Hence they have remarkably high confidence and trust to the local government manifested by their enthusiastic and voluntary support to and cooperation in all its plans, programs, and projects.

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Sustainability of good governance initiatives and milestones The City Government is continuously seeking means to improve public governance and administration. By reinforcing the citys capacity to promote good governance, it shall encourage democratic stakeholder participation, strengthen transparency and accountability in governance, foster economic growth, and improve the quality and reliability of public services. Bolster stakeholder participation and contribution in the planning and decision-making; and vitalize public-private partnerships A stakeholder is an individual group, institution, organization (government or nongovernment) or business, amongst others, that could affect, or be affected by the outcome of a particular activity, process or project either positively or negatively. Stakeholder participation is a process through which stakeholders influence and share control over initiatives and the decisions and resources that affect them. Stakeholder participation aims at improving decision-making during the planning, design, implementation and evaluation of projects, programs, plans and processes. It involves all stakeholders, including groups that are often marginalized such as women, the youth, the elderly and people with disabilities. The City Government, through appropriate processes, procedures and mechanisms like the PGS must involve the local community particularly the barangays, civil society groups and those in the marginalized sectors in the development, implementation and review of the citys performance governance system, and in particular, strengthen their participation in the setting of appropriate key performance indicators and performance targets of the city; tackling of strategic institutional matters such integrated development plans, community-based planning, budget consultation and planning, performance governance and all other policy issues. This also creates a platform to forge lasting public-private partnerships (PPPs) between the City Government and its stakeholders. PPPs will go a long way to paving the way for co-funding of cer-

tain programs and projects of the city government and stakeholders. Good and constructive relations between stakeholders and the local government will greatly improve institutional decision-making and effectiveness and efficiency. Come up with breakthrough results in the delivery of basic services, stakeholder satisfaction and financial autonomy The promotion of good governance through the development of measurable local performance indicators and service standards can engender breakthrough results in public service. The adoption of a performance governance system presents opportunities as well as challenges in bringing together the public sector, civil society, private sector, and community members in the tasks of evolving policies and programs and organizational and operational mechanisms and institutional arrangements that can effectively respond to the needs of the people, ensure the judicious and transparent use of public funds,

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encourage the growth of the private sector, promote effective delivery of public services, and uphold the rule of law. More than the promotion of good governance, it is also hoped to attain local financial autonomy, generating significantly more local revenue, enabling the city to both reduce their financial dependence on the central government and make additional investments in its communities. Institutionalize an effective monitoring and evaluation mechanism Monitoring and evaluation is about assessing actual change against stated objectives, and making a judgment whether development efforts and investments were worthwhile or costeffective. In the local government, most programs and projects do not fully succeed due to

several factors and conditions such as the lack of commitment to sustain the projects; poor implementation strategies and inadequate resources to carry them out; lack of stakeholder appreciation and participation; and more importantly, poor, if not lack of project monitoring and evaluation. Through the installation of the PGS, the City Government shall institutionalize an effective monitoring and evaluation mechanism for programs, projects, activities and services through the governance scorecards. These are used to monitor the governance units implementation of strategy. These are also positive instrument to improve governance, cooperation and performance in the distribution of responsibilities. Everyone has a clear set of responsibilities and commitments. Governance then becomes a common responsibility of all.

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THE PGS INITIATION JOURNEY

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pgs initiation timelineMeeting with the head of the organization and signifying intent to apply to the systemMarch 2010 The City Mayor together with the City Planning and Development Coordinator engaged in a dialogue with the ISA personnel signifying intent to install the Performance Governance System (PGS) in Calapan. The Local Chief Executive, being the primary governance champion who happened to be the National Vice Chairman of the League of Cities of the Philippines communicated his keen interest and motivation in pursuing PGS.

Creation of TWG17 January 2011 The City Mayor together with the City Planning and Development Coordinator engaged in a dialogue with the ISA personnel signifying intent to install the Performance Governance System (PGS) in Calapan. The Local Chief Executive, being the primary governance champion who happened to be the National Vice Chairman of the League of Cities of the Philippines communicated his keen interest and motivation in pursuing PGS.

