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MBSDMP | CAPACITY BUILDING REPORT

April 2019

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OIDCI

Capacity Building Report Cover Report

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April 2019

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Manila Bay Sustainable Development Master Plan Capacity Building Report April 2019

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Table of Contents

Preface .................................................................................................................................................................... 2

1 Introduction ................................................................................................................................................... 4

1.1 Components of MBSDMP Institutional and Capacity Support ................................................................. 4

1.1.1 Overall Governing Body ............................................................................................................................... 4

1.1.2 Institutional arrangements ........................................................................................................................... 4

1.1.3 Capacity and competency matrix ................................................................................................................. 4

1.1.4 Legal mandates ........................................................................................................................................... 4

2 Framework for Capacity Building ................................................................................................................ 5

2.1 Transition Process of Capacity and Competency Building ...................................................................... 5

2.2 Relationship of Involved Public and Private Agencies in MBSDMP ........................................................ 6

3 Capacity Requirements ................................................................................................................................ 7

3.1 Description of Requirements/Capacity Areas .......................................................................................... 8

4 Competency Requirements .......................................................................................................................... 9

4.1 Management Competencies ................................................................................................................... 9

4.2 Technical Competencies ....................................................................................................................... 10

5 Transitioning from Current to Desired State ............................................................................................ 14

5.1 Foundational Activities for 2020 ............................................................................................................ 14

5.2 Other Activities for Transition and Deployment Phases ........................................................................ 15

Annexes


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Acronyms and Abbreviations

AAIF Architecture Advocacy International

Foundation

AAPH ASEAN Association for Planning & Housing

ACCORD Assistance and Cooperation for Community

Resilience and Development, Inc.

APOs Accredited Professional Organizations

ASSURE Alliance for Safe, Sustainable and Resilient

Environments

AWMA Air and Waste Management Association

BCC Behaviour Change Communication

BFAR Bureau of Fishery and Aquatic Resources

CCC Climate Change Commission

CDRA Climate and Disaster Risk Assessment

CENRO City Environment and Natural Resources

Office

CHAIRS Center for Housing and Independent

Research Synergies

CLA Collaborating, Learning and Adapting

CLUP Comprehensive Land Use Plan

C/MDRRMO City/Municipal Disaster Risk Reduction and

Management Office

CMP Community Mortgage Program

C/MPDC City/Municipal Planning and Development

Coordinator

CPD Continuing Professional Development

CREBA Chamber of Real Estate and Builders'

Associations Inc.

CSOs Civil Society Organizations

CSWD City Social Welfare Development

CWA Clean Water Act

DA Department of Agriculture

DAED Detailed Architectural & Engineering

Design

DAR Department of Agrarian Reform

DBM Department of Budget and Management

DBP Development Bank of the Philippines

DC Development Control

DED Detailed Engineering Design

DENR Department of Environment and Natural

Resources

DepEd Department of Education

DHSUD Department of Human Settlements and

Urban Development

DILG Department of Interior and Local

Government

DLSU De La Salle University

DOE Department of Energy

DOF Department of Finance

DOH Department of Health

DOJ Department of Justice

DOLE Department of Labor and Employment

DOST Department of Science and Technology

DOTr Department of Transportation

DPWH Department of Public Works and Highways

DRR/CCA Disaster Risk Reduction & Climate Change

Adaptation

DRRM Disaster Risk Reduction and Management

DRRMO Disaster Risk Reduction and Management

Office

DRS Derivative Regulation Sub-system

DSWD Department of Social Welfare &

Development

DTI Department of Trade and Industry

EMB Environmental Management Bureau

ENRO Environment and Natural Resources Office

ERDB Ecosystems Research and Development

Bureau

ESI Environmental Studies Institute

GFI Government Financial Institution

HH Household

HLURB Housing and Land Use Regulatory Board

HPFPI Homeless Peoples Federation of the

Philippines Inc.

HSAC Human Settlement Adjudication

Commission

ICT Information and Communications

Technology

IEC Information, Education and Communication

IRR Implementing Rules and Regulations

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ISFs Informal Settler Families

LBP Land Bank of the Philippines

LGU Local Government Unit

LLDA Laguna Lake Development Authority

LONO Letters of No Objection

LRA Land Registration Authority

LWUA Local Water Utilities Administration

MARPOL Marine Pollution

MBCO Manila Bay Coordinating Office

MBSDMP Manila Bay Sustainable Development

Master Plan

MEL Monitoring, Evaluation and Learning

MENRO Municipal Environment and Natural

Resources Office

MFARMC Municipal Fisheries and Aquatic Resources

Management Council

MMDA Metropolitan Manila Development Authority

MPA Marine Protected Area

MPA-MEAT Marine Protected Area Management

Effectiveness Assessment Tool

MPD Municipal Police Department

MSWD Municipal Social Welfare Development

MWA Municipal Water Areas

NAMRIA National Mapping and Resource

Information Authority

NAPC National Anti-Poverty Commission

NBCP National Building Code of the Philippines

NDRRMC National Disaster Risk Reduction and

Management Council

NEDA National Economic Development Authority

NGCP National Grid Corporation of the Philippines

NHA National Housing Authority

NHMFC National Home Mortgage Finance

Corporation

NIA National Irrigation Administration

NGO Non-Governmental Organisation

NLUA National Land Use Act

NSSMP National Sewerage and Septage

Management Program

NSWMC National Solid Waste Management

Commission

NWRB National Water Resources Board

OBO Office of the Building Official

OPEX Operating Expense

OSHDP Organization of Socialized Housing

Developers of the Philippines

PAGASA Philippine Atmospheric, Geophysical and

Astronomical Services Administration

PAMALAKAYA Pambansang Lakas ng Kilusang

Mamamalakaya ng Pilipinas

PAPs Programs, Activities, Projects

PASE Philippine Association of Sanitary

Engineers

PAWDs Philippine Association of Water Districts

PBE Philippine Business for the Environment

PBSP Philippine Business for Social Progress

PCAPI Pollution Control Officers Association of the

Philippines

PCEPSDI Philippine Center for Environmental

Protection and Sustainable Development

Inc.

PCUP Presidential Commission for the Urban

Poor

PCAARRD Philippine Council for Agriculture, Aquatic

and Natural Resources Research and

Development

PCG Philippine Coast Guard

PD Presidential Decree

PEMSEA Partnerships in Environmental

Management for the Seas of East Asia

PENRO Provincial Environment and Natural

Resources Office

PESO Public Employment Service Office

PEZA Philippine Economic Zone Authority

PHIVOLCS Philippine Institute of Volcanology and

Seismology

PIA Philippine Information Agency

PiChE Philippine Institute of Chemical Engineers

PIEP Philippine Institute of Environmental

Planners

PNB Philippine National Bank

PNOC Philippine National Oil Company

PNP Philippine National Police

PPA Philippine Ports Authority


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PPP Public Private Partnership

PRA Philippine Reclamation Authority

PRC Professional Regulation Commission

PRRC Pasig River Rehabilitation Commission

PSA Philippine Statistics Authority

PSALM Power Sector Assets and Liabilities

Management Corporation

RA Republic Act

RCS Referral Code Sub-system

RDF Refuse Derived Fuel

ROI Return on Investment

SEAFDEC Southeast Asian Fisheries Development

Center

SHFC Social Housing Finance Corporation

SMDC SM Development Corporation

SWM Solid Waste Management

SoR Stream of Regulations

TESDA Technical Education and Skills

Development Authority

TIEZA Tourism Infrastructure and Enterprise Zone

Authority

TRS Technical Reference Sub-system

UN United Nations

UNDP United Nations Development Program

UPLB University of the Philippines Los Baños

UP NEC UP National Engineering Center

UP-NIGS University of Philippines - National Institute

of Geological Sciences

USAID United States Agency for International

Development

WD Water District

WQMA Water Quality Management Area

WWF World Wide Fund

(Left Page)


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Preface

A Master Plan for Manila Bay The 2017 General Appropriations Act (GAA) allocated budget for the NEDA-

administered Infrastructure Development Preparation (IDP) Fund which

provided funding to among others, the Manila Bay Master Plan (MBMP) or

which is now called the Manila Bay Sustainable Development Master Plan

(MBSDMP).

