Professional Documents
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Gentlemen:
As our initial take off in the definition of our municipality’s direction in the next three years,
through your cooperation together with the heads of offices of our local government unit, we
were able to formulate the Executive-Legislative Agenda 2013-2016 of this Municipality. A copy
of it is hereby endorsed to your good office for reference and study.
Said agenda is our written report and formulated plans of investments for the sectors of
administrative governance, economic, social services, and environment. Through careful
analysis and observation, we were able to plot the needed priorities for each sector which will
serve as our guide in developing the municipality for the welfare of our constituents.
Thus, this Office is requesting your approval of a resolution/ordinance as follows:
Adopting and Approving the Capamunicipal Development and Executive-Legislative Agenda
(CapDev-ELA) for the Calendar Years 2013-2016 of the Municipality of San Jose, Occidental
Mindoro
Your immediate and favorable action is highly anticipated.
ROMULO M. FESTIN
Municipal Mayor
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Capamunicipal Development and Executive Legislative Agenda
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Indeed, administering an executive function for a local government unit
is not an easy task especially with the varied concerns, issues and needs that
require immediate attention and actions versus the limited resources which the
LGU has. With my zeal to serve and being given this another opportunity after I
have rested from my political career in the past three years, I am optimistic that
we can continue what has been started and deliver the services and programs
being expected from the local governments for the betterment of the general
public, notwithstanding the novelty in the local governance arena.
Thus, may this document, the CapDev-ELA which is a product of the toil
of our municipal officials, functionaries and other stakeholders, be our guide as
we traverse the three-year journey towards transparent, socially responsible
and good local governance.
Let us all join hands, support the ELA and work for the sustainable
development of our beloved town of San Jose. Mabuhay tayong lahat at layon
nating ibalik ang isang pamahalaang mamamayan ang may kapangyarihan!
ROMULO M. FESTIN
Municipal Mayor
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My warmest felicitations to our beloved people of San Jose,
Occidental Mindoro!
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Municipality of San Jose, Occidental Mindoro 5100
Page Content
ix Heads of Offices
1 Introduction
Acknowledgement
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Municipality of San Jose, Occidental Mindoro 5100
“Ibalik ang Kapangyarihan sa Mamamayan!”:
A Social Contract with the People by Hon. Romulo M. Festin
Municipality Of San Jose, Occidental Mindoro
Fellow San Joseños, it is with great appreciation that majority of our people have been given me a
privilege to serve again our municipality. Because what we all wanted for San Jose is the best of
everything, we owe you a government whose legacy are its people. However, this will not be
Of all the challenges ahead of this challenge to serve, my assumption to office was beseeched by
financial problems. Reflected on the reports submitted by the previous accountant indicated a
negative balance as also confirmed by the reports from the present Municipal Accountant Pablo I.
Alvaro. Consequently, balances in bank shows a combined total of 10.6 million but was not enough
to cover all the liabilities of the LGU as of June 30, 2013.
Non-liquidation of funds received by the LGU from national agencies out of trust funds is also a
problem experienced by several offices including Municipal Agriculture Office, PESO and the
Municipal Social Welfare and Development Office. These funds, by operation of law should have
been intact and should have been disbursed only for the specific purpose as provided for by the
program of each specific agency. These, at present, are the problems identified by this
administration which affects the continuity of every program.
Additionally, several records of the past daily transactions of the LGU were not properly handed to
us making it harder for the present administration to immediately attend to several important
transactions which has to be backtracked in order for us to effectively implement certain decisions.
The present administration alongside with the President’s call for a “TUWID NA DAAN” commits to
people empowerment, participatory planning and full transparency of all transaction. This
administration, with its advocacy of “IBALIK SA MAMAMAYAN ANG KAPANGYARIHAN” is committed
to its constituents to perform its mandate with integrity and fairness to every clientele.
Crafting of the vision mission and goal of the Local Government Unit shall be anchored on its thrust
“IBALIK SA MAMAMAYAN ANG KAPANGYARIHAN”. It shall be crafted in the upcoming Executive
and Legislative Agenda. Thus, our commitment and thrusts to a transformational leadership, to wit:
1. We commit that the Office of the Mayor be open to the Public at all times;
2. We commit to make the present leadership into an administration where all sectors of the
community are involved in governance;
3. We shall review the present structure of the Local Government Unit from its staff down to the
local special bodies with the aim of improving the system for a fast and efficient delivery of basic
services; and,
4. We commit to improve every aspect of governance for the benefit of the people of San Jose.
… As we imbibe in ourselves willpower to lead for the better and reach for the attainment of the following
thrusts:
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1. LOCAL ECONOMY
a. Encouraging Investors by providing tax incentives to pioneering companies and intensive
promotions through prints and creating a team that shall handle these promotional activities.
b. Provision of support to farmers and industries by crafting plans and execution of
programs relative therewith through the appropriate department of this local
government unit.
c. Establishment and Execution of Tourism programs to encourage tourists to visit
places of interest in San Jose through and online website and other promotional
activities.
d. Encourage entrepreneurship by reviewing present business tax rates claimed to be
high and adjusting the same to reasonable rates if deemed appropriate, thereby
encouraging self employment.
2. GOVERNMENT SERVICE
a. Encouraging qualified personnel in attending training in order to upgrade their
knowledge and skills.
b. Establishing a Human Resource Policies to improve service quality and attitude of
personnel with the clientele.
c. Providing additional incentives to Personnel who shall demonstrate exemplary
services through a merit based system that shall be formulated through the Human
Resource Office.
d. Reducing and eventually eliminating red tape in all offices of the LGU by strictly
monitoring the implementation of the Citizens Charter.
e. Proper Identification and prioritization of Infrastructure Projects through a careful
analysis and participative decision making.
3. GENDER EQUALITY
a. Strict adherence to the mandates of the law on gender equality by supporting crafted
and identified programs through the MSWD Office.
a. Target Zero Crime Rate by working closely with the Philippine National Police and
providing support funds for Peace and Order undertakings.
5. ENVIRONMENT
a. Support the present Solid Waste Management Program by allocating support fund for
the undertaking.
b. Adherence to the guidelines provided for by RA9003 when the local funds permits.
c. We desire to evaluate the existing Solid Waste Management Collection so as to
improve the current system.
d. Coordinate with the DENR for identification of possible tie up projects in support of
saving the environment.
This general platform is a commitment to change that the PEOPLE OF SAN JOSE can depend on.
With trust in us leaders of this community, everyone can work and build a better future together.
ROMULO M. FESTIN
Municipal Mayor
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WE, THE OFFICIALS AND EMPLOYEES OF THE MUNICIPAL
GOVERNMENT OF SAN JOSE, PROVINCE OF OCCIDENTAL
MINDORO DO HEREBY PLEDGE TO COMMIT OURSELVES TO
REALIZE THE SHARED VISION OF LOCAL GOVERNANCE
DESERVED BY OUR BELOVED SAN JOSEÑOS, AS INTEGRATED IN
THE EXECUTIVE- LEGISLATIVE AGENDA OF THIS MUNICIPALITY. IN
PURSUIT OF THIS LOFTY ASPIRATION, WE RESOLVE TO:
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INTRODUCTION
The Executive-Legislative Agenda (ELA), according to the ELA Manual published by the
Department of Interior and Local Government, is a planning document that is mutually
developed and agreed upon by both the executive and legislative departments of an LGU. It is
an integrated plan that contains the major development thrusts and priorities of both the
executive and legislative branches towards a common vision for the locality. In a deeper sense,
the ELA is a combined Executive Agenda and Legislative Agenda for which the approach is to
consolidate the thrusts of the executive with that of the legislative to be effectively
operationalized and implemented. Without the appropriate legislative/policy support,
implementation of the former may be stalled and its potential gains for the community may be
reduced. It is therefore essential that the executive and legislative departments of the LGU
coordinate their priorities, and ensure that their actions are mutually supportive of each other
and directed at a common set of local development priorities. Through the development of the
ELA, the local government unit will have its basis tool in the planning and budgeting. The local
government shall have its basis for its governance. This will be the blueprint exemplified as a
collaborated product of the collective ingenuity and participatory discussions of all heads in the
LGU.
However, when the SCALOG (Systems Competency Assessment for Local Governments)
which will result into a CapDev (Capamunicipal Development Agenda) were introduced
alongside with and as a component of the ELA, many LGUs were not able to comply with such
due to time and effort constraints. Thus, a new manual has been issued as a result of a
rigourous study made by the Local Government Academy and combined the CapDev and ELA in
a simpler yet a detailed manner; consequently, the CapDev-ELA for LGUs.
Therefore, this product is an accumulation of the results of the present situations being felt
and faced by the local government that are seen by the heads and officials prior actions. It is
thus encompassing the sectors of administrative governance, and economic, social services, and
environmental sectors. With the persistent cooperation of the local government’s luminaries,
this ELA has been created.
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Chapter 1
THE VISION-MISSION STATEMENT
VISION
(Bisyon)
MISSION
(Misyon)
A local government serving its people and guided with the principle of a rightful way,
continuing the development of the agriculture, advancing the economy and maintaining the
social order through the help of its united people
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In pursuit of the overall development goal of San Jose, major programs and projects will be
specifically directed in attaining the following objectives:
It must be noted that in 2010, the Municipal government has aimed towards “a premier
town of empowered people, with vibrant economy and modern infrastructures and facilities,
putting premium on tourism and attractive investment opportunities, which everyone can be
proud of” in which to attain this vision, it commissions itself to “Improve the quality of life of its
citizenry through responsive and accountable governance and to consistently pursue sustainable
economic and environmental development”.
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Chapter 2
BRIEF PROFILE
San Jose is located 130 kilometers southeast from the provincial capital and approximately
230 nautical miles from the National Capital Region. It shares common boundary with Rizal on
the north, Mansalay on northeast, Magsaysay on east and southeast. Its southern and western
side is bounded by Mindoro Strait.
History records of San Jose started in 14th century when Chinese traders anchored at the
shores of Mangarin, the oldest settlement in the southern portion of Occidental Mindoro. When
the Spanish took possession of the Island, the first site of the presidencia was in the sitio of
Sinaoga. Due to frequent attacks of Moro pirates, appointed leaders had to transfer the site of
their government to the old barrio site of San Isidro, then it was again transferred to
Caminawit and finally in Pandurucan. In 1911, Pandurucan, the old name of SAN JOSE,
became the seat of the Civil Government with Don German Ramirez as its first appointed leader
up to 1915.
From then on, Caminawit was utilized as a docking shore. Presently, it was developed
into one of the major shipping port in the Province. When the Japanese Imperial Forces
occupied the town in 1941, and subsequently by the American in 1955, San Jose began to
experience massive population influx due to the existence of Philippine Sugar Mill located in
Barangay Central. During the time of American re-occupation, San Jose was used as an Air
Force Supply Base. Together with the base, they started developing major roads within the
town.