Meeting of the Minds Session SP authorizing the Mayor to enter into a MOA with ISA27 October 2010 At the Sangguniang Panlungsod (SP) Session Hall, the members of the council unanimously approved Resolution No. 156 authorizing the City Mayor to have the City Government of Calapan (CGC) enter into a Memorandum of Agreement (MOA) with the Institute for Solidarity in Asia (ISA) represented by its President, Francisco C. Eizmendi, Jr. regarding the Performance Governance System. El Pueblo Rhizort, Mahal na Pangalan, City of Calapan, 31 January 2011 The ISA Team composed of Mr. Ferdinand Josef Escobal together with Jose Ma. Luis P. Montesclaros and Ms. Marielle Antonio gave an initial PGS orientation and discussed briefly the steps that will be undertaken to complete the PGS Initiation Stage. Attended by the Mayor, Vice Mayor, and the TWG members, the Meeting of the Minds Session also served as an opportunity to explore on the elements where the PGS can build at.

Signing of the MOA between CGC and ISA08 December 2010 The strong partnership between the two institutions was formalized. The MOA outlines the extent of partnership, scope of work and the extent of intervention, thereby serving as a guarantee that both parties shall perform the provisions identified in the said document.

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Working Session 1 - Visioning/Charter StatementEl Pueblo Rhizort, Mahal na Pangalan, City of Calapan, 01-02 February 2011 This first working session was participated in by 50 stakeholders comprising of city government heads, representatives from the academe, transport, civil society, business and media sectors. The objective was to assist the city government in identifying critical components of the initial stage of the process such as the core values, core purpose or mission statement, the Big-Hairy-AudaciousGoals (BHAG) or vision statement and its vivid description. Core values were easily identified as God-loving, competitiveness and goaloriented. However, the participants encountered difficulty in identifying the brand name of the city thus a special session for this purpose was scheduled.

Working Session 2 - Strategy Map and Scorecard and the Continuation of Working Session 1Vencios Garden Resort, Tawiran, City of Calapan, 11-14 March 2011 From the strategic shifts identified the group came up with The City of Discipline and Unity by 2016 as the vision year. This was identified as the vision year through the facilitation of Mr. Chris Zaens, Mr. Jeremy Pintor, Mr. Jose Montesclaros and Ms. Cyril Benedicto. This long term direction was translated into operational details through the strategy map that sets the clear direction of the City of Calapan and the governance scorecard that lays down the quantifiable metrics to measure progress. In the working session, the representatives from the community determined where the City of Calapan wants to be in 2016 while the TWG determined the steps on how to get there in 2016. Thirteen (13) strategic objectives were identified along with the 32 strategic measures. The 2nd session was highlighted with the signing of commitment to support the PGS by all participants.

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Ratification of the MOA28 March 2011 The members of the Sangguniang Panlungsod through Resolution No. 366, once again affixed their signatures ratifying the MOA entered into by the CGC and ISA regarding the adoption of the PGS.

Working Session 3 Strategic InitiativesAnahaw Island View Resort, Balite, City of Calapan, 25-27 May 2011 The 32 identified strategic measures were trimmed down to 27 measures. These 27 strategic measures were supported by 16 strategic initiatives or the complementary action programs that focus on the four strategic perspectives such as building the organization, improving the core processes, mobilization of resources and achieving social impact that would lead in achieving the vision of the city as the model city of the country as the center of good governance with united and productive Calapeos

Working Session 4 Clean-Up SessionAnahaw Island View Resort, Balite, City of Calapan, 13-15 July 2011 Finalization of output was the main objective of this session. The ISA team assisted the TWG in testing the logical flow of the strategy map and helped in examining the quality of measures that were used. Baseline data and targets were polished. Another strategic objective was added initiated by the LCE which is to build the citys image of discipline and unity. All other outputs such as strategic objectives, strategic measures, its baseline data and targets were settled. Profiling of initiatives was also done in this productive session.

