comprehensive development plan

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Introductory Course on Comprehensive Development Plan (CDP)

PANCHO F. VILLASISCity Planning & Development Coordinator

LGU – Bayawan City

Official website:www.bayawancity.gov.ph

http://www.bayawancity.gov.ph/


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Transforming the Vision – Reality Gaps to Sectoral Goals

GOALSThe translation of an organization’s vision into more concrete and measurable terms

Clearer statements of visions that specify the actual accomplishments that need to be achieved if the vision is to become a reality

the end toward which design or action tends

SECTORAL GOALSThe desired end – results that are the same, or derived from, the particular element of the vision statement that pertains to a specific sector.


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Importance of Goals in Planning

Goals serve at least three (3) purposes in the planning process

As an end toward which all future actions specified in the plan are directed

As a set of criteria for evaluating alternative strategies and approaches

As a standard against which the success or failure of each action is measured


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Sources of Goals in Planning

Universal concept of public interestPublic Health and Safety

Convenience

Economy

Environmentally amenity

The General Welfare Goals

Regional Physical Framework Plans (RPFP)

National Policies

Local Communities


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General Welfare Goals as Alternative Vision

GENERAL WELFARE GOAL SUCCESS INDICATORS

Presentation and enrichment of culture

a. Public library/museum and archivesb. Historical/heritage sites preservedc. Local language and literature promoted

Promotion of Healthy and safety a. Health center in every barangayb. Well – Lighted streetsc. Physical fitness exercises well attended

Enhancement of people’s right to a balanced ecology

a. Acceptable ratio of built form to open spaceb. Clean air monitoring and enforcement effectivec. Treeparks and green belts in abundance

Encouragement and support for appropriate self reliant technology

Examples of Indicators for the General Welfare Goals


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Examples of Indicators for the General Welfare Goals

General Welfare Goals as Alternative Vision

GENERAL WELFARE GOAL SUCCESS INDICATORS

Encourage and Support for appropriate self-reliant technology

a. Technical/Vocational Schools establishedb. Complete coverage/adequate supply of electric powerc. Indigenous property rights protected

Improvement of public morals a. Properly located and regulated gaming and amusement activities

b. Transparency in government transactions an established practice

Enhancement of economic prosperity and social justice

a. Modern communication systems in placeb. Banks and other financial institutions availablec. Well distributed farm lands

Promotion of full employment a. Optimally utilized farm landsb. Fisherfolk given territorial use rights in municipal

waters.c. Availability of non-farm jobs

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Vision – Reality Gap

What is it?Measure of the difference between the end state and the existing situation

Procedure in vision – reality gap analysis1. Review the sectoral descriptors and their

corresponding success indicators generated in connection with the formulation of the vision statement. Check indicators for the completeness of coverage

See that indicators are expressed in terms of maximum values or superlative degree


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Vision – Reality Gap

Procedure in vision – reality gap analysis2. Review the relevant characterization of each sector in

the Ecological Profile, LDI Matrix and other sources

2. If quantified values for both the success indicators and their equivalent indicators in the accomplished LI Matrix are available, simple subtract the current reality values in the LDI Matrix from the success indicator values. The difference is the vision – reality gap.


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Descriptor of Citizenry : Healthy

SUCCESS INDICATORS CURRENT REALITY GAP0% Malnutrition cases 14% 14$

Reduction of morbidity and mortality cases by 60%

2.5% 0.5%


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Descriptor of Citizenry : Clean

SUCCESS INDICATORS CURRENT REALITY GAPFresh water quality indicator complying with national standards

100% 0$

0% non – biodegradable waste per capita

0.68% 0.68%


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Transforming Goals to Action

Heirarchy of Actions and Definition of Terms

1. Policies – These are guide to actions to carry out the objectives or achieve the targets. Policies can take the form of: Regulatory measures (legislation) or Programs, projects, activities, and Services

2. Regulatory Measures resolutions or ordinances enacted by the Sanggunian or executive and administrative orders issued by the Local Chief Executive


C D PHeirarchy of Actions and Definition of Terms

3. Program a cluster of projects comprise the operational components of a long-term plan

4. Project a cluster of activities specific but complex effort consuming of interrelated activities performed by various functional units and specialists has a well-defined objectives, a definite schedule, and a set of budget may cover a period of one (1) to three (3) years

Defines a particular clientele and their priority needs and breaks down the strategic decisions in a plan into different components or projects which are tactical or short – term in nature


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Programs and projects are the bases for determining the level of public investments needed to be appropriated for in the LGU’s annual budget.