Now, with the existing facilities such as a two-hectare public market, Caminawit Pier, San
Jose Airport, schools and colleges, San Jose evolved into a major commercial, industrial,
agricultural, trading, cultural, and entertainment center in the province. Until now, San Jose
remains the most progressive and developed town in the province.
Physical Characteristics
It is located at the southern part of the province with a total land area of 55,192.94
hectares. Climatic condition is classified under Type A category which is characterized by wet
season on May to October and a dry season on November to April. The slope is generally flat.
Temperature varies between 22˚C-32.3˚C from which December to January are the coldest
months while April to May are the warmest. Soil composition developed from recent alluvial
deposits which are silty-loam to clay loam and landforms consist of limestone and sedimentary
rocks. All types of erosion are present: slight, moderate and severe erosion. Eleven rivers and
creeks serve as natural drainage. Mineral deposits include copper and limestone.
The municipality is divided into 38 barangays. Of which, 13 are urban, 14 are rural, while
the remaining 11 are island barangays.
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Demographic Characteristics
San Jose is the most thickly populated area in the province, with a population continuously
growing at around 3.47% annually, from 2007 to 2010. Out of the total population of 131,188
as of May 2010, around 49.937% resides in urban area and 50.07% are situated in rural
barangays. Of the recorded average household size at 4.5 with built-up density of 65 persons
per hectare, the municipality has had 29,153 households during that year. About 69.42% are
dependents resulting to a dependency ratio of 1:2. On the other hand, male-female ratio is
computed at 108:100. Tagalog is the most spoken dialect and 83.97% are practicing
Catholicism. The municipality is projected to have a population of 144,844 for 2013 based on
the finalized output of the latest census in 2010. Literacy rate stands at 90% while the common
language is Filipino. However, dialects in the area are Tagalog, Ilonggo, Ilocano, and Mangyan.
There are also significant number of other religions like Islam, and other Christian religions.
Infrastructure Facilities/Utilities
Sixteen bridges and 498.219 kilometers road network surrounds San Jose but 60 percent of
which remains unpaved. Barangays roads comprise 380.32 kilometers of the total road network
while 14.30 kilometers are municipal roads. National highway measures 73.03 kilometers in
length while the provincial road is 34.64 kilometers.
Seaport which is four kilometers away from the town proper operated by the Philippine
Ports Authority and domestic airport of about two kilometers away, both with good facilities,
provide external linkages. This is augmented by provincial buses operating to and fro in Manila
such as Dimple Star, RORO Bus, JAM Lines, Amethyst Transport, et. al. Three airline companies
namely ZestAir, Cebu Pacific, and Philippine Airlines have daily trip in San Jose-Manila route.
However, sometime in 2012, ZestAir and Air Philippines has temporarily stopped its operations
in the municipality of which resumption is still uncertain to locals. The Caminawit Pier has also
temporarily ceased operations for domestic passenger ships and roll-on roll-off. Two cable
television system, the L&S CATV and Ultimate CATV, provide cable TV service.
Telecommunication companies are also present in the area: Digitel, Wireless PLDT, Bayantel,
Smart, Globe, and Sun Cellular. Broadcast and print media are also present. Three local
newspapers – namely: Ang Bagong San Jose, Tamaraw Bulletin, and Mindoro Guardian –
circulate in the area. Meanwhile, there are also two AM and four FM radio stations. Postal
services include that of the Philippine Postal Office, RCPI, JRS, LBC, FedEx/Air21, and 2GO.
National Power Corporation (NAPOCOR) and Island Power Corporation (IPC) are the two
sources of electric power supply which is distributed by the Occidental Mindoro Electric
Cooperative (OMECO) servicing 27 barangays. However, due to several issues between power
providers and distributors, IPC has ceased its operations and is now under negotiations. Island
barangays are also being studied to be included power supply while a submarine electric cable
is now being established. Level III water supply (Pipeline Water System) is accessible in 18
barangays with almost 5,000 individual household connections. By mid-2013, a study together
with the LWUA and a private entity under a PPP scheme on the expansion of its operations.
About eight (8) hectares in Barangay San Isidro serve as disposal site for regular waste
collection in urban areas. Average waste collection in urban areas is at 106 m³ per day.
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Economic Base
The Municipality has largely diverse economic activities. However, 76% or majority of
working force are still engaged in agriculture. Major crops produced includes corn, rice, garlic,
onions, tobacco, and among others. Potential labor force is about 28,000 while those in the
labor force counts at more than 34,000.
It is also known for inland fishing producing lapu-lapu, milkfish, and export quality prawns.
Substantial quantities of marine products are also available. Commercial livestock and poultry
farms producing layers, broilers and meat products also exist. Cattle production is now a
rebounding industry in the area. It has the large number of agricultural support facilities such
as rice mills, warehouse, solar dryers, and the likes. Commercial establishment is around 1,600
and while the public market, the center of commercial activities, is the largest in the province in
terms of the number of establishments and market activities.
Service sector has the biggest number of establishments in the area counting at about
2,000 followed by the trading and retailing at around 700 for both. There are about a hundred
financial institutions and 11 banks in the area. Industries, which gets the least chunk in the
number of establishments standing at about less than a hundred, include hollow block making,
handicrafts and furniture, and other small scale processing and manufacturing plants. Known
tourism facilities are beach resorts, hotels, and restaurants. Coral reefs and islets that surround
island barangays may be considered for tourism. Tourist attractions also include a variety of
historical landmarks. Sand and gravel extraction poses a great contribution in the natural
resources of the area. However, it has also plenty of mineral deposits and natural resources
including forest products such as yantok, buri, and bamboo.
Social Services
Seventy-five public and private elementary schools including minority and primary schools,
five private and seven public high schools, and five tertiary schools dispersed in the locality.
Three of which are the campus schools of the only state college in the province. Meanwhile,
there are six schools offering vocational and technical courses.
Health facilities include San Jose District Hospital, Rural Health Units, Barangay Health
Station, and numerous private hospitals and clinics which are generally located in urban area.
For the last five years epidemic occurrences are mostly related to with environmental &
sanitation problem. Crude mortality rate is 3.0 percent.
Around 36% of the total population suffered from the different degrees of malnutrition.
Only 29% are using sanitary toilet. Day Care centers dispersed in the locality and senior citizen
center is available. Blighted areas are commonly located in marine zone comprising more than
2,600 families.
Basketball courts, karaoke bars, disco houses, cockpit arena, and many more are also
available for recreation and leisure activities.
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Protective force includes policemen and numerous civilian volunteers otherwise known as
“Barangay Tanods”. From 2000 to 2005 crime incidence declined by 10 percent. However, it
increased by 25.59 percent on the following year but 2010 showed a significant single-digit
decline in crimes. Grass fire and faulty electrical wirings are common causes of fire occurrences.
Lands Classification
The Philippine Constitution has classified lands in the country into two major categories,
namely, Alienable and Disposable (A & D), and General Forest Land (Phil. Constitution). About
61.95% or 34,192.94 hectares of the total land area of San Jose is classified as Forest Land;
while A & D or those capable of being owned by individuals, private or government entity is
only 21,543.50 hectares. The latter is further classified into different uses in accordance with
the land use plan of the Municipality, formulated in compliance with the provisions of RA 7160.
Land Uses
In accordance with the Comprehensive Land Use Plan of San Jose of 2003, prevailing
land uses in the Municipality are as follows:
However, considering the above, recent findings of the Forest Land Use Plan reveal that
the total area of the Municipality exceeds about 63,000 hectares of more. The figure is yet to be
approved and be reviewed.
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Chapter 3
DEVELOPMENT GOALS AND STRATEGIES
A municipal-like municipality in the next couple of years and a component municipal in the
long-term – this is what the current administration envisions for San Jose. Having such vision
aims to provide the effective delivery of social services while continuously improving the
economy and responsibly utilizing its natural resources. With such development goal, the
municipal government should look into the programs that will encompass the development of all
sectors in the society by constant provision of supports systems and programs.
Development strategies, at this point, are specific approaches that can be utilized to
advance the condition of local economy to benefit the local population.
Among the criteria used in the selection are the potentials, strengths or the comparative
advantages of the locality compared to other areas, current municipal development trends, and
the development dynamics of surrounding areas.
Figuring out San Jose’s present position, it is a haven for both business establishments and
agriculture. Despite its urban primacy, a distinct advantage over other municipalities in the
province, it still has largely agriculture-based economy. Notwithstanding its high urbanization
level, large tract of land remains agriculture and contributing significantly to local economy. In
fact, Occidental Mindoro PPFP identified San Jose as the locality with largest agriculture area
falling within the Network of Protected Agricultural Areas. Most farmlands in the municipality
are serviced by irrigation thereby classifying them as protected production areas. However,
about 5,400 hectares of farmlands are still dependent to rainfall. It was also noted that San
Jose has significant area devoted for inland fishery.
Given the above situation, agricultural development combined with processing (agro-
industry) and intensification of commercial activities are considered appropriate strategies, to
further advance the municipality’s economic growth. Agriculture and services shall be aptly
supported through the provision of adequate infrastructure support, extension services,
financial assistance, and promotion of soil conservation technologies.
However, without studying the weaknesses, and threats present in the economy, one
cannot provide the best program and courses of actions to achieve the goals outlined. Failures
in the local governance should compensate these ideals.
Having these programs accompanies the responsibility in protecting the environment from
the adverse effects of industrial operation. Mitigating measures shall be required including the
mobilization of policy-making and enforcing bodies concerning the environment and the solid
waste management. Monitoring system shall be adopted to ensure that mitigating measures
and observance of environmental laws are being followed.
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Commercial intensification within the town proper and immediate peripheries would mean
higher investment and diversity of goods and services.
Based on the inputs of the stakeholders, all sectors – administrative governance, social
services, environment, economic, and infrastructure – have earned their ways to the top priority
lists which will experience favorable turnaround as compared to the past. However, specific
projects and programs are still being studied for further analysis.
Also, a new sub-sector is yet to be developed. We are in need to seek for the tools to form
the Gender and Development (GAD) Plan. Funding for this sector is defined in the General
Appropriations Act., and is still for approval.
In order to address the issues by sector we have adopted these development plans:
From systems to employees, there is a need to improve to streamline all processes and
functions aiming to outdo inefficiencies of its service units.
The local government faces a lot of administrative weaknesses in terms of physical facilities
as well as in the development of its employees. Thus, programs should be in focus of these
concerns. A review of the human resource management, local legislation, development
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planning, revenue generation, customer services and civil applications, and the public relations
is need in order to track down and eliminate, or at least minimize, all these problems.