The traditional plans for Coastal Management and Development assume

public financing. The MBSDMP approach, however, aims to make use of

solicited private sector investments to achieve strategic management and

development goals for inclusive growth, ecosystem protection, climate

change adaptation and disaster risk reduction, water quality improvement,

and upgrading informal settlements.

The inclusive master plan will ensure that private sector investments

contribute financially, technically and structurally to agreed development

goals, including improved living conditions in informal settlements. The

master planning activities will include mechanisms for issuing, granting and

monitoring concessions for private investments in and around Manila Bay.

By January 2018, NEDA engaged the Joint Venture of Orient Integrated

Development Consultants, Inc. (OIDCI) - Lead Firm; Tractebel, Inc. (TRACT);

and University of the Philippines Los Baños Foundation, Incorporated

(UPLBFI) as the Local Consulting Firm (LCF) to work with the Dutch Expert

Team (DET) in the formulation of the MBSDMP.

Coverage: Manila Bay Basin The MBSDMP covers the Manila Bay and the immediate coastal zone

together with as necessary the larger catchment, as the influence sphere.

The influence sphere is the area bounded by the Caraballo mountains to the

north, the Zambales mountains to the northwest, the Bataan mountains to the

west, and the Sierra Madre Mountain Range to the east; as well as river

systems contributing to discharge in Manila Bay from Nueva Ecija, Bataan,

Pampanga, Bulacan, Cavite, Rizal, National Capital Region and Laguna. The

coverage and limits of the MBSDMP is defined as follows:

▪ Manila Bay – includes investment and action plans that is consistent

with the preferred strategy.

▪ Coastal Zone – includes investment and action plans that is

consistent with the preferred strategy.

▪ Catchment Area (outside Manila Bay and coastal zone) – The

MBSDMP will identify the necessary measures for the MBSDMP in

the catchment without being very specific in respect to design and

locations.

The relation between Manila Bay area and its coastal zone with the outer

catchment and beyond is illustrated on the diagram at the right.

Timeframe The MBSDMP will have an outlook ending in 2040 (long term) to coincide

with the timeframe of Ambisyon Natin 2040. Intermediate milestones in 2022

(short term) and 2030 (medium term) will be set to coincide with the end of

the current PDP in 2022 and SDG in 2030.

This Deliverable The formulation of the Manila Bay Sustainable Development Master Plan

(MBSDMP) consist of two (2) stages—the Master Planning Stage and the

Operational Planning Stage. Part of the Master Planning Stage is the

preparation of the Draft Master Plan which builds on the Strategy Building

Report that is presented to and consulted with the Stakeholders.

This report is the Capacity Building Report which is part of the April 2019

deliverable. This report is accompanied by the Draft Master Plan Report and

Institutional Set-up Report.

This report is composed of the following sections:

▪ Introduction – provides a brief background on the Capacity Building

component of the masterplan, as well as the overview of the Capacity

Building Report

▪ Framework for Capacity Building – provides the framework used in

developing the capacity requirements including the implementation of

the capacity development plan.

▪ Stakeholders of MBSDMP – identifies the different institutions

involved and their relationships vis-à-vis the different requirements in

implementing the Plan and managing the different identified

programs.

▪ Capacity Requirements – outlines the different capacity requirements

of institutional entities.

▪ Competency Requirements – outlines the different competency

requirements of agencies and other entities identified.

▪ Transitioning from Current to Desired State – presents the transition

activities that will enable the lead organizations to attain the desired

institutional capacity and competency levels required.

▪ Annexes – presents the key actors as well as the policy, capacity, and

competency requirements per measure.


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1 Introduction The Capacity Building Report defines the different institutional capacity requirements for the implementation of the

Manila Bay Sustainable Development Master Plan. The main sources of information for this report are the inputs

from the stakeholders’ consultation conducted during the Situation Analysis Phase and the technical inputs of the

different specialists of the project. Further consultation and validation will be conducted in the next months with the

different agencies and organizations identified in the Report. These consultations will allow for more details in the

deployment of the capacity building plan.

1.1 Components of MBSDMP Institutional and Capacity Support The Sustainable Development Master Plan for Manila Bay will require institutional and capacity support that will

consist of the following:

1.1.1 Overall Governing Body This institutional structure will govern and manage the implementation of the different programs, projects and

activities provided in the Master Plan. This body must have the legal mandate and powers to provide strategic

direction and conduct management functions to ensure that the Plan is effectively, responsively and efficiently

implemented by the different stakeholders. The options for this governing body are detailed in the Institutional Set-up

Report.

1.1.2 Institutional arrangements This provides the relationship of the different actors as defined by their roles and accountabilities in implementing the

different programs toward attaining specific targets laid out in the Master Plan. These arrangements are both at the

national and local levels and involving public and private institutions. These arrangements are presented in the

Institutional Set-up Report. However, the key actors in these arrangements are likewise identified in this report.

These will be the basis for presenting the Capacity Building Plan.

1.1.3 Capacity and competency matrix This will provide the different capacity and competency requirements of the institutions identified above as they

perform their respective roles in the implementation of the Master Plan. The matrix of requirements will be presented

in this Report.

1.1.4 Legal mandates Legal and policy mandates are identified to create the preferred institutional set-up for the governing body, to enable

the different institutions to perform new or enhanced roles, and to create new structures that will allow for more

effective coordination and collaboration at the local and national levels. Figure 1 presents the three support areas

required by the Master Plan.

Figure 1. Support Areas Required by the MBSDMP

Governing Body

Institutional Arrangements

Capacity Development

Legal Mandates

2 Framework for Capacity Building The design for institutional support and capacity and competency requirements is anchored on the goals and

strategies the program. This strategic alignment ensures that the structures and staffing complement can implement

the required activities to attain the objectives and strategy targets or measures. Building institutional capacity entails

providing the appropriate systems and technology necessary to deliver the outputs – products and services. The

staffing complement based on the organizational structure of the institution must also have the necessary

competencies made up of knowledge and skills to perform role-related functions and tasks. The framework for

Capacity Building is presented as a diagram below.

Figure 2. Diagram of Capacity Building Framework for MBSDMP

There are two types of knowledge and skills: management-oriented for those in managerial roles and technical-

oriented for those in positions requiring specific tasks and outputs. A person can have both competencies if s/he is

performing both roles. Resources are made of financial and physical assets: funds, facilities, equipment and

materials. Land is considered an important asset for institutions that will require built physical environment, such as

demonstration sites. The different elements of the framework will be further discussed in the succeeding sections of

this Report.

2.1 Transition Process of Capacity and Competency Building The framework presented and discussed above likewise presents the transition of building capacity and

competencies. The said transition is composed of the following processes:

1. Undertaking foundational or basic activities to determine current and actual capacity and competency levels, and

developing the models and standards that will guide specific capacity and competency development;

2. Implementing the necessary learning and development programs based on competency models for all major

positions in lead and support agencies, and undergoing business process improvement and structure-related

changes based on the standards designed in the foundation year;

3. Deploying all other institutional development projects that will further strengthen the different organizations within

and their relationship with each other (inter-agency, multi-sector coordination and collaboration). This period will also

require an assessment of programs related to learning and development and capacity build up to determine return

on training and organization development investments and further upgrade and scale up technology and competency

improvements.

Goals & Objectives

Strategies and Measures

Legal Requirements

Implementing Structures

Capacity and Competency

Systems & Technology

Resources StaffingKnowledge

& Skills

Roles, Deliverables and Relationships of Institutions

20

20

: Fo

un

dat

ion Baseline Assessments

Competency Models

Technology-assisted Business Process Designs

Quality Standards

Investments for Capacity Build Up

Policy Formulation

20

21

-2

02

2: T

ran

siti

on

Pe

rio

d Competency programs for Top-level and highly technical positions

Structure change: new structures; re-organization

Installation of new technology enabled business processes

Strategic Plans based on Master Plan

20

23

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p:

Full

de

plo

yme

nt Continuing

competency building for management positions, highly technical - advance courses

Competency building for other technical staff

Assessment of Training ROI

Assessment of capacity performance & continuous improvement

Alig

nm

ent


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2.2 Relationship of Involved Public and Private Agencies in MBSDMP Different stakeholders are involved in the implementation of the Masterplan. Vital to effective and efficient

implementation is a clear agreement on roles and relationships. Figure 3 is a visual presentation of the relationship

of the different institutions at national and local levels, including private sector, CSOs, and academic institutions

(Partner Organizations).