5. Activity a cluster of tasks Very short–term effort performed by one or several members of a project team or of an office or organization may last from one week to one year.

Some activities must be completed before the project can move on; other activities can either be done simultaneously or lie in wait as other tasks go on.


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Heirarchy of Actions and Definition of Terms6. Task

a purposive combination of psychomotor actions or motions leading to the accomplishment of an activity, may take a few minutes to a few months to complete

PLAN

PROGRAM 1

PROJECT 1

ACTIVITY 1

PROJECT 2

ACTIVITY 2

PROGRAM 2

PROJECT 3

ACTIVITY 3

PROJECT 4

ACTIVITY 4

PROGRAM 3

PROJECT 5

ACTIVITY 5

PROJECT 6

ACTIVITY 6


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7. Services or “Non – Projects” regular functions of a given office to be performed by the regular staff of that office using its existing facilities and budget

need not be included in the LDIP but are carried out through the maintenance and other operating expenditures (MOOE) of the relevant offices or departments.

A service or “non – project”, however may be upgraded into a project


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Meaning of Projects and Non – Projects

PROJECTS NON – PROJECTS

1. Specific life cycle Continuous life from year to year

2. Define start and completion points with calendar dates

No specific event tied to calendar dates other than fiscal year budgets

3. Can be abruptly terminated if goals are not met; always terminated when the project is completed

Assured of continuous function even in a major reorganization

4. Often unique; not done before; not repeated when completed

Usually involves performance of well – established functions and tasks are only slightly different from past efforts.


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Meaning of Projects and Non – Projects

PROJECTS NON – PROJECTS5. Total efforts must be completed within fixed budget and schedule

Maximum work is performed within the annual budget ceiling

6. Prediction of ultimate time and cost is difficult

Prediction of annual expenditure is relatively simple.

7. Involves multi – disciplinary skills from different departments or organizations which may change from one life cycle to another

Involves one or a few inter - related skills and disciplines within one well – defined stable organization

8. Rate and type of expenditure constantly changing

Relatively constant rate and type of expenditure

9. Basically dynamic in nature Basically steady state in nature



Upgrading “Non – Projects” to Projects

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Is there a definite output to be produced?


Is time of the essence in producing the output?


Is the activity likely to be repeated in the next 3

years?


years?

YESYES YESYES YESYES UPGRADEUPGRADE


YESYES YESYES YESYES RETAINS AS REGULAR SERVICE

RETAINS AS REGULAR SERVICE

Break down into activitiesBreak down into activities

Match with available office (MOOE)



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Sources of Programs, Projects and Legislations

Objective or Policy TreeEducational Attainment

raisedEducational Attainment

raisedMalnutrition

reducedMalnutrition

reducedAccess to safe water

assuredAccess to safe water

assuredHHs, equipped with

sanitary toiletsHHs, equipped with

sanitary toilets

ADEQUATE HH INCOMEADEQUATE HH INCOME

Increased farm yieldIncreased farm yield Better prices of produceBetter prices of produce Alternative livelihood services available

Alternative livelihood services available

Post-harvest facilities put up

Post-harvest facilities put up

Irrigation system constructed

Irrigation system constructed

Competitive pricing of traders

Competitive pricing of traders Investors AttractedInvestors Attracted


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How to transform goals into action

1. Consolidate all policy options/interventions generated from the problem – solution finding analyses using any or all of the following sources of new information or “Observed Conditions”

2. Process the goal statements by weeding out duplications or combining goals that pertain to the same subject

3. Prioritize the goal statements. Give higher priority to those that relate to or are supportive of the goals generated under the Vision – Reality Gap Analysis. This is to ensure that future policies and actions contribute to the realization of the vision.


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4. Sort the prioritized goals according to varying degrees of complexity, from the specific to the general ones

A specific goals is one that suggests an explicit action and a clearly identifiable actor or responsibility center to carry out the action.