Good performers in the LGU of San Jose must, at least, be recognized and given
incentives in the form of cash or in kind. This is done through personnel evaluation,
written recommendation, or public acknowledgement. The latter may sometimes be
applicable also in the LGU. The municipal government is not remiss in making available
staff development activities or opportunities to staff, regardless of level, or position in a
given level, with low performance or to those staff who need career advancement.
However, this program should still be strengthened since majority of the workforce still
lacks training and development especially on office management, basic customer service
and IT-related courses.
The Human Resource Management Division in 2010 to 2013 has received more
than 500 job applications alone for job order employment status. It facilitated about 50
appointments, 25% of which were for promotion, 1 for renewal of contract of service
while 20% were original appointments for new entrants to the service. The Personnel
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Selection Board (PSB) has screened and evaluated these vacant positions as well as the
appointments made.
All municipal government department heads should also undergone the Systems
and Substance Diagnosis Seminar Workshop to make the Management Committee of the
Municipal Government of San be more effective and functional. This must be a part of
their executive training of which an annual assessment as well as annual planning
supposed to be conducted.
Training programs employing study tour or bench marking mission is seen also to
a need as support to its capamunicipal development initiatives. Lakbay-aral Programs
have been included in the 2013 Annual Budget, howver, for some reasons, the Budget
Office has included the same item included in the items for realignment of funds. The
Technical Working Group of San Jose’s Citizens’ Charter is indeed in need to pay a visit
to different cities/municipalities like Iloilo and Bacolod to observe innovative approaches
or good practices that are worthy of replication to our municipality.
The Program on Awards and Incentives for Service Excellence (PRAISE) has
conferred awards to some employees who were recipients of the loyalty service award.
However, this was only given retirees for their invaluable service. Search for
Outstanding Employees and other programs that may be under the PRAISE should be
carefully studied by the HR.
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employees’ welfare and personnel mechanisms. The report of the audit team is expected
to reveal on how the municipal government has carried on the recording and updating
of personnel records in keeping with its accreditation status. Recommendations were on
hand to further enhance the system.
Identifying the training needs of employees and aligning their performance with
the LGUs strategic direction and close existing competency gaps of employees
Optimizing the conditions for professional development among employees and
demonstration of new behavior at work
Enhancing job satisfaction and work performance
Streamlining the time-consuming payroll administration and time-keeping system
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Installation of Document Tracking System and Human Resource Management
System. The former automates all human resource functions by seamlessly
interfacing human resource functions into a powerful multi-user and work flow
integrated human resource management system while the latter uses a barcode
and a powerful database system to track the movement and locations of vital
documents inside the LGU offices which greatly reduces lost records.
Acquisition of additional computers for the Municipal Human Resource and
Management Office, General Services Office, Mayor’s Office, etc.
Full operationalization of the Municipal Human Resource Management Office and
the General Services Office.
2. Development Planning
The Office of the Municipal Planning and Development Coordinator (MPDO) is the
technical arm of the Municipal Government of San Jose in development planning.
However, the need for a re-engineering of the MPDO can no longer be put on hold vis-à-
vis its present organizational structure and this could be done by applying the “demand-
driven” concept of organizational formation. At present, the office has resorted to multi-
tasking among its rank and file staff to accommodate tasks, assignments and other
additional work loads.
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Positioning System-Geographic Information System (GPS-GIS). To capacitate the
municipal government in this technology, participants from the municipal offices should
be trained on the GPS-GIS Compatibility Training. The purpose of the capability activity
is to sustain and expand the existing spatial information system the municipality has
acquired under its computer automation program.
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3. Revenue Generation
Under Section 219 of the Local Government Code, general revision should be
carried out every three years. In the case of San Jose, it is already long overdue in
updating as well updating its enacted tax ordinances. Political will is the key in order to
properly implement local and tax ordinances.
The municipal government’s system on all local taxes, fees and charges, ideally,
should be operating on a network that is interlinked with computers in the Offices of the
Municipal Assessor, Business Permits and Licensing Division and the Municipal Treasurer
since the Municipality is still under the manual system. This can be done through
application of information and communication technology to provide on-line information
to tax payers. The municipal government as well should draw up incentive scheme to
promote efficiency in real property assessment and real property tax collection. One way
is that taxpayers are given incentives in the form of 20% discount for advance payment
in real property tax (ex. payment due in 2013 and paid in 2012) and 10% discount on
prompt quarterly/annual payment. In like manner, civil remedies on tax delinquencies
such as surcharges, penalties and interests are enforced. An ordinance may be enacted
in order to institutionalize this platform. Taxing on VAT for titled yet idle lands are also
allowed by law. Other means might be in the form of raffle with attractive prizes for
those who will be paying their taxes. The Office of the Municipal Treasurer is the office
in-charge of collection of local taxes, fees or charges, and related surcharges, penalties
and interests resulting from delinquency.
The Municipal Assessor’s Office is now ongoing with the encoding of more than
40,000 real property units or RPUs. This is expected, once completed, to improve
efficiency in the updating and appraising of RPUs and yield an increase in taxable
assessed value. The increase when translated into monetary forms for Basic and SEF
taxes, the amount added to the existing collectibles of about PHP 30 million.
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Electric posts/transformers are no longer exempted from imposition of tax. The
tax due for OMECO electric posts/transformers, including other business taxes due, for
the year 2010 and below, having a total amount of more than PHP 30 million is about to
be collected until the LGU is now in talks on how this matter can be paid. Continuous
updating of inventory of all real properties through revisions, adjustments and discovery
of new buildings and machineries were as well undertaken.
For such plan to be functional the municipality must see to it that monitoring and
evaluation is an integral part to it. This should also be utilized by the municipality’s
financial generation managers in monitoring accomplishments, lapses and misses in
revenue generation and used as a principal reference document in updating the Local
Revenue Code.
The performance may be seen through the results of the Local Governance
Performance Management System, a self-assessment tool used by the Department of
Interior and Local Government (DILG).
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Maintaining a systematic property identification and accounting system
Effecting transfer of ownership in tax declaration
Improving and enhancing performance in preparation and submission of financial
performance
Improving and enhancing performance in preparation and submission of reports
Formulating and implementing quality budget
Ensuring that the obligations do not exceed appropriations
Establishing efficient and effective budget preparation and utilization
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4. Local Legislation
In the past three years, the Sangguniang Bayan of San Jose has enacted several
ordinances and these are: (1) Environmental Code, (2) Institutionalizing the
Management of Children’s Playground, (3) Disaster Risk Reduction and Management
Ordinance, (4) Gender and Development Code, (5) Children’s Welfare Code and (4)
National Young Infant Child Feeding Ordinance. The rest of the codes have not been
enacted by the municipality’s sanggunian, namely: Code of General Ordinances, Market
Code, Health and Sanitation Code, Local Investment and Incentives Code, etc.
Passing ordinances and codes that aim to establish the common good of the
community in setting standards and procedures. The local administration aims to
enact several Codes, namely: Code of General Ordinances, Environmental Code,
Health and Sanitation Code, Children’s Welfare Code, and Gender and
Development Code.
Installation of Legislative Management Information System and Legislative
Tracking System. These will automate archiving of ordinances and resolutions,
organizing of incoming and outgoing documentations in the secretariat office,
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archiving of correspondence documents, session information, and generating of
reports using various criteria in searching.
Creation of a Backstopping Committee and Additional Regular Positions for SB
Developing a Legislative Resource Center
Setting up a Legislative Scoreboard
Establishment of a good Sanggunian Archival System
In the case of the LGU of San Jose, it has no data base of civil registry records
located in the Municipal Civil Registrar that is already computerized. The LGU is still
driven mainly by manual measures. How to avail of civil registry records are clearly
made known to the customers by set of steps printed in a tarpaulin placed
conspicuously right outside the door of the office. Posted also is the procedure which
includes the process flow chart. Personnel of the office are also on hand to answer
inquiries from customers such as processing time, processing fee, transaction hour and
others. Other means of making known to the public how to avail of registry records is
employed by the municipal such as the municipal’s website, barangay assemblies or
visitations, and through the tri-media. Similar pattern holds true in the civil application of
obtaining real property documents.
The Citizens’ Charter of which San Jose already has is an important innovation
on customer service. However, it has not been institutionalized and fully implement.
Citizens awareness about it as well as the publication and updating of which has never
been done. Citizen’s satisfaction is the foremost parameter of quality public service. With
this document, the public can easily follow the steps of the services offered, as well as
identify the loopholes in the given system. The posting of the individual office service
standard can make the transaction procedure simpler and easier.
The priority needs for this particular service area is to maintain and sustain a
Customer’s Feedback Corner or desk specific to offices delivering front-line services.
Another one is to establish a “counseling” procedure and/or advisory system for erring
employees as a result of customer’s feedback.
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Increasing public awareness on the latest development in the local government
unit
Improving transparency and accountability
Gathering information and suggestion /opinion from the public
Improving local governance through renewed public participation, education, and
information
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Vital operations of the municipality could not move on without its approved
Annual Budget through an appropriations ordinance within the budget year. The
preparation of the municipality’s budget is not a sole undertaking but participatory in
nature by the different municipal government offices. The municipality’s approved
budget is responsive to the budgetary requirements of the Annual Investment Program.
It also satisfies the following budgetary, statutory, and contractual requirements and
general limitations.
Utilization of the cap given to the LGUs for debt servicing and personal services
Keeping the debt servicing and personal services expenditures at the cap level
Use of financing scheme for capital outlays and taking advantage of high-yield
accounts
Improving transparency and accountability
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Programs and Projects
Implementation of LBC Nos. 100 and 100-A. This includes the proper treatment
of LGUs economic enterprises and the proper computation of PS Cap.
Institutionalization of the Public Financial Management System in the LGU
Monthly reporting index made for all departments on the appropriation balances
Establishment of independent bank accounts for each trust fund account
Prioritization of mandated appropriations like 1% of IRA for Children, 1% of total
resource fund for PWDs and Senior Citizens, 5% for GAD and 5% for LDRRMF
The LGU of San Jose has placed increased attention that good governance plays
an important role in achieving social and economic development. It believes quality of
governance is recognized as fundamental to ensuring the quality of life of the
municipality’s citizens.
7.1 Participation
The LGU of San Jose has achieved an admirable level of maturity in engaging the
citizens and civil society organizations in local governance despite the issue that there is
a need to strengthen the tri-partnership of GO-NGO- Private Organization in governance.
Proofs to this are CSO participation in decision-making through the Local Special Bodies,
CSO involvement in local development projects and Citizens Feedback.
The administration of the municipality has earned the support of the Civil Society
Organization (NGO or PO) and the Private Sector Organization with their membership as
sectoral representatives in the different Local Special Bodies whether in the Municipal
Development Council, Local Health Board, Local School Board, and Peace and Order
Council, etc. Their membership in the different special bodies depends on their passing
the accreditation process of the Sangguniang Bayan. This is a clear manifestation of
their commitment for the realization of the development priorities of the municipality.