Figure 3. Relationships among different institutions

At the core of the arrangement is the Manila Bay Governing body, which provides the overall direction of plan

implementation and synchronization of the different actors and programs. This body is responsible for making all

institutions accountable based on their specific deliverables in Manila Bay Sustainable Development Masterplan.

Lead agencies at the national level are responsible for implementing specific or measure-related programs together

with their local counterparts, the lead agencies at the local level, especially the LGUs. Supporting the lead agencies

are the regional and national offices of support agencies, together with the partner organizations at the national and

local levels.

The table below provides the different lead and support agencies identified in the different measures of the Master

Plan.

Table 1. Summary of Lead and Support Agencies Based on Measures of Masterplan.

Most Common Lead Agencies Identified (National)

Department of Environment and Natural Resources (DENR) Department of Agriculture (DA)

Top 5 Support Agencies Identified (National Level)

DENR DA Department of Human Settlements and Urban Development (DHSUD) Department of Interior and Local Government (DILG) Department of Public Works and Highways (DPWH)

Key LGU Units Identified

Office of the Governor Office of the Mayor Environment and Natural Resources Office (ENRO) – provincial, city/municipal Disaster Risk Reduction and Management Office (DRRMO) – provincial, city/municipal Planning and Development Office – provincial, city/municipal

The Institutional Set-up Report provides the more detailed roles and relationships of the different stakeholders. For

this Report, they are important to identify since they are the basis for the competency and capacity requirements.

Annex A presents the different agencies relevant to the measures.

Partner Organizations -Local & National

Support Agencies -National & Regional

Lead Agencies -Local

Lead Agencies -National

MB Governing

Body

3 Capacity Requirements The different strategic measures identified in the Masterplan will require common capacity build-up for almost all

agencies regardless of their role in the implementation of the Masterplan. The figure below includes two essential

factors in capacity development: the presence of enabling policy and policy support to provide the legal mandates of

institutional decisions and actions, and the presence of competencies and capacity for effective and results-based

relationships with other agencies and sectors.

Figure 4. Diagram of Requirements for Capacity Development

The table below presents the policy and the inter-organizational requirements. All capacity requirements are defined,

and particular requirements are identified for each capacity area. These are common requirements across the

different institutions and across the different measures. Annex B provides the different capacity requirements of

agencies in each measure.

Table 2. List of Requirements/Capacity Areas.

CAPACITY AREA DEFINITION PARTICULARS

ENABLING POLICIES & POLICY SUPPORT

Refers particularly to legislation, policies and rules that would facilitate better planning, implementation, monitoring and evaluation of different aspects of projects and programs under each of the nine measures of the MBSD Master Plan

• Champions in Senate and Congress for passage of laws

• Accreditation of partner implementers

• Review of existing policies and updating of these to support new mandates

SYSTEMS & TECHNOLOGY

Refers to major organizational processes necessary to deliver program outputs. These includes business processes and information technology (IT) programs to increase efficiency and reliability of inputs and outputs, and efficient access and availability of data and information

• Monitoring and Evaluation for programs and projects

• Database Management

• Audit system to monitor performance (i.e. performance of LGUs in implementing RA 9003)

• Knowledge management system

• Information Technology

STAFFING & STRUCTURE Refers to positions and functions in the organization that are tasked to deliver specific outputs. It may refer to offices or units or individual posts. Structure provides specialization of functions and delegation of work and authority.

• LGU level: Formal creation of environment office and staffing of the office with regular employees


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CAPACITY AREA DEFINITION PARTICULARS

FINANCIAL CAPACITY Refers to budget allocation for all program components

Funds for:

• hiring technical and support staff

• Training and development of staff

• Supplies, materials and equipment for operations

• Legal services

• OPEX

• Research and development

• Support to stakeholders, especially in the barangays

HUMAN RESOURCE Refers to personnel and competencies necessary to implement programs

• Staffing complement (fill up vacant positions; create new positions)

• Competency development: management and technical positions

FACILITIES Refers to equipment, physical built structures, technology hardware such as computers. These are important inputs for program implementation.

• Facilities for the protection of MPAs

• Equipment for DRRM, esp., in LGUs

INTER-ORGANIZATIONAL RELATIONSHIP

Refers to the presence of processes and competencies that enable the different organizations to coordinate and collaborate with each other

• Strengthening/establishing networks in traditional and social media

• Management of inter-agency task forces at local and national levels

• Monitoring and evaluation, feedback mechanisms that are applicable for the network members

• Data management of information generated by the network

3.1 Description of Requirements/Capacity Areas Key to all agencies is the provision and upgrade of information and communication technology (ICT) in the different

business processes in the organization. The technology is aimed at creating shared data bases that can be the basis

of informed and timely decisions across agencies. The information system will likewise ensure standards for data

management and will be the basis of reliable knowledge products such as environment dashboards and scorecards

for Manila Bay. Complementing this capacity will be the provision of hardware – equipment and facilities that are fit

for the chosen ICT programs. A key feature of the program and the equipment is its inter-operability, the capacity to

be shared and to communicate with different agencies.

Staffing and structure are most urgent in the LGUs – the creation and formalization of the provincial, city and

municipal environment offices. This will entail revision of the Local Government Code and thereafter the approval of

the Department of Budget and Management (DBM). Given the role of the LGUs in the implementation and

coordination of the different programs and projects on the ground, a dedicated unit with competent staff is crucial in

the success of the Master Plan implementation.

Inter-organizational relationship is a vital part of effective, responsive and efficient implementation of major programs

and projects, especially those that will affect several measures and target stakeholders on the ground. Coordination

and collaboration however will require mechanisms such as shared processes and standards for monitoring and

evaluation, data and information sharing, joint decision-making and problem solving. Competencies for managing

relationships across different agencies and sector are necessary to ensure that these networks are focused on

achieving results and are able to address conflicts and risks constructively. This element is discussed more

thoroughly in the Institutional Set-up Report.

4 Competency Requirements The figure below defines the elements of competencies: 1) what is known (knowledge); 2) what can be done (skills);

3) how the person is energized to do the tasks (motivation); and 4) the specific function of the person in the

organization (role and function). Two levels of competencies can be classified based on role and functions:

management and technical.

Figure 5. Requirements for Competency Development

4.1 Management Competencies Table 3 provides the competency requirements identified across the measures. These competencies are already

present in the different institutions but will need further upgrading to be at par with current global competency

benchmarks, especially in the area of sustainable development.

Table 3. Details of Management Competencies.

MANAGEMENT COMPETENCIES Set of knowledge, skills and motivation that will enable the person and groups occupying formal management positions to

lead and govern the office and conduct management functions. These will also apply for inter-organizational relationships or inter-agency structures.

COMPETENCY: THINKING STRATEGICALLY AND CREATIVELY DEFINITION: The ability to “see the big picture”, think multi-dimensionally, craft innovative solutions, identify connections between situations or things that are not obviously related and come up with new ideas and different ways to enhance organizational effectiveness and responsiveness. BEHAVIORAL INDICATORS:

- Plans, crafts and adopts strategies for achieving the vision, mission and objectives of the agency or organization and secures the proper implementation of these strategies

- Evaluates changes in the operating environment and applies knowledge when exercising and recommending sound judgment in identifying range of solutions/courses of action

- Guides work teams in designing innovative plans and programs

- Provides quality judgment and strategic advice to senior leadership and relevant government instrumentalities, based on robust analysis and consideration of the wider context

COMPETENCY: BUILDING COLLABORATIVE, INCLUSIVE WORKING RELATIONSHIPS DEFINITION: The ability to build and maintain a network of reciprocal, high-trust, synergistic working relationships within the organization and across government and relevant sectors. This involves the ability to successfully leverage and maximize opportunities for strategic influencing within the organization and within external stakeholders. BEHAVIORAL INDICATORS:

- Builds partnerships and networks to deliver or enhance work outcomes

COMPETENCIES

Knowledge

Skills Motivation

Role & Function

• Management • Technical


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MANAGEMENT COMPETENCIES Set of knowledge, skills and motivation that will enable the person and groups occupying formal management positions to

lead and govern the office and conduct management functions. These will also apply for inter-organizational relationships or inter-agency structures.