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Presentation to LEDAC and Approval of the LCE and the SPSP Session Hall, City of Calapan, 18 July 2011 In the Legislative-Executive Development Advisory Council (LEDAC) Meeting which was attended by the SP members and department heads, the ISA TWG presented the output of ISA PGS strategy. The presentation included the discussion of the background of the project, the crafted strategy map, the measures to be used and the identified initiatives. After the presentation, the mayor conveyed his conviction and assurance that the identified projects will the priority projects for the next six years. He however clarified that those projects not included in the strategy will still be implemented as long as those are identified in the Annual Investment Plan (AIP).

Stakeholder Validation and Consultation - PGS Initiation Pre-RevalidaSP Session Hall, City of Calapan, 23 August 2011 As part of the process, ISA required the CGC to present its output prior to the actual revalida. In this activity, representatives from the academe, fisherfolks, business, youth, farmers, media, CGC department heads, SP members and the PGS TWG witnessed the City Mayors commitment in pursuing good governance as he delivered the CGC PGS strategy before the ISA Executives, Dir. Jesus Estanislao and ISA President, Francisco Eizmendi, Jr. with Mr. Jeremy John A. Pintor, Program Officer and Ms. Cyril Benedicto, Program Assistant. The presentation lasted for two hours and was complimented by significant inputs from ISA executives.

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THE PGS INITIATION OUTPUTS

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According to the ISA Governance Framework, foremost in meeting the governance challenge is for people to be convinced that they can not get good governance unless they complement it with responsible citizenship. Hence a charter statement that shall embody all ideals and aspirations of the government and the people must be crafted and recognized by each one.

governanceGod-lovingFilipinos are known to have strong religious faith. Religion holds a central place in the life of the majority of Filipinos. It is central not as an abstract belief system, but rather as a host of experiences, rituals, ceremonies, and adjurations that provide continuity in life, cohesion in the community and moral purpose for existence. Calapeos are of no exception. Strong faith enables them to face great difficulties and unpredictable risks in life in the assurance that "God loves us and shall take care of things."

charter statementcore valuescompetitiveCalapeos have an innate competitive spirit, and it is quite evident in its rich history and the present-day affairs they engage themselves in. Competitiveness is not just a trait but a motivation to better themselves in whatever aspect of life. Moreover, the people of Calapan always look up to those who have won their profound competitions with ignorance, poverty and the limitations of this world, thereby expanding the wealth of accumulated knowledge and wisdom, and making meaningful contributions to improving the human condition as true heroes of human history.

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core valuesgoal-orientedAchievement doesn't usually happen by accident, and it's not the result of luck. Instead, it is the culmination of planning and hard work. Calapeos believe that, to get ahead in ones career and life, one needs goals and the means to achieve them. With its history of struggles and triumphs, they are firm believers that they are the type who has to constantly strive for something, having a strict mindset of what they want to accomplish and have. They are purpose-driven, always willing to take the necessary risks to accomplish their dreams.

disciplinedDiscipline means the willing submission of a person to rules, regulations and instructions to someone recognized by society. It is a willing and polite discharge of one's duty towards others in society. With the advent of institutional and socioeconomic reforms in Calapan, Calapeos try to forge a culture of discipline where people voluntarily support developmental change and willingly adhere to policy reforms administered in the city for they believe that the strength of Calapan lies in discipline. It cannot progress unless Calapeos are disciplined.

unitedThe rich history of Calapan shows the oneness in spirit and character of the Calapeos, from its rebellion to the colonizers to its strong family and communal ties. Even the etymology of the name of the city coming from the word kalap which means to gather and collect, depicts unity and cohesiveness.

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mission statement

Ang Bagong Calapan

shall initiate and sustain programs, projects and activities towards city development through transparent and participatory governance.

Calapan is a city with an organized and shared rapid expansion of economy through a government dedicated in honing and mobilizing Calapeos skills and energies. Programs and projects that would boost our city is very vital in planning our citys economic development, but the way on how to sustain these projects is a more serious matter. Thus, Ang Bagong Calapan Program is created to initiate and sustain different programs, projects, and activities towards city development through transparent and participatory governance, because with good governance, the City of Calapan will effectively address the needs of its people particularly in improving transparency and accountability in governance. It would enable us to work systematically to give the Calapeos am improved quality of life.