However, it must still review and institutionalize an open-door policy that has been a
practice of the other LGUs which has enabled the public to approach any public official
to air their concerns.
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government services. The LGU of San Jose through the Public Information Office (PIO)
has made use of the radio to monitor feedback from the public. Other channel of
monitoring feedback is through editorial from local newspapers.
The Municipal Government of San Jose also has to maximize use of the
complaint/suggestion box, where customers can drop their complaints, comments and
suggestions placed in a prominent location in the Municipal Hall lobby. This is one way
to encourage them to suggest ways and processes to improve the quality of service.
Complaints, comments and suggestions from the complaint/suggestion box are then
taken up to the concerned office/department. From this information, the municipal
government could source out appropriate actions to improve the way the municipality
delivers its services. Department or office of the municipality catering to frontline
services is also encouraged to install a similar one inside their office.
By the very nature of their work and commitment towards social transformation
and community-based issues, NGOs in general are logically adept towards activities that
immediately address the concerns on poverty alleviation. NGOs in the Philippines have
gone a long way in building up networks and mechanisms for people’s participation and
collaboration with the Government.
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poverty alleviation (Pacturan, 1996). These are enterprise development, agriculture and
agrarian reform, environment and basic social services.
The mushrooming of NGOs has also led to the formation of secondary and
national networks, primarily for purposes of putting-up a common and unified stand on
development issues and concerns, engaging Government in policy issues and dialogues,
fund sourcing and generation as well as formulating codes of conduct in dealing with
other NGOs, with the POs/communities they serve, with funding agencies and with
Government. Usually, secondary networks of NGOs and POs (i.e., coops, self-help
groups, pre-coops) are based and operate at the provincial and regional levels. In most
cases, secondary networks are also affiliated with national networks.
At present, there is a slow increase of accredited NGOs and POs in the Municipal
Government. With a total population of almost three hundred thousand and an
increasing growth rate of 1.59% per annum, not to mention the 59 rural and 27 urban
barangays, it’s really a surprise if there are on 32 NGOs and POs only officially
accredited in the municipal. Majority of the existing San Jose-based groups remained to
be unlisted and acknowledged as an accredited organization by the Municipal
Government.
The Municipal Government of San Jose in the provision of essential and basic
services to improve the quality of life of the people has as well established joint ventures
and other cooperative arrangements with individuals, organizations and institutions in
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building a stronger community. A strong, safe, healthy and sustainable locality is
dependent on creating access through partnership in community-building.
The Department of Agriculture Regional Field Unit has been a steady partner that
poured in varied assistance to the municipality to enhance local resources to carry
out its agricultural undertakings. The funded program and projects were the Rice
and Corn Seed Subsidy, Vegetable Seed Dispersal, Livelihood Assistance, Fishery
Development, Post Harvest Facilities, Farm-to-Market Roads, Education and
Extension Capability Building to mention a few.
The outcome of the strong partnership between the various national line
agencies in the region gives rise to major socio-economic development projects.
The conduct of the Forest Land Use Plan of the municipality is with the
assistance of the Department of Environment and Natural Resources experts and
specialists on forest mapping and forest land use planning to ensure better and
effective land use mapping.
Also responsible in giving access to free health care to many of San Jose’s
indigent families is the Philippine Health Insurance Corporation (PhilHealth) Regional
as well as the Department of Health which provided the municipality PHP 50 million
for the construction of the San Jose Public Health and Diagnostic Center and
provision of medical equipment such as CT Scan, ultrasound, x-ray machine, etc.
The project is the first and pioneering health service provided by an LGU being the
first municipality in the country to own and operate a diagnostic center.
Partner NGOs have also provided bulk of assistance to the municipality’s social
welfare services.
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The municipality is seen to have active partnership of the for housing with
Gawad Kalinga, Habitat for Humanity, and Jolibee which is expected to pave the way
in the construction of new and affordable houses. However, the activity is still
prematurely in talks and no formal forging of partnership has been done. Strong
partnership was also forged by the municipality with regional line agencies. Lot
acquisition and site development to be provided by the National Home Mortgage
Finance Corporation, National Housing Authority, and the Home Mutual Development
Fund (Pag-ibig Fund) is now under the study to provide the urban poor a better site
for living. Livelihood assistance to beneficiaries of the programs is expected to be
made available by the Department of Agriculture, Department of Social Welfare and
Development, and other NLAs.
7.1.6 Education
The LGU continues to support the early childhood education providing each day
care children some school supplies and uniforms. The Department of Labor and
Employment (DOLE) also contributes counterpart funding for the Special Program for
the Employment of Student (SPES).
With the above models, the Municipal Government plans to replicate the above
towards better governance.
7.2 Transparency
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Transparency in governmental operations of the municipal is remarkable.
Remarkable in the sense that communicating to the public is done through various
means such as Bulletin Board, Public Information Office, print, broadcast media,
website, and forum is valued.
Taking charge of the information dissemination of the plans, programs and special
events of the Municipal Government of San Jose should be the Public Information
Division of the Office of the Mayor in cooperation with different frontline offices of the
LGU. Aside from carrying out information dissemination, it should also perform the
personal relations activities of the Local Chief Executive.
To give the widest dissemination of the plans, programs and special events of the
municipality is through the use of newsletter, brochures, flyers, or posters, streamers,
tarpaulins and other means of communication. The production of LGU’s newsletter is
seen a must to better communicate with the public amidst the growing tensions being
brought by political adversaries in the province. The tri-media; radio, newspaper, and
television must all be utilized for the promotion of local government programs and
special events.
The implementation of the Anti-Red Tape Law in the LGU of San Jose produced
explicit outcomes. Laudable to mention is the draft San Jose’s Citizen’s Charter, A
Service Guide which was produced in 2010. However, many of the services cited in the
aforesaid are now inapplicable and needs to be reviewed. Approval and adoption by the
SB is also a must for it to be properly implemented. With the Citizen’s Charter, the public
can clearly follow the steps of the services offered, and easily identify the loopholes in
the given system. It also contains specific provisions and sets out specific obligations for
the public services, e.g. the period of time within which the department has the
obligation to reply, the type of information to be given. The positioning of the
Information Assistance and Complaints Desk near the entrance of the Municipal Hall
lobby formed part of the municipality’s initiative to implement the Anti-Red Tape Law.
This is done to provide immediate action, such as referrals, or basic information in
response to requests or inquiries of the LGU customers’ especially walk-in customers.
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Synchronized barangay assemblies must also be conducted in the municipality
for these will provide the opportunity for barangay folks to hear and discuss the
semestral report of the Sangguniang Barangay concerning its activities and finances as
well as problems affecting the barangays. These matters were resolved first at the
barangay level. Any other problems or issues not resolved within their level were
elevated to higher level of the government hierarchy.
This is a priority area of the LGU of San Jose for improvement. Efforts to improve
financial accountability are acknowledged. However, administrative capamunicipal to
ensure observance of guidelines relative to accounting, internal control, procurement
and financial transactions need to be strengthened.
Annual financial statements are submitted within 60 days after the 31st of
December. The posting of the Summary of Income and Expenditures of the municipality
in at least three (3) conspicuous places in the local government unit within 30 days from
year-end is done partially, which means it’s not true to all. Annual Financial Statements
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are available upon request but not published in the local media. However, the
municipality’s financial management information system is still in the manual way; thus,
a need to automate it.
The composition of the Bids and Awards Committee (BAC) of the municipality is in
accordance with Section 11 of Republic Act No. 9184, the Government Procurement
Reform Act. It is composed by key department heads of the LGU. Procurement rules and
procedure are enforced by the BAC. These are preparation of bidding documents,
posting of invitation to bid, conduct of pre-procurement and pre-bid conference, and
determination of the eligibility of prospective bidders. All its meetings were held in the
Municipal Hall with all of its proceedings documented. Minutes of its meeting are
available upon request. Request for a copy of the minutes of meeting of the BAC is
proposed to have an ordinance for a corresponding fee per page. Liquidation of cash
advances in the municipal government should also be done within the prescribed period.
Salaries and wages must be liquidated within five (5) days after each 15 day or end of
the month pay period most of the time.
Petty operating expenses and field operating expenses are ideally liquidated
within 20 days after the end of the year so to replenish as frequently as necessary
during the year. Official travels are also liquidated, if possible, within 60 days after
return to the Philippines (for foreign travel) or 30 days upon return to permanent official
station (for local travel) most of the time.
Enforcements of the mandates of COA and the DILG’s Full Disclosure Policy
Maintenance of bulletin boards, LGU websites and transaction monitoring
Enforcement of Public Financial Management Policies
Despite of the municipality’s rapid urbanization growth, agriculture remains the backbone
of the local economy specifically crop production and fisheries. However, inadequate support
facilities such as post harvest facilities and infrastructure support limit agricultural potential.
Not to mention the unutilized space suitable for agricultural production and the underutilized
land due to financial and technical deficiency. To maximize agricultural production, pre and
post harvest facilities must be provided, whereas financial and technical assistance shall be
explored.
The integration of agriculture, commerce, and industries shall be pursued. Commercial and
industrial activities shall complement agricultural development. Enhanced commercial and
trading activities will boost agricultural development in the same manner with the establishment
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of agro-industries. Agro-industries shall process agricultural produce and other raw materials.
This expected to promote value added to local resources and shall provide greater employment
opportunities, increased household income and greater local revenue.
1. Agriculture and Livelihood
In the absence of the result of other monitoring tools that may be used by the
Municipality for benchmarking, the State of Local Governance Report, Electronic Report
(SLGPR) is utilized.
In the same Report, the 2 other areas in Economic Governance, namely, Support to
Agriculture Sector and Support to Fishery Services earned performance scale of 4.0 (high
but not excellent). This report has suggested actions to take to reverse the low performance
of the support to fishery sector as a priority area for improvement for 2012, as follows, to
wit: 1) Mobilize the Fisheries and Resource Aquatic Council to help protect and manage
municipal waters, and see to it that it does its mandated tasks, 2) Improve infrastructure
support for the fishery sector, e.g., mariculture parks, fish ports, seaweeds village ecozones,
sea cages, among others, 3) Improve credit facilitation services to the fisherfolks, 4) Extend
adequate production support services, e.g., techno-demo cooperators, 5) Improve market
development services for the fishery sector, and 6) Reach for more fishing-household
beneficiaries.
Support to Agriculture Sector as an area for improvement, on the other hand have
also 6 suggested actions to focus on: 1) Improve infrastructure support, e.g., communal
irrigation system, farm-to-market roads, post-harvest facilities, 2) Improve credit facilitation
services to farmers, 3) Extend adequate production support, e.g., techno-demo cooperators,
and research institutes, 4) Improve market development services e.g., trade fairs, missions
and congress and, 5) Reach more farming-household beneficiaries.