- Maintains positive and productive working relationships with the team, partners or other stakeholders, despite differences in ideas or their attributes or complexities to encourage sharing of expertise and bring about synergies, goodwill and mutual benefit

- Identifies barriers to transparency and open communication and initiates appropriate solutions

COMPETENCY: MANAGING PERFORMANCE AND COACHING FOR RESULTS DEFINITION: The ability to create an enabling environment which will nurture and sustain performance-based, coaching culture. Effectiveness in this competency area also includes a strong focus on developing people for current and future needs, managing talent, promoting the value of continuous learning and improvement. BEHAVIORAL INDICATORS:

- Monitors work and/or tam climate and applies the appropriate action using available tools, including basic knowledge of coaching, to ensure that work performance matches or exceeds the required standard

- Promotes performance-based culture - Provides adequate support and resources to employees to implement their learning and development

interventions - Reviews and recommends proposals for enhancements and changes in existing processes and systems on

Performance

4.2 Technical Competencies Each competency is defined1 and provided with specific behavioral indicators that will be important in competency-

based learning and development and in performance evaluation. Another level of competency needed is technical-

related competencies, whose description and indicators are provided in Table 4. Table 5 presents the technical

competencies that are specific for different measures.

Table 4. Details of Technical Competencies.

TECHNICAL COMPETENCIES

COMPETENCY: PLANNING, ORGANIZING AND DELIVERING DEFINITION: The ability to develop programs and projects, and to implement the same by mobilizing and managing resources, both material and human, in order to fully achieve the set objectives and targets. BEHAVIORAL INDICATORS:

- Establishes a strategic framework consistent with the organizational strategy

- Practices project management principles and techniques - Improves work plans and accurately anticipates resource requirements to mobilize such resources - Conducts constant review of plans and makes necessary adjustment when applicable - Develops and maintains effective internal control of resources

COMPETENCY: LEARNING FACILITATION DEFINITION: The ability to stimulate process, sustain learning through facilitation, formative assessment and use of various training/learning methodologies and activities. BEHAVIORAL INDICATORS:

- Uses technology of participation to engage participants - Customizes training/learning methodologies and activities

- Observes facilitator and conducts critiquing to continually improve facilitation

COMPETENCY: MONITORING AND EVALUATING DEFINITION: Gathering and evaluating information to determine whether the on-going activities of a program are in line with intended direction or results BEHAVIORAL INDICATORS:

1 Generic Competency Dictionary for the Public Sector of the Philippine Government, published by PAHRODF, 2016

TECHNICAL COMPETENCIES

- Designs M&E approach and methodology appropriate for projects - Checks if systems/components are in place to effectively monitor and evaluate progress

COMPETENCY: INFORMATION TECHNOLOGY DEFINITION: The ability to provide IT services including hardware and software technical support, management of staff concerns with their computer or laptops and installation of new software, utilization of IT and data management. BEHAVIORAL INDICATORS:

- Establishes IT program that will give value to the organization’s mission, function, decision-making process and internal and external roles

- Develops thorough, realistic IT solutions that support organizational objectives

- Follows strict legal compliance on accessibility and privacy issues associated with IT

COMPETENCY: RESEARCH AND DEVELOPMENT DEFINITION: Systematically gathering and analyzing information useful in identifying, implementing and evaluating development programs directed toward innovation and improvement of products and processes. BEHAVIORAL INDICATORS:

- Develops or partners with external bodies to promote the conduct of research within own and partner organizations

- Understands good research practice, responsibilities and roles - Works with team to deliver successful research projects

- Reviews research results and organises such into useful information (socio-economic information, demographics, program/project feasibility, situationer, impact analysis etc.) in provincial development planning

COMPETENCY: PUBLIC FINANCIAL MANAGEMENT DEFINITION: The ability to ensure efficiency, transparency and accountability in the allocation, use and management of resources. BEHAVIORAL INDICATORS:

- Understands the Government Public Financial Management system - Applies the understanding of existing fiscal planning and budget allocation systems and processes in the

organization - Applies the understanding of existing supplier management and contract management systems and processes in

the organization

Table 5. Other Technical Competencies Specific to Each Measure.

MEASURE COMPETENCY DEFINITION INDICATORS

MEASURE 1: Improve management of marine protected areas

Knowledge on ecological principles and environmental policies

The ability to use knowledge on ecological principles and environmental policies to different aspects of the project

Applies the understanding of ecological principles and environmental policies to develop plans, implement activities, monitor project execution and assess impact

Knowledge in conducting Marine Protected Area Management Effectiveness Assessment Tool (MPA-MEAT)

The ability to use knowledge on MPA-MEAT

Analyzes results of the MPA-MEAT Develops sound recommendations based on results of MPA-MEAT

Knowledge in taxonomy and community assessment method

The ability to apply relevant taxonomy and community assessment methods to different scenarios in project implementation

Applies understanding of taxonomy and community assessment methods to various systems and processes relevant to project implementation


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Analyzes results of assessment and produces sound recommendations

MEASURE 2: Improve Solid Waste Management

Knowledge on emerging and appropriate technologies on Solid Waste Management

The ability to apply knowledge on emerging technologies related to SWM relevant to different scenarios in project planning, implementation, monitoring and evaluation

Provides information about latest SWM technologies to help improve existing plans, systems and processes

MEASURE 4: Address concerns of informal settlements in easements and high-risk areas

Knowledge on applicable laws

The ability to apply knowledge on laws and policies relevant to addressing concerns on issues related to informal settlements along legal easements

Demonstrates knowledge of Government policies and regulations on human settlement, housing and related concerns Provides relevant information on applicable laws necessary to improve program plans and activities

Knowledge on environmental planning, housing, agriculture, fishery and forestry

The ability to apply knowledge on environmental planning, housing, fishery and forestry relevant to pressing issues on the program

Provides relevant information necessary for improvement of different aspects of the program

MEASURE 5: Implement disaster risk reduction and management programs/projects

Knowledge on CDRA and multi-hazard mapping

The ability to apply knowledge on CDRA and multi-hazard mapping

Develops systems and processes to apply CDRA and multi-hazard mapping in relevant aspects of program implementation Assesses results of CDRA and multi-hazard mapping and provides recommendations

Recording and reporting of damages due to disasters and impacts of climate change, including sea level rise

The ability to document results of assessments in disaster situations

Records and develops reports on damages resulting from disasters and other impacts of climate change

Knowledge in local development planning

The ability to apply knowledge on local development planning in relevant areas of the program cycle

Provides relevant information necessary to develop programs, plans, systems and processes related to local development

MEASURE 6: Enforce sustainable fisheries

Knowledge on fisheries and environmental laws

The ability to apply knowledge on fisheries and laws to relevant aspects of program planning and implementation

Develops recommendations to improve program plans and activities based on relevant government policies and regulations on fisheries and the environment

MEASURE 7: Enforce responsible reclamation activities

Knowledge on environmental planning (land use, urban, regional, transportation planning), physical planning and building laws (development controls/ DCs), architecture, urban design, agriculture, and fishery

The ability to apply knowledge related to environmental planning (land use, urban, regional, transportation planning), physical planning and building laws (development controls/ DCs), architecture, urban design, agriculture, agriculture, and fishery to relevant aspects of program plans and implementation

Provides relevant information on program implementation

MEASURE 8: Promote Environmentally Sound Development

Knowledge on physical planning and building design/ laws and environmental advocacy/ investigations

The ability to apply knowledge on physical planning and building design / laws and environmental advocacy/ investigations to relevant aspects of program plans and implementation

Provides information and recommendations to improve program plans, processes and systems related to physical planning and building design/ laws and environmental advocacy/ investigations


MEASURE 9: Decongest Metro Manila by creating new growth centers with improved connectivity

Knowledge on environmental planning (land use, urban, regional, transportation planning), and physical planning and building laws (development controls/ DCs)

The ability to apply knowledge on environmental planning (land use, urban, regional, transportation planning), and physical planning and building laws (development controls/ DCs) to relevant aspects of program plans and implementation

Provides information and recommendations to improve program plans, processes and systems related to environmental planning and physical planning and building laws

Annex B provides the different competency requirements of agencies in the different measures.


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5 Transitioning from Current to Desired

State Moving from the current state of competency and capacity will require a transition period, as shown in Figure 6. This

period is marked by complete roll-out of the following major programs:

1. Learning and development activities for the leaders and technical staff of the different agencies, especially

the lead agencies at the local and national levels;

2. Business process improvement, and installation of IT programs and hardware for specific and prioritized

systems: planning, monitoring and evaluation; data management and knowledge management, financial

management (from budgeting to accounting and asset management). These systems will enable effective

utilization of data and information for decision making, strategic planning and problem solving.