The Model City of the Country as Center of Good Governance with United and Productive CalapeosImproving public governance at the local level is vital to the continued maturation and consolidation of our nations democratic principles. The need for improved public governance at the local level is pressing in the Philippines, as decentralized service delivery has been a policy priority of successive governments. These beliefs lead the City of Calapan to adopt the Institute for Solidarity in Asias Performance Management System (PGS). And from this, the city anticipates that it will become the model city of the country as the center of good governance since we already have the key to good governance, the Institute of Solidarity in Asia (ISA), as the guide that will enable us to work systematically to give our fellow Calapeos a better chance of living, and the Calapeos themselves for being disciplined, productive, and contributors to the success of the entire city.

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strategy map

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perspectivesThe four-fold strategic perspectives were vital in the crafting of the roadmap that will ensure the realization of the citys vision of becoming the City of Unity and Discipline by 2016. These four dimensions of governance serve as guide in successfully completing the roadmap:

strategic

local competitiveness. All these processes will steer the City Government towards the vision for 2016.

Organization. The first perspective which isat the base of the roadmap is the organization. This capitalizes on developing competent and motivated public servants and institutionalizing a responsive IT-enabled organization. These objectives are expected to increase Calapeos level of trust and confidence towards government officials and employees whose core values are anchored on being God-loving, united, disciplined, competitive, and goal-oriented. In turn, this would foster a culture of collaborative governance as this would assure active participation of every member of the community including the key sectors and stakeholders.

Resources. The third dimension relates toeffective and efficient management of finances, logistics and other resources. This includes the facilitation and use of best practices in good governance that will provide a strong base for the execution of strategies, and will eventually result in a sustainable and vibrant local economy.

Social Impact. In light of the three other perspectives mentioned, the accomplishment of the strategic direction highly depends on the fourth dimension which is social impact. Ultimately, the measure of success would rely on whether the Calapeos are satisfied about the initiatives, projects and programs of the City Government, and this can be reflected through improved quality of life and equitable access to quality social services.

Core Processes. The second perspectiverefers to the core processes and critical systems to be utilized by the organization which will guarantee that all the essential elements will be addressed through strategic mechanisms that are aligned to the Citys vision, mission and core values: to ensure transparent and efficient processes; produce highly-competent and equipped labor force; invest in infrastructure for development and interconnectivity; empower and grow local enterprises; attract investments to support

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strategicobjectivesThe journey towards institutionalizing the PGS entails proactive responsiveness of all stakeholders to the long-term strategic direction. In line with the strategic perspectives, four key questions need to be addressed: (1) How can we foster a culture of collaborative governance in the attainment of our vision?; (2) How can we ensure that our core processes will achieve global breakthrough results that will build the Citys image as a City of discipline and unity?; (3) How can we effectively manage our resources while sustaining a vibrant local economy?; and (4) How can we consistently demonstrate a caring government that advocates joyful living for every Calapeo? The four key questions will determine the essential and crucial mechanisms towards the 2016 vision. These were further outlined in the 14 strategic objectives that were carefully studied and identified, which are as follows: shown its strength. It is the only City in the MIMAROPA Region with a Business License and Real Property Computerized Tax System, and such innovations in public service has qualified the City for an ISO 9001:2008 certification.

Foster a culture of collaborative governanceThe city recognizes the significant role of external stakeholders in the PGS. It supports the key policy thrusts of the current administration which includes strengthening of private-publicpartnerships. Bringing the strategies down to the barangays would trigger a culture of commitment and support that will substantiate genuine reforms.

CORE PROCESSESEnsure transparent and efficient processesThe City Government believes that exposing itself to the scrutiny of the public is necessary in gaining its constituents trust. Ensuring transparent processes is an effective feedback mechanism that will prompt the public servants to constantly do better in the duties they are entrusted with, thus, creating an awareness that standards should always be met and that processes should continually be developed.