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area, and/or shift to other cultivation due to diseases affecting the crop. Marine resources in
the Mindoro Strait is depleting so much so that each fishermen catch more or less an
average of 10 kg/day, not enough to feed a family of five.
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a) Establishment of demonstration farms. This shall serve as a venue for
practical hands-on training to farmers.
b) Educational trainings and school-on-air
c) Conduct of livelihood trainings
Productivity Enhancement Programs. The technical staff of the Municipal
Agriculture Office shall continue to undergo training towards a more efficient
technical assistance extended to farmers.
a) Establishment of demonstration farms and research center. This shall
serve as a venue for practical hands-on training to farmers.
b) Construction of Agricultural Support Facilities like cold storage, bagsakan,
reservoir, irrigation system, tube wells, etc.
c) Acquisition of agricultural equipment
d) Subsidy programs for organic fertilizers, certified seeds, etc.
Provision of Livelihood Assistance through Tulong Kabuhayan Program or
livelihood programs. This is aimed at improving the livelihood of each family by
providing income-generating opportunities.
Mangrove reforestation and reviving the Bantay Dagat and installation of
artificial reefs and establishment of payao
Support to livestock industry
Improvement of fishport slaughter house office, and fencing of the slaughter
house
Still in the Economic Governance, this sector is a priority area for improvement that
has a performance scale of ‘fair’. The suggested action is to ensure the ease of doing
business. Strategize to effect issuance of building, occupancy, and business permits in a
more expedient manner.
The number of businesses operating in the municipal from 2005 to 2010 shows a
fluctuating trend but has managed to register a growth rate of at least a percent. Trading is
still the most preferred type of business capturing majority of the chunk of the total
number, followed by services and manufacturing and agri-business.
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Establishment of network with the external market while facilitating smooth local
exchange of goods
Promotion of locally made products
Enhance existing major commercial district
Provision of support facilities like cold storage, warehouses or designation of site
as “bagsakan” or a trading center for centralize exchange of agricultural produce.
Give preference to industries that utilizes local raw materials in processing and
local labor force
Establish monitoring system to ensure compliance among business
establishments
Support production of raw materials identified as primary input for industrial
production
Promotion of skills development through continuing education of existing labor
force
3. Infrastructure
Infrastructure plan looks into five major categories namely circulation system,
communications, power supply, water supply, and public buildings. Basically, these are
support amenities that facilitate economic production and exchange, and population
movement.
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Being the premier urban area in the province and the gateway to southern Occidental
Mindoro, higher ranks of infrastructure facilities are found in San Jose. However, it has to
adequately cope with rapid population growth that poses challenge on:
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d) Review of traffic flow and ordinances
Mini Piers. Establish small seaports within the three major islands that will
complement not only economic activities but will also facilitate access to social
services within the inland San Jose and its island barangays. This will also
encourage and accommodate passenger and cargo motorboats sailing island
barangays, Panay and Semirara islands, and Coron, Palawan
Improvement of the existing seaport in Caminawit. This will enhance servicing
large passenger ships plying Batangas and Metro Manila may be used to enhance
convenience in inter-island transport. Landing area to be utilized for said
purpose may be developed at the existing seaport.
Project to construct a “central terminal” outside business nucleus area to
accommodate north-bound and south-bound routes
Road Network Development Program focusing on:
a) New access road development connecting Poblacion to its urban periphery
b) Upgrading of bridges
c) Barangay road construction
d) Rehabilitaion of communal irrigation systems
e) Reclamation of roadside pedestrians especially along major thoroughfares
Drainage and flood control development:
a) Construction of new drainage systems
b) Improvement of existing drainage systems
c) Seawall construction
Coordination with telephone companies for continuing household connection and
provision of public calling office in rural barangays
Postal Office Efficient Service Program. Renovation of the current post office for
better and convenient services.
Establish and saturate rural barangays with cell sites to allow use of mobile
phones by rural population
Ilin Island Water Supply System
Ilin-Ambulong Island Electrification Project. This project will be entailed in
partnership with national government agencies
Water Improvement Project. Upgrading of water pumps, through the San Jose
Water District, must be coupled with installation of additional pipelines for
convenient household distribution. Additional sources of water shall likewise
be identified and developed.
4. Tourism
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The abundance and quality of natural, rich cultural and historical heritage is one of the
factor and strength in the development of tourism industry in San Jose. However, this sector
is one of the most underdeveloped and poses a lot of potentials. The development of San
Jose Domestic Airport plays an important role to accommodate and increase the number of
commercial flights and air traffic in accordance to projected demands. This will also include
the improvement of the present telecommunication facilities. The enhancement and
rehabilitation of tourist sites destination should be pursued to attain and sustain the
development.
Number of tourist arrivals increases during the month of April, May and December
since this is the vacation time and holidays.
In reality, there is an existing low level of program awareness and lack of an effective
plans of San Jose Tourism for tourism in general that serves an engine for economic growth
declares the industry as an indispensable element of the national economy and an industry
of national interest and importance, which must be harnessed as an engine of socio-
economic growth and cultural affirmation to generate investment, foreign exchange and
employment, and to continue to mold an enhanced sense of national pride for all Filipinos.
The absence of an need-based plan and program that effectively ensure the
development of San Jose local tourism that is for and by the San Joseños and the Filipino
people in general, and be able to conserve and promote their heritage, national identity and
sense of unity; the question of is there any concrete and executable Tourism Sustainable
Development Plan existing is still a clear and present issue. If there are, unfortunately nor
quite felt down to the grassroots level.
Objectively, if there are any available tourism activities focused more on engaging with
external activities/events indirectly compared to those related to the real issue of tourism
development such as low level of awareness and participation of the populace in learning
and being equipped to market San Jose as the cultural hub of the Philippines.
The tourism-based website development wherein even the information about its actual
projects and programs were not even available for the public to know and be updated on
the latest developments initiated by its office, indeed, this must be reviewed and executed.
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Tourism Accomplishment Reports should be present in order to have any vital
benchmark tool for future tourism related plans in order to create a favorable image of San
Jose within the MIMAROPA Region, national and international community, thereby
strengthening the municipality's attraction as a tourism destination and eventually paving
the way for other benefits that may result from a positive local and global view as a historic
and culturally-enriched municipality.
On the lighter side, the status of sustainable tourism projects anchored in connection
with San Jose’s real estate (which is stagnant), history, culture and natural endowments,
and ensuring the protection, preservation and promotion of these resources remains to be
very positive which is a possible comparative advantage for investment promotions geared
towards establishment of potential centers of national or even world congresses and
conventions leading to employment generation and business development as a whole.
With the GO and NGO collaboration an action plan on how to strengthen the role of
tourism councils and encourage the participation of non-government organizations (NGOs),
people's organizations (POs) and the private sector in initiating programs for tourism
development and environmental protection serves a positive indicator and an
encouragement to many.
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Projects and Programs
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As the locality move towards higher level of urbanization, problems on efficient provision
and delivery of social service become evident. The growing population demands for more social
services like education, health, and among others.
More often, formation of informal settlers are the most difficult to address due to intensive
cost requirement of providing decent housing. San Jose is facing the same problems particularly
settlements in Pandurucan River and other areas in Poblacion, Labangan Poblacion, Pag-asa,
San Roque, and Caminawit. The local government should adopt a comprehensive strategy that
deals on increasing access of the majority particularly indigent population to basic social
services.
Since social services are already in place and key issues that needs to be addressed has
been recognized, strategy may focus on facility improvement and upgrading and improvement
on delivery of services rendered.
San Jose continues to face the problems on shelter or housing and therefore should be
attended to. Being a constituent of San Jose clearly has its own housing benefits that are
not available to other areas. This year has brought more importance for relocation and the
urgency should be reflected in government programs while the Municipal Shelter Program
should be drafted, approved and implemented.
Identification of sites and sourcing out of funds should be simultaneously done by the
LGU in order to ensure the implementation of housing programs in the near future.
Families that may be served by the program, however, may not only be provided with
decent housing but will hopefully be given a chance to augment their income with the
livelihood ventures in the area which in the long run, will embark on economic and/or
investment opportunities transforming and alleviating poverty among the lives of its
recipients and the underprivileged as a whole.
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Design comprehensive housing program parallel with accessibility and
affordability of the target beneficiaries
Identify socialized housing sites and relocation site
Provide an inventory of informal settlers
Community profiling
Adoption of the Municipal Housing and Urban Development Ordinance
Creation of the Municipal Housing and Urban Development Board. This will be
the policy-making body of all the housing programs of the local government
while looking into feasible areas for housing development.
Relocation Programs. The priority is to relocate informal settlers specifically
families within danger zone.
Community Mortgage Program. This program provides mechanism for existing
communities to own their occupied lands. The local government unit shall
endeavor to act as originator for and on behalf of the dwellers within the
informal settlements to facilitate the development of a housing project. However,
this will be a long-term project and fundamental bodies and ordinances should
be made
Ensure health protection among the low income groups or indigent community
Establish and strengthen linkage with various health agencies
Promote proper use of alternative medication
Encourage community participation and promote volunteerism
Substantially decreasing the number of animal bites, and increasing the
contraceptive prevalence by 70%
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Improvement of malnutrition situation in the area
Improvement of the services rendered by the rural health unit
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Adoption and enactment of the Health and Sanitation Code, National Action Plan
for Infant Care and Breastfeeding Programs, the localization of the ASIN Law,
and ordinances concerning animal custody and animal bites
Establishment of a Center for Animal Custody, Titration Laboratory and a
BEMONC Facility and strengthening the PPMD unit.
The Local Government of San Jose continues to pour out their support and assistance
to every DepEd program and project which leads to the establishment of additional
classrooms for the preschools, elementary and secondary schools, creation of both
nationally and locally funded items of teachers, donations of educational materials for
learning and enrichment of pupils and students. The LGU’s intensification of the Alternative
Learning System (ALS) which focuses on functional literacy and skills training aims to
support and maintain participation rate and to provide livelihood and entrepreneurial skills
to its target beneficiaries.