3. Re-structuring of organizations to accommodate new or reinforced offices that are tasked with technical

functions. This period will also focus on creating the Manila Bay governing body and strengthening the

different implementing networks at the national and local levels.

Figure 6. Activities/Programs under Transition Phases

5.1 Foundational Activities for 2020 Before major activities are implemented during the Transition Phase (2021 – 2022), foundational activities must be

undertaken within 2020. These activities will serve as basis for designing the different learning and development

programs, the improvement of systems and business processes and the re-structuring of specific institutions. These

major activities must include an Organizational assessment of lead and major support agencies to determine current

state of capacity and competency. The baseline information will be the basis for developing the following:

2020

: Fou

ndat

ion Baseline

Assessments

Competency Models

Technology-assisted Business Process Designs

Quality Standards

Investments for Capacity Build Up

Policy Formulation

2021

-20

22: T

rans

ition

Per

iod Competency

programs for Top-level and highly technical positions

Structure change: new structures; re-organization

Installation of new technology enabled business processes

Strategic Plans based on Master Plan

2023

-up

: Ful

l dep

loym

ent

Continuing competency building for management positions, highly technical - advance courses

Competency building for other technical staff

Assessment of Training ROI

Assessment of capacity performance & continuous improvement

1. The competency models for managing and implementing the Master Plan – detailed description of competency

standards for each major function. The model will define the levels of skills and knowledge – from basic to advance,

and what are behavioral indicators for each step;

2. The learning and development packages addressed to build the different competencies described in and

prescribed by competency models;

3. Technology-assisted business process designs to improve end to end processes that deliver specific outputs, e.g.,

monitoring of pollution load, planning to budget for disaster response, publication of environment assessment

reports;

4. Design of new or improved structures within institutions. The design will contain key result areas of the office and

its main outputs, staffing requirements with roles and functions (job descriptions), division of labor and delegation of

authority, among others;

5. Enabling policies that will be required to create and or improve structures, processes and systems, competencies;

6. Quality standards for the different processes, systems and structures that will be installed or modified; and

7. Investment requirements for the implementation of the different projects and programs identified above. The

investment plan will identify different sources of funds in both public and private institutions, how to access these and

what are obligations if these funds are acquired.

5.2 Other Activities for Transition and Deployment Phases The implementation of programs and projects identified during the foundation-building period will be tested during the

transition period. Results gained from this period will serve as proof of concept as good practices emerge, and as

basis for continuous improvement to address further gaps that may unfold during the implementation of various

activities related to the measures of the Plan. The succeeding years, 2023 onwards will serve as the period for full

deployment of improved or enhanced programs and projects that started during the transition years. This period will

likewise ensure evaluation of the different projects to determine return on investments.

Throughout the different phases of implementation, a strong social marketing and promotions must be integrated as

part of the core programs for the Master Plan. The different stakeholders must be informed, engaged and recognized

through effective use of traditional and social media networks. Communication must not only be designed in

traditional information, education and communication (IEC) packages but in formats that are IT-friendly for social

media.

These IECs will have to be targeted to specific audiences, rather than developed for public consumption, and must

be design using the principles of behavior change, known as behavior change communication (BCC). The messages

must be able to bring not only awareness but concrete guidance and instructions toward the desired behaviors from

the target audience.


April 2019

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Annexes

Annex A: Key Actors per Measure

MEASURE 1: Improving Management of Protected Areas and Restoration of Ecosystems and Habitats

Lead Agencies DENR Office of the Secretary MBCO

Key Support Agencies DENR-EMB DENR-ERDB DENR Legal Division DOST-PCAARRD Philippine National Police

LGU Counterparts Office of the Governor (Plan Area) Office of the Mayor (Plan Area) PENRO (Plan Area) CENRO (Plan Area) MENRO (Plan Area)

Private Sector SM Business Group GNPower Mariveles Other Power plants being established in Mariveles

Academe and CSOs UP Marine Science Institute UP Institute of Environmental Science and Meteorology UP NIGS Oceana Philippines Wetlands International PEMSEA

MEASURE 2: Improving Solid Waste Management

Lead Agencies NSWMC; MMDA for MM

Key Support Agencies EMB – SWM Section (Nolan) DILG – Local Government and Bureaus LLDA LBP DBP

LGU Counterparts LGU ENRO and Engineering

Private Sector Private owners/operators of SLFs Private garbage collectors Junkshop Dealers Association of Recyclers: *PULPAPEL for paper, *Polystyrene Plastic Manufacturers Assn – for Plastic *Cement Industry Association of the Phil – for RDF *for Bottles, etc.

Academe and CSOs Recycling Movement of the Philippines Fdn Inc. Eco-waste Coalition Green Convergence Phil. Business for the Environment Air and Waste Mgt Assn of the Phil (AWMA) Green Peace Other environmental NGOs UP National Engineering Center Miriam College – Envi Science Institute Ateneo – Envi Science UPLB – Inst of Envi Science and Management

MEASURE 3: Reducing Pollution Load

Lead Agencies EMB LLDA DOH – Envi Health MWSS LWUA Philippine Coast Guard (to implement MARPOL provisions for ships) Philippine Ports Authority (PPA) DA for reuse of treated wastewater Water Districts LGU-run water service provision

Key Support Agencies LGU – Business permits/ sanitary permit, barangay locational clearance permits DOST for technologies NWRB for water permits & water tariffs of non-WDs Pasig River Rehabilitation Commission for Pasig river clean up DPWH for NSSMP NIA

LGU Counterparts LGU ENRO WQMA

Private Sector Maynilad Water Manila Water Phil Association of Water Districts (PAWD) Prime Water Metro Pacific Balibago Water Philippine Chamber of Commerce & Industry Water Alliance

Academe and CSOs UP NEC DLSU – Institute for Water Miriam ESI Phil Institute of Chemical Engineers (PiChe) Phil Assn of Sanitary Engineers (PASE) Pollution Control Officers Association of the Phil (PCAPI) Phil Water Partnership WaterLinks WEAP – Water & Environment Assn of the Philippines Sagip Pasig Movement Environmental NGOs Marilao - LGU Association Manila Bay NGOs Green Peace Philippine Business for the Environment (PBE)

MEASURE 4: Addressing Concerns of Informal Settlements in Easement

Lead Agencies Department of Human Settlements and Urban Development by virtue of RA 11201, 14 Feb 2019 (IRR not yet released)

Key Support Agencies NEDA Department of Environment & Natural Resources (DENR) Department of Finance (DoF) Department of Public Works & Highways (DPWH) Department of Transportation (DoTr) Metropolitan Manila Development Authority (MMDA) Department of Justice (DoJ) Department of Health (DoH) National Human Settlements Board Presidential Commission for the Urban Poor (PCUP) National Anti-Poverty Commission (NAPC) Human Settlement Adjudication Commission (HSAC) National Housing Authority (NHA) National Home Mortgage Finance Corp (NHMFC) Social Housing Finance Corporation (SHFC) Department of Energy (DoE)


April 2019

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Department of Tourism (DoT) Department of Agriculture (DA) Department of Interior and Local Government (DILG) Land Registration Authority (LRA) Department of Labor and Employment (DOLE) Department of Social Welfare & Development (DSWD) TESDA TIEZA PEZA Department of Science & Technology (DoST)

LGU Counterparts MSWD/CSWD Officer MPD/CPD Officer Urban Affairs Officer PESO Office of the Building Officer Official (OBO) City/Municipal Engineer Zoning Administrator City/Municipal Planning and Development Coordinator C/MPDC City/Municipal Disaster Risk Reduction and Management Officer (DRRMO) City/Municipal Environment and Natural Resources Officer (ENRO)

Private Sector Manila Water Maynilad CREBA Subdivision and Housing Developers Association PRC-Accredited Professional Organizations (APOs) e.g. Philippine Institute of Environmental Planners (PIEP)