ORGANIZATIONDevelop competent and motivated public servantsCredibility, efficiency and reliance are established when one is portraying a role that is aligned with the values and competencies that he has acquired through education and experience. In an organization typecasted as politically-dynamic, it is imperative to develop competent and motivated public servants as this will uplift the clienteles confidence, knowing that professionalism is highly-regarded.

Produce highly competent and equipped labor forceA typical reason for failing to execute strategies is when the Human Resources is so weak that it does not possess the required skills, resources and commitment to successfully perform the respective functions. For instance, in the field of agriculture, there are training programs intended to help our farmers but after such initiatives, we miss to regularly monitor and assess their progresses and further support their needs. The parameters of thriving outcome measures are greatly relevant to whether or not our workforce

Institute a responsive IT-enabled organizationTechnology and innovation are inevitable in pursuing the path towards economic growth. More often than not, those that are stuck with old traditional systems are left behind when it comes to achieving progress. This is where the City has

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is highly competent and equipped, for this will spell out the results that only the most important unit of the organization can carry out: our labor force.

implemented in the city such as No Smoking in Public Areas, No Littering, No Jaywalking, No Liquor- drinking along the street/ sidewalks, No driving under the influence of liqouor, and Bad and Hubad. The good part of Calapan City is about the discipline of the people. For those who break the rule, will be fined. Thats why some of people call Calapan City as a fine city. They have different rules to be obeyed. They also have different reasons to fine you. The rule is created to keep the city clean and an interesting place to visit. The harmonious relationship that evolved between the city leadership and the citizenry in the course of their discipline campaigns encouraged them to venture into other programs and projects that will definitely become phenomenal successes. Surely, Calapan City will triumph in claiming its title as the City of Discipline and Unity in the country.

Invest in infrastructure for development and interconnectivityAdequate investments in strategic infrastructure such as farm to market road projects will provide passable running surface that will save time, reduce transportation costs, and improve the access of the population in rural communities to markets, health services and education. Once interconnectivity is put in place, a greater percentage of Calapeos can experience an improved quality of life and access to quality social services.

Empower and grow local enterprisesInvigorating local enterprises will expand and diversify the economic base and this will further attract new businesses that will support local competitiveness. This is key to reducing our IRA -dependency, and will promote self-reliance among Calapeos.

RESOURCESResponsive management of resourcesResource management is a key element to activity resource estimating and project human resource management. Both are essential components of a comprehensive management plan to execute and monitor a government project successfully. The City Government is certain that through the responsive management of resources, it shall adequately and efficiently address the basic social problems of the city thereby implementing adequate and appropriate programs and projects to cater to the needs of the people.

Attract investments to support local competitivenessAiming to become a model city, Calapan has a number of plans to be implemented in the near future in order to attract more tourist and investors. Being the Regional Center of MIMAROPA, it offers both opportunities and challenges in the promotion of tourism and investment. Most projects are intended to produce an excellent network among potential investors that would invest in our city to make it an even more outstanding one.

Vibrant local economyWith Calapan Citys organization and processes in place, we are sure to have a vibrant local economy. The influx of investments in our city shall result to a booming local market. Having a good link with current and potential investors, we are certain that this stride would help not just the City Government, but the local residents, as well for they will be provided employment and job opportunities.

Build the Citys image as a City of Discipline and UnityCalapan is a small city in the province of Oriental Mindoro. It is a city with an able-bodied management. We can find the public area clean and in order. There are lots of signs to help people be reminded about the rules and regulations being

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SOCIAL IMPACTEquitable Access to Quality Social ServicesGuaranteeing equal access to quality services, including social and care services, the City of Calapan pursue empowering and enabling projects and programs to its constituents. All these projects assure accessibility, quality and financial viability. Calapan City Governments involvement, participation, influence and management significantly improve the quality of services in our locality. This includes consultation and participation mechanisms on policy design between social services, the people and the government and the creation of networks of local stakeholders; and the formulation of local action plans.