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Lakbay-Aral within San Jose to appreciate better the culture and heritage of San
Jose
Construction of additional classrooms
Hiring of additional LGU teachers, day care workers, and child development
workers
Continuous training assistance for non-formal education and support to
educational trainings and research
Support to alternative learning system
Establishment of additional supervised neighborhood plays
Value formation through the Municipal School Board
Acquisition of school supplies, and other educational/instructional materials
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Acquisition of equipment needed for rescue operations
Continuing on the orientation and monitoring for the early childhood care and
development, and persons with disabilities
Parents’ congresses
Establishment of 10 additional SNP sites especially in island barangays
Construction of a rehabilitation/formation center and a center for children in
conflict with the law
Adoption of a Youth Development and Welfare Code
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Promote camaraderie and diversify sports preference and skills among the local
populace
Provide incentives on youth groups who are actively participating in sports
events
Develop open access sports and recreation facility
Encourage and provide wholesome recreation and entertainment for the youth
and keep them away from drug abuse and other vices by providing alternative
past-time activities
Improvement of gymnasium collections
In its notes presented in its official website, the National Economic Development
Authority claimed that peace and order is an essential ingredient to maintaining economic
development, social order and political stability. A condition of peace and order facilitates
the growth of investments, generates more employment opportunities and attracts more
tourists. Foremost in the government’s agenda is the promotion of peace and order. This is
exemplified in its continuous and active campaign against terrorism and criminality,
including kidnapping, illegal drug trade and smuggling and street crimes among others.
However, threats to peace and order continue due to a higher-than-tolerable level of
criminality caused by an ill-equipped and undermanned police force and the lack of desired
holistic and integrated approach to address rising criminality and terrorism. At present,
community participation in peace and order initiatives needs to be enhanced in a national
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perspective. The community must be a partner with the police force and other law
enforcement agencies to maintain peace and order. One clear example is the government
efforts to tap the community in the fight against crime through PATROL 117 have been
launched. However, there is still a big need for more programs to be launched and
continuous implementation and advocacy should also be pursued.
In San Jose, in line with the new administration’s advocacy to intensify the campaign
on moral transformation and promote nation-building with good governance by producing
righteous leadership, the municipal government exerted efforts to tap non-government
organizations to participate in peace and order initiatives such as the National Auxiliary
Chaplaincy Philippines, Inc. (NACPHIL), formerly National Auxiliary Chaplains, Inc. or NAC is
a non-government organization duly registered with the Securities and Exchange
Commission of the Republic of the Philippines and other faith-based groups that have been
existing for some time now in the promotion of peace and order through moral and spiritual
transformation programs in the municipality. There is also partnership with them in terms of
moral recovery programs. The initiative was further strengthened when the previous
national administration issued the Executive Order 713: Strengthening the Authority of the
Presidential Council on Values Formation Towards the Effective Pursuit of a Just and Moral
Philippine Society, Amending Executive Orders 314 and 347 and for Other Purposes dated
March 12, 2008 aimed at eradicating from all sectors of the country, the culture of graft and
corruption, patronage politics, apathy, passivity, mendicancy, factionalism and the lack of
patriotism and to be replaced with the love of country, honest public service, integrity,
honesty and good work ethics and Presidential Proclamation No. 828 - Declaring a Decade
(2005-2015) of Good Governance and Good Citizenship to Fight Corruption and to Eradicate
Poverty dated April 14, 2005.
The concept of through the deployment of chaplains among local government units
(and barangay or grassroots government level) and other partner NGOs and POs that will
unite all the proponents of the mandate on values formation and moral recovery under the
spirit of cooperation and working together. One of the basic emphasis of the program is the
strengthening a family bond through its basic responsibility to enhance family relationship.
We believe that the family has a primary role for the transformation of our society. “Be
responsible member of your family”. The LGU of San Jose has organized the Peace and
Order Council (POC) in accordance with Section 1 of Executive Order No. 773 which meet as
often as necessary. Aside from the POC, the LGU is now set to outline its Integrated Area
Community Public Safety Plan which is updated annually. San Jose and its surrounding
towns are observed to be generally peaceful. In 2012, incidence of index as well as non-
index crime is very low with less than 1 case per 10,000 population. This is an outcome of
the different programs, projects and activities implemented by the police force. Among
these are:
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Policies and Strategies
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Inculcating patriotism while promoting development of Filipino Aarts and culture
Provision of special social services for the indigenous people
Encourage participation of the people in promoting peace and order situation
Half of the world’s population lives in urban areas and a significant portion of the human
activities that lead to global climate change are concentrated in the cities.
Likewise livestock production and waste management system like landfills, also cause
increases in the concentration of methane; the use of chemical fertilizers and pesticides are
examples of activities that cause increases in the concentration of nitrous oxides and the use of
CFCs and its substitutes (HFCs) in refrigeration / air-conditioning causes the increase of
halocarbon concentration in the atmosphere.
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San Jose started the Forest Land Use Project in mid-2013 with the coordination of the
Land Evaluation Party (LEP)- DENR Regional office. The Local Government Code of 1991
mandates LGU’s to participate in the management and protection of the environment within
their jurisdiction. The Sangguniang Bayan has the power to enact ordinances regarding:
a. Management and Disposal of any waste from hospitals, clinics, and other similar
establishments
b. Abatement of nuisance
c. Establishment, maintenance and conservation of communal forests and waters, parks
and forests, mangrove and other similar projects
d. Establishment of an orderly, and effective system for collection and disposal of garbage
e. Granting of fishery privileges, establishment of fish cages, fishing and collection of fish
fry in municipal waters
f. Granting of licenses to fishing vessels weighing not more than three tons and to enact
regulations in regard thereto.
g. Impose penalties on destructive fishers and prosecute those responsible for this
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The Municipal Government has already enacted its Environmental Code. However, its
implementation and future is still uncertain. The Municipal Environment and Natural
Resources Office is given the full responsibility to formulate a tree-planting project along its
riverbank and the development of forest areas.
Properly monitor sand and gravel extraction and other natural resources
extraction
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Acquisition of needed office equipment and procurement of vehicle for
monitoring
Livelihood projects for Bantay Gubat and Bantay Dagat
Full operationalization of the Municipal Environment and Natural Resources Office
Adoption of a Municipal Environment Code
The need to come up with a tangible and workable local environment audit will map
biodiversity hotspots and sensitive bioregions, track down land cover changes due to
deforestation and flooding and monitor actual status of fishing grounds and other
environmental resources present in the municipality. Actually, increasing population, over-
consumption and dubious technology, and greed for money are driving the human impact
on our environment.
The “Ecological Solid Waste Management Act of 2000” or RA 9003, declares a policy
that adopts a systematic, comprehensive and sustainable ecological solid waste
management program, which shall among others ensure the protection of the public health
and environment with emphasis on the promotion of volume resource reduction and waste
minimization resources. The Municipality issued executive order and enacted local laws in
consonance with the environmental law as basis for the implementation of the municipal’s
Ecological Solid Waste Management Program (EWSM). San Jose generates about more than
a ton per day waste collection and served thirty-eight (38) barangays, specifically 13 of the
urban barangays, to come up with an environmentally safe waste management and
disposal. The local government is now in study and preparation for the decentralized the
EWSM program to the barangays and puroks requiring all barangays to implement a
comprehensive barangay solid waste management program that will highlights waste
segregation, reduction and recovery schemes. These will enjoin barangay officials, all
sectors and households to cooperate and implement the program. To fully implement, the
LGU set a pick-up point and compost pit for households for biodegradable waste. Other
stakeholders such as schools, businesses, NGOs and local government were also mobilized
since they play an important role and to actively participate in the program. The
establishment of air quality monitoring station in the municipality through the logistical
support from Department of Environment and Natural Resources- Environmental
Management Bureau (DENR-EMB) must also be conducted. However, a massive
Information, Education Campaign (IEC) can fully support to the on-going Anti- Smoke
Belching Program and other related solid waste management programs.
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Increase consciousness of the local populace regarding ecological waste
management
Prevent settlement formation within the disposal site and avoid encroachment of
conflicting uses
Develop sanitary waste disposal facility and inculcating to everyone that the
success of waste management lies on them
Sustain cleanliness and orderliness within the municipality
Development of a comprehensive action plan for ecological solid waste
management
Projects and Programs
In mid-2013, the program for protection and preservation of water supply by the local
government of San Jose through the Municipal Environment and Natural Resources Office
has targeted the stretch of Pandurucan River for watershed development and that of the
Busuanga River to ensure that supply of water for household and industrial uses can be
sustained. The target is reflected in the FLUP and with the proposals made by the private
partner of the San Jose Water District.
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Identification of more watershed areas and reforestation/mangrove reforestation
along it
Adoption of policies such as Watershed Management and Preservation Ordinance
and ensuring the Presidential Proclamations reserving these areas
Delineation of river shores and prevention of built-up and other activities like
livestock along the rivers
Construction of slope protection
Establishment of linear parks along the river
Mangrove reforestation in some coastal areas
Construction of breakwater near Barangay Poblacion IV and V
Mobilization of Bantay Dagat Task Force and provision of livelihood for each
member
Enactment of Fisheries and Aquatic Resources Code, Comprehensive Land and
Water Use Plan
Establishment of marine boundaries
The Municipality of San Jose has been experiencing quite a significant number of
disastrous events of both natural and anthropogenic origin. Recent information on the
hazard profile of the Municipality and its vulnerability and capamunicipal assessment
shows that these disasters are related to drought, water and climate, locust invasion,
environmental degradation, floods and epidemics. Disasters have caused great losses to
lives in the past and property and have pushed several people into poverty. The
economic impact of disasters usually consists of direct damage e.g. infrastructure, crops,
housing, and indirect damage e.g. loss of revenues, unemployment and market
destabilization. It is therefore increasingly becoming a major developmental issue of
urgent concern for the government, development partners and local communities.
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poverty reduction and millennium development goals, disaster management is crucial and
forms an integral part of the process.
The main objective of the strategy is to provide a pathway for the implementation of
the PDRRM Act of 2010 and policy at the municipal level. It coherently provides the logical
steps and actions required to bring about efficient and effective disaster management in
the country. The strategy is in divided in five different areas/concerns: (1) provides the
global and national and the local situation on disasters, (2) highlights the national and
municipal policy to respond and militate against disasters, (3) outlines the building blocks
of the municipal disaster strategy (4) provides the activity matrix in a logical manner with
the required resources and measurable benchmarks, and lastly (5) presents the
implementation framework and structure for the delivery of the identified activities within
the timeframe. There is also a monitoring and evaluation framework.
Anent with this, the DRRM sector is one which the Municipality must also be taking
into consideration. Thus, the following:
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Information Campaign. Massive information campaign shall be undertaken to
disseminate ecological waste management system highlighting waste reduction
methods and techniques that will include segregation of household waste,
climate change adaptation and DRRM related concerns.
Incorporation of DRRM concerns on barangay for a and assemblies as well as
conduct of flood and earthquake simulation activities
Operationalization of MDRRM Office and 24/7 Emergency Operations Center
Institutionalization of Incident Command System
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Competitive and
Business-Friendly
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Environment-Protective,
Climate Change-Adaptive
and Disaster-Resilient
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Socially-Protective
and Safe
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Accountable, Participative,
Transparent and
Effective Local
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Chapter 4
PRIORITY HUMAN RESOURCE/CAPAMUNICIPAL
DEVELOPMENT NEEDS AND INTERVENTION
This has been further elaborated by the Wikipedia as a process of change, and hence is
about managing transformations. People's capacities and institutional capamunicipal and a
society’s capamunicipal change over time. A focus on what development policies and
investments work best to strengthen the abilities, networks, skills and knowledge base cannot
be a one-off intervention.