Academe and CSOs Urban Poor Associates Center for Housing and Independent Research Synergies (CHAIRS) Organization of Socialized Housing Developers of the Philippines (OSHDP) Community Organizers Multiversity Accord, Inc. Alter Plan HPFPI (Homeless Peoples Federation of the Philippines Inc.) Kabalikat PBSP UP School of Urban and Regional Planning UPLB College of Human Ecology Architecture Advocacy International Foundation (AAIF) ASEAN Association for Planning & Housing (AAPH) United Nations Development Program (UNDP) UN Habitat

MEASURE 5: Implementing DRRM Programs Integrated with Ecosystem Restoration

Lead Agencies LGUs, NDRRMC, DPWH, CCC, HLURB, MMDA, DENR

Key Support Agencies PHIVOLCS, PAGASA, NHA, NAMRIA, DILG, PRA

LGU Counterparts MDRRMO/CDRRMO, MPDC, MENRO, Provincial ENRO and DRRMO, PPDC

Private Sector Land Developers

Academe and CSOs UP NIGS, Manila Observatory, UP Resilience Center, UPLB Climate Change and Disaster Risks Interdisciplinary Studies Center

MEASURE 6: Enforcing Sustainable Fisheries

Lead Agencies DA-BFAR Office of the Director Manila Bay Coordinating Office

Key Support Agencies DA-BFAR-Fisheries Resource Management Division DA-BFAR Inland Fisheries and Aquaculture Division DA-BFAR Legal Division DA-BFAR-Office of the Regional Director DOST-PCAARRD PNP Maritime Group Manila Bay Coordinating Office

LGU Counterparts Office Governor (Plan Area) Office of the Mayor (Plan Area)

Provincial Agriculturist Office (Plan Area) Municipal Agriculturist Office (Plan Area) MFARMC (Plan Area)

Private Sector SM Business Group PNOC

Academe and CSOs UP Marine Science Institute UP Institute of Environmental Science and Meteorology Cavite College of Fisheries Bataan Peninsula State University UP Marine Science Institute UP Institute of Environmental Science and Meteorology Cavite College of Fisheries Bataan Peninsula State University Pampanga State Agricultural University SEAFDEC Pangisda Oceana Philippines Pamalakaya

MEASURE 7: Enforcing Responsible Reclamation Activities

Lead Agencies NEDA Philippine Reclamation Authority (PRA) DENR (with EMB, for Area Clearance, ECC and armor rock/ fill material sourcing) Department of Justice (DoJ) LGU Proponents LLDA (lake reclamation)

Key Support Agencies DENR (with NAMRIA) DoT & TIEZA DILG (with LGUs) DPWH (LGU connectors) DoTr (transit & tollway systems) DoE (generation & conservation) DTI & PEZA DA (fisheries) DOST Philippine Coast Guard (to implement MARPOL provisions for ships) Phil Ports Authority (PPA) Phil Navy LGU – development & building permits, locational clearances DoST for technologies Pasig River Rehabilitation Commission (PRRC) for tributaries

LGU Counterparts LGU Council LGU ENRO LGU Planning Office LGU Office of the Engineer LGU Office of the Building Official (OBO)

Private Sector Reclamation developers and consultants (as Private Sector Proponents) Maynilad Water (for NCR Manila Bay land reclamation projects) Tollway system developers/ operators Philippine Chamber of Commerce & Industry

Academe and CSOs UP system and Miriam & ADMU environmental schools Environmental NGOs Manila Bay NGOs Philippine Business for the Environment (PBE) PRC-accredited professional organizations (APOs e.g. Philippine Institute of Environmental Planners (PIEP), Phil Assn of Sanitary Engineers (PASE), etc. Other Professional Associations e.g. Architecture Advocacy International Foundation (AAIF), Inc.


Lead Agencies DILG & LGUs (from barangay level to Provincial level) DENR (all departments)

Key Support Agencies DoE


April 2019

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DoTr MMDA NEDA DPWH DoST DHSUD CCC

LGU Counterparts Planning Office – LGU Regional Development Council (NEDA and LGU) Provincial/City/Municipal Planning Office – LGU Provincial/City/Municipal Environment and Natural Resources Office - LGU

Private Sector Chamber of Commerce Water, Energy companies Other private companies catering to basic services

Academe and CSOs NGOs (WWF, Habitat for Humanity, Conservation International-Philippines, etc.) All universities (UP, etc.) Industry Associations e.g. PRC-Accredited Professional Organizations (APOs) e.g. Philippine Institute of Environmental Planners (PIEP) UN USAID

MEASURE 9: Decongesting Metro Manila

Lead Agencies NEDA, DPWH, MMDA, DoTr, DHSUD, DILG, DTI

Key Support Agencies GFIs, DENR, DAR, DA

LGU Counterparts All concerned LGUs

Private Sector Real Estate Developers (i.e. Ayala Land, DMCI, Megaworld, SMDC, Robinsons Land, Filinvest, Greenfield, etc.)

Academe and CSOs CREBA, Resettlement Champions, ASSURE Subdivision and Housing Developers Association (SHDA) PRC-accredited professional organizations (APOs e.g. Philippine Institute of Environmental Planners (PIEP), Phil Assn of Sanitary Engineers (PASE), etc. Other Professional Associations e.g. Architecture Advocacy International Foundation (AAIF), Inc.

Annex B: Policy, Capacity, and Competency Requirements per Measure

MEASURE 1: Improving Management of Protected Areas and Restoration of Ecosystems and Habitats

Agencies Policy Requirements Capacity Requirements Competency Requirements

LEAD AGENCIES

DENR Office of the Secretary, MBCO

Monitoring and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in ecological principles and environmental policies

KEY SUPPORT AGENCIES

DENR-EMB, DENR-ERDB

Monitoring and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations;

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must

(specific hardware and software requirements must come from the office)

have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in ecological principles and environmental policies; Knowledgeable in conducting Marine Protected Area Management Effectiveness Assessment Tool (MPA-MEAT)

DENR Legal Division

Funds for operating expenses necessary to provide legal services; funds for conducting discussion with stakeholders (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in environmental policies

DOST-PCAARD Monitoring and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee. Technical Staff: Strong background in ecological principles and environmental policies

PNP Funds for hiring support staff; funds for equipment in the protection of MPAs; facilities in the protection of MPAs; (specific hardware and software requirements must come from the office)

Staff: Must be well versed in environmental laws; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee

LGUs

Office of the Governor (Plan Area), Office of the Mayor (Plan Area), PENRO (Plan Area), CENRO (Plan Area), MENRO (Plan Area)


Basic background knowledge on coastal marine ecology; strong community ties; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee

KEY PRIVATE SECTOR ACTORS, CSOs and ACADEME

SM Business Group

Habitat assessment equipment; Access to database

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Knowledgeable in taxonomy and community assessment methods; Possess basic knowledge in implementing MEAT


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GNPower Mariveles, Other Power plants being established in Mariveles

Monitoring and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Knowledgeable in taxonomy and community assessment methods; Possess basic knowledge in implementing MEAT

UP Marine Science Institute, UP Institute of Environmental Science and Meteorology, UP NIGS

Funds for research and development; funds for hiring of technical and support staff; supplies, materials, and equipment for data gathering and analysis (specific hardware and software requirements must come from the office)

Managers: Able to communicate effectively with local community and other stakeholders; Technical Staff: Strong background in ecological principles and environmental policies

Oceana Philippines, Wetlands International, PEMSEA

Habitat assessment equipment; Access to database

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); Technical Staff: Strong background in ecological principles and environmental policies

MEASURE 2: Improving Solid Waste Management


LEAD AGENCIES

NSWMC National law banning single use plastic National law on Manufacturers Responsibility/ Accountability for managing their waste Incentives to encourage more large-scale composting (linkage with Bureau of Plant Industry and BSWM & Policy Service of DA to issue DAO) Government to support use of organic fertilizer and compost (buying program) Public disclosure program to reward/recognize good performers and shame poor performers Re-activate Ecowatch Program of DENR Require SLF operators to have a special cell for large scale composting & to have mechanized secondary sorting of incoming waste.

Identify Champions in Senate and Congress for national laws.