than standard of living. Here in Calapan City, it has been observed through the years that has been observed through the years that Calapeos are enjoying a fine lifestyle. Through the initiatives of the City Government of Calapan, Calapeos were able to experience meaningful changes in their lives. The influx of investors brought many opportunities to our city and its citizenry. Decline of employment rate has been monitored, crime rates are dropping off, and literacy is extensively reaching almost every Calapeos

Satisfied CalapeosHaving everything set and planned, Calapeos are expected to experience a blissful life with caring government. With all these things offered to them, there is no doubt that Calapeos will be satisfied and even be delightful with what they could get from the City Government of Calapan. Sure enough, making our constituents satisfied, discipline and unity will be a way of life among Calapeos.

Improved Quality of LifeQuality of life is an important concept in the field of international development, since it allows development to be analyzed on a measure broader

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aboutthestrategymapWith our mission: Ang Bagong Calapan shall initiate and sustain programs, projects and activities towards city development through transparent and participatory governance fueled by our core values of being God-loving, united, disciplined, competitive and goal oriented, the City Government of Calapan shall realize its vision to be the model city of the country as the center of good governance with united and productive Calapeos and becoming the countrys City of Discipline and Unity by 2016.In realizing our vision, we will build and strengthen our organization by developing our workforce as competent and motivated public servants. We will further enable and empower them by instituting responsive IT systems and processes. The installation of such highlyresponsive and efficient organization will ensure the quality of the services it offers, thus facilitating the support and building on the trust of the Calapeos to the local government paving the way for the fostering of collaborative governance. With motivated and competent public servants made more efficient by responsive IT systems, we will be improving our core processes and the critical systems being utilized by the organization which guarantee that all the essential elements are addressed. We will ensure that the City Hall processes are transparent and efficient and we will develop strategies and mechanisms to highly equip our labor force. We will invest in infrastructure for development and interconnectivity in order to empower and grow our local economy. This will result to the influx of investments in our locality. Putting this all into action, we will build the citys image as the City of Discipline and

With the responsiveness and efficiency of our organization and our core processes, we will manage our resources well generating more local revues and lessening our dependence to the central government thus investing more on our people and the communities. This will ensure a vibrant local economy that will guarantee the quick and equal access of Calapeos to quality social services. The City Government will have also bolstered its capacity to initiate, implement and sustain adequate and appropriate programs and projects that will improve the quality of life of the Calapeos making them satisfied and proud of being a Calapeo. The quality of governance in the City of Calapan will be distinguished to bestow its people with maligayang pamumuhay (a joyful life) through mapagkalingang pamamahala (caring government). By 2016, discipline and unity will be a way of life among Calapeos and Calapan will be the countrys City of Discipline and Unity.

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The City worked to design the governance scorecard consisting of specific long-term public policy goals for the city, an action plan and quantifiable metrics to measure progress. They were also charged with identifying the core strategies and objectives around which the scorecard was designed. These led to the laying out of strategies, action plans, and performance benchmarks.

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EARLY GAINS THROUGH THE PGS


early gains &Alignment of all development plans and programs to the vision and mission of the cityThe Philippine Development Plan (PDP) 20112016 crafted by the present Aquino administration adopts a framework of inclusive growth, which is high growth that is sustained, generates mass employment, and reduces poverty. With good governance and anticorruption as the overarching theme of each and every intervention, the Plan translates into specific goals, objectives, strategies, programs and projects all the things that we want to accomplish in the medium term. The good governance initiatives adopted and implemented by the City Government and its current local government development reform it wishes to execute through the PGS have been anchored to the PDP. The PGS governance framework crafted by the city shall provide the foundation and guiding standard and principle for all development policies, plans, programs, initiatives and reforms being proposed, undertaken and pursued by the City Government.

transformationsA clear roadmap enabling the city to pursue a single strategic and unified direction in attaining the visionThe perceived gaps and weaknesses in improving governance are rooted in policies, performance standards, structure, procedures, processes, behavior and values that govern and surround public administration. Through the PGS, it helps reengineer the bureaucracy and more significantly, set clear directions on where the city wants to go and how it can get there. A clear roadmap is now in place seeking to institutionalize mechanisms for planning and policy making; setting appropriate and workable performance and measurement systems; and delineating functions among the city officials, partners and other stakeholders, thus pursuing a single strategic and unified direction in attaining the vision of becoming the countrys City of Discipline and Unity.