Examples:

To enact an anti – jaywalking ordinance

To vaccinate all infants less than one year old

To concrete – pave all streets in the Poblacion


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General goals are multi – faceted and require the involvement of different sectors to carry out the action they suggest.

Examples:

To double the average income of farming households.

To make clean safe drinking water accessible to all rural barangay households

To reduce vulnerability of urban residents to human – made disasters


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4. Clarify the simple goals under the following headings: projects, non – projects or services, and legislation. Park these lists and proceed with the next activity

General goals need to be further analyzed and broken down into the more

manageable components so as to identify the actions needed and the actors or

responsibility centers to carry them out.


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Structuring Solutions

1. Consider the general goals one at a time. Examine its various facets or various aspects of the problem the goal is intended resolve or reverse

2. Formulate a strategy that addresses each facet of the goal/ problem

3. Elaborate each strategy by identifying its program components each program its project and activity components.

Examples: Consider the Goal:

Explore the dimensions of the goal by looking into all possible sources of income of farming households

Formulate strategies to enhance these sources and develop each strategy in terms of possible actions such as programs, projects, services and regulatory measures.

“To raise the level of income of farming households”


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Increased income of farming households

Enhance farm – based income

Tap non – farm income sources

Increasing farm yield Improving prices of farm produce

Diversification of agricultural products

Alternative livelihood

development

GOAL

STRATEGIES

PROGRAMS


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4. Sift the PPAs and classify them into projects and non – projects, and legislations. Combine the result with the results of the earlier sifting.

5. Process all needed legislations, separating those that are within the Sanguniang Panlungsod (SP) to enact. The rest will be lobbied at higher levels, say provincial or national. Sift all the needed local legislations using the fishbone analysis. Consult the Sanguniang Panlungsod (SP) Secretary or, if available, the computerized legislative tracking system.


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What is a Local Development Investment Program?

List of programs and projects that the LGU wants to carry out. It should also contain a program for planned financing or for using the investible portion of the local budget to finance the implementation of those programs and projects. (Rationalized Local Planning System)

A document that serves as the link between the plan and the budget, thus putting into effect the directive of the Local Government Code that says: “local budgets shall operationalize approved local development plans” (Sec. 305i, RA 7160)


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What is “Local Development”?

“Local Development” pertains to the mandates and responsibilities of LGUs as defined in Sections 16 and 17 of the Local Development Code (RA 7160). The local development component of the LDIP, therefore, consists of the following:

Projects that are in pursuance of the LGU’s exercise of its powers and discharge of its duties and functions necessary for effective governance and essential for the promotion of the general welfare;

Projects that are in pursuance of functions traditionally performed by national government agencies but which have already been devolved to LGU’s; and

Projects that are necessary, appropriate or incidental to the effective and efficient provision of the basic services and facilities enumerated in Section 17 of RA 7160


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Basic Concepts about the LDIP

“INVESTMENT PROGRAM” is a program for utilizing the investible portion of the local development fund

(LDF)

A portion goes into financing the cost of functions and services rendered by key offices

Another portion of the LDF is used to financePrograms and projects in the AIP


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What is “Investment Program”?

“Local Development Fund” is that portion of the local budget that is “plowed back” to the people in the form of programs, projects and services. It consists of the following:

20% of Internal Revenue Allotment (IRA)

Non – office maintenance and other operating expenses

Non – office capital outlay


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What comprises “Investment” in public finance?

It is what remains after deducting all expenses necessary to run government machinery, to satisfy claims of creditors, and to comply with statutory reserves.

Investment in public finance does not have to be savings first.

Investment in the LGU budget is a regular outlay that has to be funded whether or not excess over operations (savings) is realized.


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Local Development Fund

PERSONNEL SERVICES STATUTORY OBLIGATIONS Office MOOE

Non - Office MOOE Non - Office CAPITAL OUTLAY Office CAPITAL OUTLAY


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Local Funds for Development Investment

PERSONNEL SERVICES

STATUTORY OBLIGATIONS

Office MOOE

Non - Office MOOE

Non - Office CAPITAL OUTLAY

Office CAPITAL OUTLAY

PERSONNEL SERVICES STATUTORY OBLIGATIONS Office MOOE

Non - Office MOOE Non - Office CAPITAL OUTLAY Office CAPITAL OUTLAY


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What is “Annual Investment Program”?