Knowledge on emerging appropriate technologies on SWM


DILG, EMB

Improve requirement for Seal of Good Local Governance from merely having a 10-year SWM Plan to actual implementation (having a SWM budget, segregation at source, having sufficient MRFs o service all

More manpower & resources Audit system to monitor & evaluate performance of LGUs in implementing RA 9003


barangays & disposal of residual waste in an approved facility, More ODA window for environmental facility for GFIs (LBP, DBP, PNB)

Extensive and intensive IEC program on eco-waste management using traditional and social media

LGUs

Local Ordinances requiring segregation at source, segregated collection with appropriate incentives and penalties. Local Ordinance with DepEd support requiring all public schools to have school-based waste recovery program (passbook system similar to that of Marikina)

Operationalize SWM Boards with budgets Establish & operationalize barangay-level SWM Com



Activate or expand Industrial Waste Exchange Program (Phil Business for the Environment)

MEASURE 3: Reducing Pollution Load


LEAD AGENCIES

MWSS

Advance deadline for full sewerage coverage on concession area to 2026 & consider NG subsidy to keep rates affordable

Stricter and more regular monitoring of point sources. More resources - staff, laboratory, vehicles, budget. Expand accreditation of other private & school labs.

DPWH

Improve NSSMP to expand eligibility to all LGUs

DENR/EMB/LLDA

Activate Ecowatch program to reward/ recognize good performers and shame bad performers

DENR/EMB

Issuance of guidelines for deputizing LGU ENROs and others

Consider deputizing LGU ENROs. Stricter enforcement vs polluters. Ensure closure of the polluting establishment.

PCG or PPA

Require all ships to have oil & grease separators

PPA

Require shipowners to have contracts with authorized entities to de-sludge their ships upon docking (sewage & bilge water)

DPWH

Amend Building Code to require sealed 3-chamber septic tanks.

DENR/EMB & LLDA

Provide Guidelines to encourage the reuse of treated wastewater in accordance with CWA.


NIA Seriously implement DA Admin Order 2007-04 on the reuse of treated wastewater for agriculture.

LGUs


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LGUs

Local Septage Management Ordinance mandating desludging for all HH Require septage treatment facilities for private desludgers getting business permits from them. Pass Ordinances requiring Discharge Permits from either EMB or LLDA for establishments (commercial, Industrial, Institutional) operating in their locality as a prerequisite for issuance of Business Permit


MEASURE 4: Addressing Concerns of Informal Settlements in Easement


LEAD AGENCIES

Department of Human Settlements and Urban Development

Need for IRR Needs incentives for private sector participating in socialized housing (RA 7279) Strict enforcement of the required 20% for socialized housing within the locality where development takes place Strict implementation of Mandamus Strict enforcement of legal easements under the Water Code and related laws

Data collection, mapping, knowledge management Formal participatory mechanism Monitoring system

Coordination skills Public participation skills Skills on meaningful engagement of private sector & civil society to produce & manage new homes for ISFs Knowledge on applicable laws Monitoring & evaluation skills


LGUs

C/MPDC, C/MENRO, All Relevant Departments, DoJ

RE/FORMULATE and IMPLEMENT as mandated by the Local Government Code (LGC) -Comprehensive Land and Water Use Plan (which must cover all 4 domains – land, water, air & sub-surfaces) and Zoning Ordinance following the new and enhanced CLUP Guidelines (2014), every 9+years -Comprehensive Development Plan, every 6 years -Local Development Investment Program, every 3 years RE/FORMULATE as mandated RA 9729 and RA 10129 Local Climate Change Adaptation Plan Disaster Risk Reduction and Management Plan and prepare detailed compliance guidelines (including those relating to physical planning and design); REPEAL P.D. No. 1096, the 1977 National Building Code of the Philippines (NBCP) with a version that

Mapping and GIS; Appreciation of physical planning, environmental and building laws, their streams of regulations (SoR) and current interpretations by State-regulated technological professionals i.e. environmental planners, architects, designers, managers, environmental specialists, agriculture, fishery & forestry professionals and engineers. Improvement of planning and design technologies for land development and housing. Review of the provisions of the R.A. No. 7279, the Urban Development and Housing Act (UDHA) of 1992 and its amendatory Acts.

Coordination skills Listening skills (especially inputs of stakeholders) Inter-LGU collaboration skills Consultation and facilitation skills; Technological backgrounds i.e. environmental planners, architects, designers, managers, agriculture, fishery & forestry professionals, environmental specialists and engineers. High-quality Continuing Professional Development (CPD) courses/ programs for State-regulated technological professionals. Enhancement of planning, design, evaluation, enforcement, and monitoring capabilities of LGU front-line staff such as City/Municipal Building Officials, City/Municipal Zoning Administrators/Officers, and City/Municipal Housing Officers.

preserves and enhances the stream of regulations (SoR) of the NBCP that have evolved over the last 41 years to implement and enforce the law i.e. IRR, guidelines, standards, procedural manuals, interpretations (including graphic/ illustrated interpretations) as part of its technical reference sub-system (TRS); codify referral code sub-system (RCS) and derivative regulation sub-system (DRS); Fully develop the stream of regulations (SoR) of valid and subsisting laws dealing with physical (including settlements) planning, the environment and building (and housing) design; Enhance economic and socialized housing regulations to incorporate guidelines on appropriate land and housing development particularly for the lowest income groups, particularly those concerned with on-site upgrading through the Community Mortgage Program (CMP). These should be made appurtenant to the NBCP and local zoning regulations. Risk-sensitive housing and building design and construction guidelines should be promulgated. These should be made appurtenant to the NBCP and local zoning regulations. Strictly require that the developers to develop the required 20% for socialized housing within the locality where they are developing, and not elsewhere.


MEASURE 5: Implementing DRRM Programs Integrated with Ecosystem Restoration


LEAD AGENCIES

Passage of National Land Use Act, Institutionalization of PEIA or SEA

Multi-hazards and Risk Maps, Updated Maps of Informal Settlements, Inventory of Buildings in Areas Exposed to Hazards

DRR/CCA Specialists


Mechanism for seamless interface or integration of datasets from various agencies to improve access at will

Dedicated human and financial resources to generate and collate all relevant datasets.

LGUs

Unification/integration of all mandated LGU plans; increase access to DRR/CCA financing; strict enforcement and implementation of updated CLUPs and zoning ordinances; conduct of comprehensive risk and vulnerability assessments

At least 5 tenured technical personnel in DRRMO; adequate public and private sources of DRR/CCA financing; capacity building on and decision support tools for mainstreaming integration of DRR and CCA in local development planning along with

Specialist in CDRA and multi-hazard mapping; monitoring, assessment, recording and reporting of damages due to disasters, and impacts of climate change including sea level rise


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other mandated LGU plans; capacity building on comprehensive risk and vulnerability assessment/CDRA


Strict compliance with relevant laws and regulations governing land development; enabling policies for greater participation and investment on DRR/CCA

Access to relevant information, tools and datasets

MEASURE 6: Enforcing Sustainable Fisheries


LEAD AGENCIES

DA-BFAR Office of the Director; MBCO

Monitoring, communication and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office)

Managers: Able to design effective M&E systems; able to provide rubrics for performance evaluation of technical and support staff; critical thinking (able to identify and address root problems); point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.


DA-BFAR-Office of the Regional Director, DOST-PCAARRD

Funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office); monitoring and evaluation system;

Design and provide an effective monitoring plan and rubric performance evaluation system; be able to identify fisheries related problems; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.

DA-BFAR-Fisheries Resource Management Division


Be able to design and provide an effective monitoring plan and rubric performance evaluation system; be able to identify fisheries related problems; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.

DA-BFAR Inland Fisheries and Aquaculture Division

Monitoring and evaluation system; funds for training and development of technical staff; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office)


DA-BFAR Legal Division

Supervising and overseeing the review, negotiation and drafting of major contracts, tender documents and other legal documents, as required related to the various operations of fisheries activities in Manila Bay; supplies, materials, and equipment for operations (specific hardware and software requirements must come from the office)

Must be well versed in fisheries and environmental laws to be able to maintain and prevent any legal fisheries issues that may arise; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.

PNP Maritime Group Hire, train, mobilize, organize and manage maritime staff; provide supplies, materials and equipment

Must be well versed with fisheries and environmental laws and policies to be able to enforce laws, rules,

for maritime operations (specific hardware and software requirements must come from the office)

regulations and ordinances relative to fisheries and environment protection in Manila Bay; point person(s) must have no pending case in the Sandiganbayan and/or any government ethics committee.