More venues for stakeholder participation and empowermentUpon embarking to the initial stages of the PGS initiation process, internal and external stakeholder participation were fortified and given meaningful value. With PGS, they were crucially involved in the affairs of the local government and had significantly contributed in the decisionmaking, resource allocation, implementation and control of development initiatives, having played a major role in crafting the clear strategic roadmap for the city. This paves the way for the empowerment of citizens by building their capacity, self-reliance and confidence to guide, manage and implement development initiatives effectively. Having effectively communicated the purpose of the adoption of the PGS and elicited their support and commitment, stakeholders are now in a secure position to set goals, track progress, learn from change, propose corrective action, monitor and evaluate programs, projects, initiatives and services.

Taking pride on being one of the few LGUs in the country adopting and pursuing world-class management and governance systemsThe City Government shall take pride on being one of the trailblazers in good governance, one among the few of the local government units in the country. It shall be a model organization that adopts and pursues not only an effective and efficient management and governance system but a world-class governance framework. Good governance is, at the end of the day, an open, committed, accountable, and collaborative engagement of all social forces in the pursuit of the common good. It is a socially integrative process that ultimately builds and strengthens a peoples sense of community. It is within this context that initiatives at strengthening capacities for governance must be similarly pursued in a systematically integrated and coordinated manner, strategically focusing on key areas that could best enhance capacities for governance in the long term, rather than on politically convenient concerns.


Compliance, Proficiency and Institutionalization StagesThe adoption of the PGS is a commitment of the City Government to go through the rigorous accreditation program divided into four distinct stages. The PGS pathway is unique for each organization, and each stage involves capacity-building programs that are progressively more advanced and more technical in content. Public accountability is built into the process. The city leaders formally and publicly pledge to measurably improve governance standards, therby tying their reputations to actual performance. With the required systems of reporting and communication, the city allows citizens to monitor progress and verify if policy commitments are honored.

Barangay Development PlanningWith the PGS, the City Government is gearing up to bring down the strategy to the barangays for their development planning. The barangay as the basic political unit is mandated under Section 384 of the Local Government Code as the primary planning and implementing unit of government policies, plans, programs, projects and activities in the community. The first part of the manual operationalizes Art 405 of the Local Government Code which provides that local government budgets shall operationalize approved local development plans. A development plan for the barangay is a desired end-state scenario of the well being of people and its environment to be attained in the long term and to be planned and implemented in orderly sequence or priority by stakeholders of the barangay considering fund limitations. It is a deliberate attempt to change the future status or quality of life of barangay residents, by responding to their economic, social, and physical environment needs within the limits of available scare resources. A development plan is composed of the following: a) a vision statement or practical vision; b) strategic directions; c) barangay development investment program; and d) priorities.


Comprehensive Land Use PlanThis refers to a document embodying specific proposals for guiding, regulating growth and development of a city or municipality. It is comprehensive because it considers all sectors significant in the development process. CLUP puts into

The CLUP process provides a venue to level off the different groups with varied interests in the local planning area. It opens an opportunity for gaining community support, understanding and ownership of the plan through a broad-based consensus formation efforts and participatory arrangements. The process attempts to rationalize the allocation of the limited local land re-

practice the essence of local autonomy among LGUs. This process and its output which comes in a form of CLUP document sets the direction which the LGUs have to take to enable them to attain their vision and to transform them into active partners in the attainment of national goals.

sources by using political and institutional situation. This enables to LGUs to formulate development goals and objectives, design alternatives, and arrive at sound policies, strategies, programs and projects. The crafting of the CLUP will be anchored on the strategies laid down in the PGS.

calapan pgs revalida handout

Documents

city government level

governance initiatives

city level

port city

governance practices

improved public governance

public governance milestones

levels of development