However, there can be short term results. And often in crises and post conflict situations,
there is a need for such. But even short term capamunicipal gains, such as increase in
monetary incentives or introducing a new information system, it must be supported by a
sustained resource and political commitment to yield longer term results that truly impact on
existing capacities.
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Capamunicipal development takes place at three different levels: the individual level, the
organizational level and the societal level. These three levels are interlinked and
interdependent. An investment in capamunicipal development must design and account for
impact at these multiple levels. It is about who and how and where the decisions are made,
management takes place, services are delivered and results are monitored and evaluated. It is
primarily an endogenous process, and whilst supported and facilitated by the international
development community, it cannot be owned or driven from the outside. At the end of the day,
it is about capable and transformational states, which enable capable and resilient societies to
achieve their own development objectives over time. In other words, it can be broadly
described as securing an organization’s ability to manage its own affairs. The Asian
Development Bank (ADB), as it revealed on its November 2004 leaflet A New Thematic Priority:
Capamunicipal Development, shares the growing consensus that nurturing and promoting
national capacities are needed for sustainable development and aid effectiveness.
In the local level, while taking into consideration the above discussions, capamunicipal
development needs and interventions is focused mainly on capability building and facilities. This
will mean extensive and comprehensive trainings and seminars for servicemen should be given
attention even at the administrative level in order to ameliorate the services rendered by the
local government.
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These provisions will be the springboard of every program to be initiated by the local
government.
However, an analysis of the overall organization should be given proper attention and an
assessment of the existing capacities of the LGU be inventoried in order to adhere on the least
possible cost of the implementation of the programs. Planning, implementing, and monitoring
operations should be results-based and considering the sustainable impacts in addressing all the
sectors of the society.
Human resource development needs should not only include capability building trainings
and seminars but also additional work force intended to answer the complexity of the local
government services. However, with the growing needs of the society and the expanding
services rendered by the municipal government, the demands for the restructuring of the
overall organization within the local government unit have now been seen to be a must. Thus,
in the light of this, it is deemed to have been included in the priority human resource needs, to
wit:
1. Restructure the present organizational structure of the local government. Analysis of the
present organizational structure of the LGU may reveal overcrowding to some offices
versus the degree of their functions and the processes they render. There are offices
that undermanned which in reality is requiring additional people for them. Taking a look
with the present processes, it is must that all departments should have a clear
delineation of their functions to avoid duplication and confusion in the processes. A
requisite of this is the drafting and enactment of the Human Resource Management
Code of the Local Government of San Jose, Occidental Mindoro which will include a new
organizational staffing, institutionalization of the PRAISE and Grievance Committee of
LGU, etc.;
2. Review and update the Citizens’ Charter and evaluate the extent of compliance of each
department on the Charter. The Charter must also be published and reproduced to a
reasonable number to ensure the awareness of the Municipality’s constituents;
3. Target higher revenues, work for it and attain. Three words that must be in the mindset
of the revenue generations sections of the LGU. Increasing the locally-generated income
accompanied by the increasing shares in the national income or IRA is an integral way
of providing the LGU more rooms for reorganizations, creation of positions and
allowance for personal services cap. With the issuance of the Local Budget Circular Nos.
2012-100 and 2012-100A of the Department of Budget and Management (DBM), which
provided for the guidelines on the treatment of economic enterprises and public utilities
such as public markets’ personal services shall not be included in the computation of the
PS;
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Of the more than 50 positions/regular plantilla items under the Public Market, about
25 of which are actually working for the public market and/or for the fishport and
the slaughterhouse. Others are actually functioning in the different offices of the
local government;
Given the above premise, the LGU may conduct the following courses of actions in
compliance with the Circular and other mandates:
4. The enactment of Municipal Ordinance Nos. 754 and 755 which were reiterated through
Municipal Ordinance No. 786 and approved by the Sangguniang Panlalawigan gives a
fresh overview to the LGU’s recognition to the diversifying needs of the society. There
are about 20 positions created in different offices of the LGU including three (3)
additional offices. However, majority of the positions are still yet to be filled up and be
operational;
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Municipal Planning and Development Office
Assistant Municipal Planning and Development Coordinator
Administrative Assistant II
Municipal Human Resource Management Office
**Supervising Administrative Officer
** These are positions which were appointed with LGU personnel in March 2013. However, after four months, the CSC Occidental
Mindoro disapproved the appointments. These are now under appeal to the Commission and are waiting for the latter’s reversal
or affirmation.
5. On June 2013, the Municipal Government through the Sangguniang Bayan has enacted
the Municipal Disaster Risk Reduction and Management Ordinance in compliance with
the enactment of the Republic Act No. 10121. The Municipal Disaster Risk Reduction and
Management Office have been created under this Ordinance. However, no position nor
organizational structure created to make the office fully operational;
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qualifications may be set by the local government. Attendance to several DRRM-
related trainings will be a plus factor.
Administrative Aide IV, SG 4/1 (Linkaging and Monitoring) – in charge on
linkaging, weather data monitoring, data encoding, must have met at least the
minimum requirements set by law and at least had undergone Basic and
Intermediate Courses on Incident Command System. Other qualifications may be
set by the local government. Attendance to several DRRM-related trainings and
IT-related trainings/knowledge will be plus factors.
Administrative Aide III, SG 3/1 (Encoder) – in charge of data encoding, weather
data and other monitoring and other support to the above functionaries/service
processing, must have met at least the minimum requirements set by law and at
least had undergone Basic and Intermediate Courses on Incident Command
System. Other qualifications may be set by the local government. Attendance to
several DRRM-related trainings and IT-related trainings/knowledge will be plus
factors.
Administrative Aide III, SG 3/1 – driving and service processing, must have met
at least the minimum requirements set by law. Other qualifications may be set by
the local government.
6. After having fulfilled the above priorities in the human resource development, consider
also a priority, in the next courses of actions, the creation of additional positions for
different offices to make the organizational structure a more ideal one, to wit:
Municipal Administrator under the Office of the Municipal Mayor. Despite being in a
first class municipality status, the Municipal Government still no has a co-terminus
position Municipal Administrator which is the right hand and person in authority for
the executive department in the absence of the local chief executive. It is
understandable that there is Executive Assistant IV cited in the preceding pages.
However, the latter may play the role of a ‘chief of staff’ and be constantly
coordinating with the Municipal Administrator. The administrator position is seen as
an essential part of the workforce. On the other hand, with the extent of services
rendered by the LGU, sectoral affairs should be properly put into place. Under the
Office of the Municipal Mayor, aside from the office sections put into place (Security,
Public Information and Assistance, Records Management, Office of the Municipal
Administrator, and others) which was also discussed in the preceding pages, there
shall have at least, permanent offices with permanent personnel, in compliance with
the respective laws governing them, operating for the following:
Office of the Senior Citizen Affairs (OSCA). It should have at least one permanent
personnel reflecting on the personnel schedule, of at least under salary grade
level 3 or higher as may be identified by the executive department. The aforesaid
position may be created, and/or transferred or reclassified position from the
excess backbone workforce of other departments that will be providing the
continuity of the overall operations of the office. The personnel should at least
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be trained and/or knowledgeable on basic IT-related/encoding services, office
management as well as records management. On the other hand, in compliance
with the laws, the office shall be headed by a senior citizen appointed by the
local chief executive who was selected from the nominees elected by the
municipal federation of senior citizens and conferred by the Sangguniang Bayan.
Term of office shall be governed by existing by-laws and rules manadated by the
law.
Persons with Disability Affairs Office (PDAO). It should have at least one
permanent personnel reflecting on the personnel schedule, of at least under
salary grade level 3 or higher as may be identified by the executive department.
The aforesaid position may be created, and/or transferred or a reclassified
position from the excess backbone workforce of other departments that will be
providing the continuity of the overall operations of the office. The personnel
should at least be trained and/or knowledgeable on basic IT-related/encoding
services, office management as well as records management. In compliance with
the laws, the office shall be headed by a member of this sector appointed by the
local chief executive who was selected from the nominees elected by the
municipal federation of PWDs and conferred by the Sangguniang Bayan. Term of
office shall be governed by existing by-laws and rules manadated by the law.
Office of the Youth and Barangay Affairs. There have been laws that government
the Sangguniang Kabataan Federation and the Liga ng mga Barangay. To
properly facilitate this office, it should have at least one permanent personnel
reflecting on the personnel schedule, of at least under salary grade level 3 or
higher as may be identified by the executive department. The aforesaid position
may be created, and/or transferred or reclassified position from the excess
backbone workforce of other departments that will be providing the continuity of
the overall operations of the office. The personnel should at least be trained
and/or knowledgeable on basic IT-related/encoding services, office management
as well as records management. These personnel shall be coordinating properly
with the ex-officio members of the Sangguniang Bayan as well as the Liga and
the SK barangays.
Administrative Officer III under the Center for Government Excellence of the
Office of the Mayor. With the number of local special bodies that needs to be
facilitated. Added to these local special bodies are special committees, task
forces and teams created and mandated by national government. By logical
reasons, there shall be an office that will facilitate these endeavors, acting as the
overall secretariat of all these special bodies. To properly and effectively
operationalize, it should have at least two (2) permanent personnel reflecting on
the personnel schedule, of at least under salary grade level 3 or higher as may
be identified by the executive department which may be created, and/or
transferred or reclassified position from the excess backbone workforce of other
departments that will be providing the continuity of the overall operations of the
office. The personnel should at least be trained and/or knowledgeable on basic
IT-related/encoding services, office management as well as records
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management. While the other one, the AO III, is a salary grade level 14 which
will work as head of the secretariat whose members to each special body will be
representatives from key offices of each respective special body. Meeting the
minimum qualification standards, the employee should be a well-versed
individual being able to communicate very well as well as knowledgeable on local
governance and other mandates of the law. This office will also be the LGU’s
focal office, together with the Municipal Planning and Development Office, in
several full disclosure policies and LGU’s compliance on Seals that may be
conferred by the national line agencies.