For planning and investment programming purposes:

The annual slice of the LDIP, referring to the indicative yearly expenditure requirements of the LGU’s programs, projects and activities (PPAs) to be integrated into the annual budget.

For budgeting purposes: The total resource requirements for the budget year, including

the detailed annual allocation of each PPA in the annual slice of the LDIP and the regular operational budget items broken down into Personal Services, Maintenance and Other Operating Expenses and Capital Outlay.


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Local Development Investment Programming

Pre – LDIP Activities

Distinguishing Projects from “Non – Projects” or Services and Legislations

Determining “Ownership”

Consolidating Redundant or Repetitive Programs and Projects

Classifying Programs and Projects by Level of Urgency

Preparation of Project Briefs for Projects Classified as “Urgent”


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Pre – LDIP Activities (Sectoral Committee Level)

1. Sifting of Programs and ProjectsPROJECTS NON – PROJECTS

1. Specific life cycle Continuous life from year to year

2. Definite start and completion points with calendar dates

No specific event tied to calendar dates other than fiscal year budgets

3. Can be abruptly terminated if goals are not met; always terminated when the project is completed

Assured of continuous function even in a major reorganization

4. Often unique; not done before; not repeated when completed.

Usually involves performance of well – established functions and tasks are only slightly different from past efforts


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Sifting of Programs and ProjectsPROJECTS NON – PROJECTS

5. Total effort must be completed within a fixed budget and schedule.

Maximum work is performed within the annual budget ceiling.

6. Prediction of ultimate time and cost is difficult.

Prediction of annual expenditure is relatively simple.

7. Involves multi – disciplinary skills from different departments or organizations which may change from one life cycle to another.

Involves one or a few inter – related skills and disciplines within one well – defined stable organization.

8. Rate and type of expenditure constantly changing.

Relatively constant rate and type of expenditure.

9. Basically dynamic in nature. Basically steady state in nature.


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Upgrading “Non – Projects” to Project

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years?


years?


YESYES YESYES NONO UPGRADEUPGRADE

NONO NONO YESYES RETAINS AS REGULAR SERVICE

RETAINS AS REGULAR SERVICE

Break down into activitiesBreak down into activities




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Pre – LDIP Activities(Sectoral Committee)

2. Identifying “Ownership” (Sec. 17, RA 7160)

National Government

Local Government Provincial City Municipality Barangay

Private Sector / Civil Society Organizations


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Distribution system for agricultural & fishery inputs Operation of agricultural & fishery produce collection & buying

stations Maintenance of Barangay health and daycare centers Services & facilities related to hygiene & sanitation,

beautification & solid waste collection Administration & maintenance of Katarungang Pambarangay Maintenance of barangay roads, bridges & water supply

systems Multi – purpose hall, multi – purpose pavements, plaza, sports

center Information & reading centers Satellite public market, where viable

BARANGAY


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Pre – LDIP Activities(Sectoral Committee Level)


CITY / MUNICIPALITY Dispersal of livelihood and poultry, fingerlings & other seeding

materials for agriculture Establishment & maintenance of seed farms for palay, corn &

vegetables; medicinal plant gardens; seedling nurseries for fruit trees, coconuts & other tree crops; and demonstration farms;

Enforcement of standards for quality control of copra & improvement & development of local distribution channels, preferably through cooperatives;

Maintenance & operation of inter – barangay irrigation systems; Implementation of water & soil resource utilization &

conservation projects; Enforcement of fishery laws in municipal waters, including

conservation of mangroves;


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Pre – LDIP Activities(Sectoral Committee Level)


CITY / MUNICIPALITY Implementation of community – based forestry projects; Implementation of programs & projects on primary health care,

maternal & child care, & communicable & non – communicable disease control services;

Access to secondary and tertiary health services; Purchase of medicines, medical supplies & equipment; Programs & projects for the welfare of the youth & children,

family & community, women, elderly & disabled Community – based rehabilitation programs for vagrants,

beggars, street children, scavengers, juvenile delinquents, and victims of drug abuse;

Livelihood & other pro – poor projects Nutrition & family planning services


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Introductory Course onComprehensive Development Plan (CDP)

Thank You…

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