LGUs

Office of the Governor (Plan Area)

Funds for hiring of technical and support staff; funds for training and development of technical staff; supplies, materials, and equipment for operations; monitoring and evaluation system


Office of the Mayor (Plan Area), Provincial Agriculturist Office (Plan Area), Municipal Agriculturist Office (Plan Area), MFARMC (Plan Area)

Monitoring and evaluation system; funds for hiring of technical and support staff; funds for training and development of technical staff


KEY PRIVATE SECTOR, CSOs and ACADEME

SM Business Group Ability to communicate and advertise results of the study and the science behind conserving habitats and fish stocks

Be able to communicate effectively with local communities and other stakeholders

PNOC Ability to communicate and advertise results of the study and the science behind conserving habitats and fish stocks

Managers: Be able to communicate effectively with local communities and other stakeholders

State Universities and Colleges

Funds for research and development; funds for hiring of technical and support staff; supplies, materials, and equipment for data gathering and analysis

Be able to conduct fisheries and ecological research with strong background in fisheries and environmental policies

MEASURE 7: Enforcing Responsible Reclamation Activities


LEAD AGENCIES

LGU (Council) as Proponent, DENR, PRA & NEDA, DoJ LGUs PCG, PPA & PN

Process and approval of land reclamation applications (including all support documents) Process and approval/ disapproval of development permit (horizontal components) & building permit and issuances of certificates of occupancy (vertical components) Issue letters of no objection (LONO) in case there are no conflicts with their respective mandates/ jurisdictions

Expand appreciation of physical planning, environmental and building laws, their streams of regulations (SoR) and current interpretations by State-regulated technological professionals i.e. environmental planners, architects, designers, managers, environmental specialists, agriculture, fishery & forestry professionals and engineers.

Technological backgrounds i.e. environmental planners, architects, designers, managers, agriculture, fishery & forestry professionals, environmental specialists and engineers. High-quality Continuing Professional Development (CPD) courses/ programs for State-regulated technological professionals.

DPWH DHSUD DoJ

Repeal P.D. No. 1096, the 1977 National Building Code of the Philippines (NBCP) with a version that preserves and enhances the stream of regulations (SoR) of the NBCP that


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have been evolved over the last 41 years to implement and enforce the law i.e. IRR, guidelines, standards, procedural manuals, interpretations (including graphic/ illustrated interpretations) as part of its technical reference sub-system (TRS); codify referral code sub-system (RCS) and derivative regulation sub-system (DRS); National Government (led by DPWH) support for Senate Bill No./ SBN 2087 (Building Code) filed November 2018 by Sen. Grace Poe; if the DPWH cannot officially support SBN 2087, jurisdiction over private buildings should be transferred to the newly-created DHSUD via a provision in the new Building Code. Process and review of building permit applications for private buildings could still be done by OBOs at LGU level but with DHSUD to regulate their activities to prevent over-building and over-paving and continuing damage to both the natural and built environments. Public buildings could remain with the DPWH and process and review to be done by OBOs at LGU level.

DENR/EMB, LLDA, DoJ

Provide Guidelines to encourage the reuse of treated wastewater in accordance with CWA.


DPWH and DoTr -– connectivity DoJ

Expand appreciation of physical planning, environmental and building laws, their streams of regulations (SoR) and current interpretations by State-regulated technological professionals i.e. environmental planners, architects, designers, managers, environmental specialists, agriculture, fishery & forestry professionals and engineers.

Development of technological backgrounds i.e. environmental planners, architects, designers, managers, agriculture, fishery & forestry professionals, environmental specialists and engineers.

DoE for power generation-transmission-distribution and for energy conservation

MMDA, DHSUD & HLURB, DoJ for overall land use planning and zoning ordinance and related development control (DC) formulation

LLDA for lake waters reclamation

LGUs

LGU Council

Promulgate ordinances or resolutions authorizing land reclamation at designated municipal water areas (MWAs);

LGU planning offices

Process and approve development permit applications (including master

development plans/ MDPs) for land reclamation at MWAs (horizontal components only);

LGU engineering offices

Process and approve detailed engineering designs (DED) for horizontal components (land reclamation, roads, bridges, flood control, etc.);

LGU Office of the Building Official (OBO)

Process and approve detailed architectural & engineering designs (DAED) for vertical components (buildings);

KEY PRIVATE SECTOR, CSOs and ACADEME



LGU, DENR, DoJ P. D. 1586 (existing) Other relevant laws (law on sustainable planning and design on sites and buildings, etc.) - refer to Annex 5-7 of the Masterplan Report

Human Resource Development Monitoring systems (hardware and software)

Behavioral (communications, customer service, etc.) technical (IT, computers etc.)

DPWH, DHSUD, DoJ

REPEAL P.D. No. 1096, the 1977 National Building Code of the Philippines (NBCP) with a version that preserves and enhances the stream of regulations (SoR) of the evolved over the last 41 years to implement and enforce the law i.e. IRR, guidelines, standards, procedural manuals, interpretations (including graphic/ illustrated interpretations) as part of its technical reference sub-system (TRS); codify referral code sub-system (RCS) and derivative regulation sub-system (DRS); consider transfer of jurisdiction over private buildings to DHSUD

Need to bring in more environmental planners and architects, who have a better appreciation of physical planning and building laws into the DPWH; otherwise, jurisdiction over private buildings and developments should be transferred to the newly-created DHSUD through a provision in the law repealing P.D. No. 1096

Technological backgrounds in physical planning and building design, supported by high-quality continuing professional development (CPD) courses/ programs in the case of State-regulated technological professionals.


NEDA DHSUD DoJ DoE DoTr MMDA DAR DTI DoF DoT TIEZA HUDCC NGCP PSALM Other Power-related entities LGU officials Mandamus agencies

• DENR

• DBM

• DepEd

• DILG

• DOH

• DPWH

• DA

Mandamus Law


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• LWUA

LGUs


Philippine Center for Environmental Protection and Sustainable Development Inc. (PCEPSDI) PRC-accredited professional organizations (APOs e.g. Philippine Institute of Environmental Planners (PIEP), Phil Assn of Sanitary Engineers (PASE), etc.; and Other Professional Associations e.g. Architecture Advocacy International Foundation (AAIF), Inc.

MEASURE 9: Decongesting Metro Manila


LEAD AGENCIES

A National Land Use Planning Agency with NEDA and DHSUD

Creation of a new Agency) or strengthening of an existing one to oversee integrated and comprehensive land-water-air-sub-surface use planning Passage of National Land Use Act (NLUA) and IRR

NEDA with DHSUD & DoJ

Complete the Decentralization Plans for the Metro Manila Area (MMA)

DPWH & DoJ Repeal of P.D. No.1096, the 1977 National Building Code of the Philippines (SBN 2087), which upgrades, reinforces and preserves the law (rather than relegate said law and its 41-year array of evolved regulations) must be passed

DoTr, PNR, NDC, Philippine Railway Institute

Complete the Plans for the Luzon Railways Program Improvement and manufacture of the DoST developed rolling stock for mass transit system that meets international standards for commercial use Integration of capacity requirements on the Philippine Railway Institute curriculum

DTI, DoF Incentives to locators and financing institutions to MBSDP identified growth centers


DA, DENR, DAR, DOTr, DPWH, NEDA, LGY, DILG, DHSUD, NCIP, LGU, DoJ

National Land Use formulation Presence of CLUP/MLUP and MMA Decentralization Program

Urban, Regional and Environmental Planners

DENR, DHSUD, LGU, DILG, DBM, NEDA, DoJ

Current and emerging tech. in infrastructure construction

Engineer-civil Architect Sanitation engineer.

DOST, DOTr, NEDA, DTI, PPP, DoF

Capital investments for testing and manufacture, investments on research and development, capacity building

Engineers (civil, mechanical, electrical), metallurgists

DOF, LGU, PPP, NEDA

Engaging business proposals/trends Financial and Economic Analysis Knowledge on IT processes

DHSUD, NEDA, DILG, DPWH, LGU, DoJ

National, Regional, Provincial Physical Framework and Development Plans

Strategic Planning CLA/MEL

LGUs

KEY PRIVATE SECTOR ACTORS, CSOs and ACADEME PRC-accredited professional organizations (APOs e.g. Philippine Institute of Environmental Planners (PIEP), Philippine Association of Sanitary Engineers (PASE), etc.; and Other Professional Associations e.g. Architecture Advocacy International Foundation (AAIF), Inc.


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