For the Municipal Planning and Development Office, at least five (5) positions are
seen to be needed in order to function very well. The office is indeed in need of
permanent technical persons in order to comply with the growing bulk of functions
delegated to the MPDO. These positions are:
Engineer I
Draftsman II
Administrative Aide VI (Website Maintenance and IT Technician)
Administrative Aide V (CBMS Encoder and Clerk)
Administrative Aide IV (Zoning and LGPMS Encoder)
With the expansion of the services rendered by the Municipal Health Office and the
establishment of its diagnostic facility as one of the LGU’s economic enterprises, and
considering the growing population of the Municipality, the MHO is indeed in need of
additional permanent workforce to ensure the sustainability of its laboratory and
diagnostic services as well as its round-the-clock maternity clinic. Thus, the following
positions are needed to be created:
Assistant Municipal Health Officer
Microscopist II
Radiologic Technologist III
Nurse III
Three (3) Nurse II positions
Two (2) Midwife II positions
The Municipal Social Welfare and Development Office, on the other hand, has been
established with the first LGU-operated Child Protection Unit in the country and is
now in target for the establishment of a reformation center, Bahay Pag-asa, that will
cater children in conflict with the law (CICL) as well as abused women giving them
counseling, alternative learning systems and livelihood. With this, it will be requiring
at least:
Psychologist II – shall be responsible in the operations of Child Protection Unit,
counseling on this office and for the Bahay Pag-asa
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Two (2) Social Welfare Assistant positions – shall be responsible assisting all
other functions of the MSWDO together with linkaging and coordination to the
PDAO and the OSCA.
On the other hand, the Municipal Agriculture Office, an office which is also bearing
diversified services ranging from the agricultural sector to fisheries and livestock.
However, none of the present positions do not actually function for the latter sectors
reflecting an urgency of its need to have at least:
Veterinarian IV
Fishery Officer II
Chemist II (Fish Examiner)
With the demands of human resource management excellence as set by the Civil
Service Commission and the focus on the Human Resource Development, additional
plantilla positions under the MHRMO may be created as hereunder indicated. Those
positions may also function for the Gender and Development, counseling, etc.:
Psychometrician II
Administrative Officer II
The onset of the Bottom-Up Planning and Budgeting System as well as the mandates
of the Public Financial Management System, cloud databasing has now been a trend
as well as automated databases in the budgeting system. An IT-knowledgeable yet
with keen capabilities on budget and financial analyses is deemed need in the
Municipal Budget Office considering that the next in rank in the department’s
organization is only a clerical position. Thus, it needs:
Administrative Officer V (Budget Officer III)
The Municipal Civil Registrar, one of the primaries in the population data and other
registration services, perhaps has one of the biggest paperloads. However, only a
backbone workforce of its permanent personnel is indeed working for the office’s
continuity since, aside from the job order employees who are actually unsustainable
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in nature, only five (5) plantilla items are under this office. Thus, creation of at least
the following positions will do:
Population Officer I
Administrative Assistant II
Administrative Aide IV
Administrative Aide III
PFM and public accountability policies demands for a more aggressive work towards
a better audit system. As public offices and as a corporate institution, the LGU is
expected to have established a good internal audit system in the local government.
The positions below, aside providing support to the overall management of the
Municipal Accounting Office, will be very essential in the provision of a periodic
report and analyses of all the LGU’s transactions. They will act as catalysts of good
governance as they will be evaluating and validating transactions and projects of the
LGU:
Assistant Municipal Accountant
Administrative Officer IV (Audit and Financial Analyst)
Despite the degree of the functions being performed by the Municipal Engineering
Office such as inspection and certification to building and electrical
wirings/installation, public infrastructures, etc, there are lacking positions that are
essential in the performance of these functions such as:
Electrical Engineer III
Mechanical Engineer I
Administrative Aide III (Utility II)
Administrative Aide III (Mechanic/Laborer)
Administrative Aide III (Carpenter/Laborer)
The Municipal Assessor’s Office is also facing a challenge in the encoding and
computerization of the more than 40,000 real property units. Without these RPUs
encoded, assessed and appraised, the LGU may not be able to update the existing
land use of each RPUs, their market values and the receivables:
Supervising Administrative Officer (Land Assessments and Admin Division)
Engineer II
Draftsman III
Administrative Aide III (Encoder)
The Office of the Sangguniang Bayan, on the other hand, is indeed, accompanied by
its revenue-generating franchise section, lacking of permanent personnel in the
office. Ten (10) of which are elective while the other three are regular personnel
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including the Secretary to the Sangguniang Bayan. With the creations specified in
the preceding pages, technical personnel’s ratio to the overall permanent workforce
decline to 30% and it needs, at least:
Two (2) Positions for Administrative Officer II (Legislative Staff)
Two (2) Positions for Administrative Aide III (Encoder)
Two (2) Positions for Researcher II
Two (2) Positions for Stenographer II
Two (2) Positions for Administrative Aide III (Utility/Driver)
Information Officer II
7. In addition to the above positions, the local government should also put into
consideration the creation of additional departments/offices to institutionalize the
operations on the mandates devolved by the Department of Trade and Industry,
Department of Interior and Local Government, Department of Budget and Management
as well by the Department of Labor and Employment. At least three additional offices
have been identified to augment the needs, maximize the workforce available and
minimize the backlogs and non-compliance of the local government.
Municipal Public Employment Services and Affairs Office. Indeed, one of the needs of
the local government is to fully comply with the institutionalization of the public
employment services, on which the Department of Labor and Employment (DOLE) is
the partner-agency in the development. Once established, the LGU will have an
easier access to DOLE’s programs and grants and may also implement by
administration some programs that may be downloaded by the DOLE. It needs at
least the following personnel:
Labor and Employment Officer V, SG 22/1
Labor and Employment Officer II, SG 11/1
It will also be absorbing two positions from the Office of the Mayor in order to
suffice the workforce and the functions that may be entailed to the office.
Plantilla Items Nos. 07 and 08 may be transferred to this office through
incorporating a stipulation in the ordinance for the creation of the above office
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and positions. These positions are Community Affairs Officer II, SG 15 and
Community Affairs Officer I, SG 11.
To properly facilitate better, it should have also at least one permanent
personnel under salary grade level 3 or higher as may be identified by the
executive department. The aforesaid position may be created, and/or transferred
or reclassified position from the excess backbone workforce of other
departments that will be providing the continuity of the overall operations of the
office. The personnel should at least be trained and/or knowledgeable on basic
IT-related/encoding services, office management as well as records management
and labor laws and services.
To properly facilitate better, it should have also at least two (1) permanent
personnel under salary grade level 3 or higher as may be identified by the
executive department. The position may be created, and/or transferred or
reclassified position from the excess backbone workforce of other departments
that will be providing the continuity of the overall operations of the office. The
personnel should at least be trained and/or knowledgeable on basic IT-
related/encoding services, office management as well as records management
and economy, economic enterprise management and commerce. The other
position may function as encoder and service processor.
Bids and Awards Committee (BAC) Secretariat. With the enactment of the Republic
Act No. 9184 otherwise known as the Government Procurement Act and its
Implementing Rules and Regulations (IRR) for its proper implementation, it
Administrative Officer IV, SG 15/1 (Secretary to the BAC) may act as the
permanent secretary to the BAC. This position will be primarily monitoring the
courses of actions of the BAC as well as remind and/or orient the BAC of the
procurement policies, providing other modes and alternatives etc. One must forts
meet the minimum qualification standards for this position or as may be
identified by the local government. Ideally, one must have undergone
procurement/GPPB courses, etc. Administration of the office will also be the
responsibility of the above.
To properly facilitate better, it should have also at least two (1) permanent
personnel under salary grade level 3 or higher as may be identified by the
executive department. The position may be created, and/or transferred or
reclassified position from the excess backbone workforce of other departments
that will be providing the continuity of the overall operations of the office. The
personnel should at least be trained and/or knowledgeable on basic IT-
related/encoding services, office management as well as records management
and government procurement, GPPB policies and resolutions, GPPB procurement
web posting, etc. The other position may function as encoder and service
processor.
While, on the other hand, facilities and equipment should be accompanied by proper
training on its handling and operations.
Implementing the different programs, projects and activities contained in the agenda
require legislative support, and mere adoption of the document by the municipal council or
Sangguniang Bayan (SB) is not enough to guarantee the needed legislative requirement. There
are interventions (programs, projects and activities or PPAs) that may go beyond the “omnibus”
adoption of the Capamunicipal Development and Executive Agenda, and such adoption shall not
be construed as the legislative support of all PPAs found in this document, instead, this
“omnibus” adoption will serve as a favorable act of the SB for further steps as the need arise.
This section presents the approach of getting hold of the municipal council’s support
through local legislation, and through the SB adoption and approval of the agenda; the entire
document becomes the Capamunicipal Development and Executive-Legislative Agenda or
CapDev-ELA of San Jose, Occidental Mindoro.
The Legislative Agenda is the guiding tool for locality's policy work and has never been more
important than in this pivotal year with the looming development of a new executive-legislative
agenda aiming a greater height for San Jose. Our agenda will be the starting point to inform
and respond to CapDev-Executive Agenda’s policy proposals and any other legislative initiatives
impacting the development and orderliness of the municipality. The legislative agenda, through
its presiding officer, shall outline its priority measures in consolidation with the local government
priorities in the medium-term.
Thus, in coordination with the executive agenda formulated by the local chief executive and
its department heads, the Local Government Unit of San Jose has deemed the necessity of the
following legislative measures and enactments for the benefit of the municipality and its people
at the most possible time:
1. Appropriation ordinances for the projects and programs of the local government
2. Review of the municipality’s Citizen’s Charter and aligning it with the different programs,
projects, and other pertinent actions for the welfare of all sectors of the society
10. Resolutions authorizing the LGU represented by the local chief executive into entering
memorandum of agreements with national agencies and other stakeholders for the
mobilization, regulation, and implementation of some programs like the localization of
the ASIN Regulatory Task Force with the Food and Drug Administration, the
computerization of all local government systems and process with the Department of
Trade and Industry and its service providers, the implementation of BReqS with the
National Statistics Office, and among others.
Likewise, with his legislative powers bestowed by the Constitution, the local chief executive
is deemed for a necessity for executive orders for the creation, reorganization, and mobilization
of ASIN Regulatory Task Force, Municipal Council for Tourism, Arts, and Culture, Bantay Dagat
Task Force, Forest and Environment Protection Council, among others.
During the planning exercise, matching these PPAs with the vision, mission, goals and key
result areas developed in the CapDev-Executive Agenda which serve as the major criteria in
including such PPAs in the agenda, was observed at all times.
1.1 Programs, projects and activities that are funded out of the local revenue. PPAs which
are inherent to the mandates of an office or offices are considered approved or gained
the legislative requirements if their respective budgets are included in the annual budget
of the municipal for the succeeding year (this is the reason why the planning exercise
must be finalized prior to the budgeting period so that “proposals” can be
accommodated through the office budget with the mandates that relate to or address
such proposals).
However, such PPAs may require the issuance of an Executive Order deemed
necessary in its operationalization or implementation.
1.2 Programs, projects and activities whose total financial requirements are partially funded
out of the local revenue with the balance being shared with other willing institutions,
may it be a non-government organization (NGO), private sector organization (PSO),
national line agency (NLA) or other external financing facility.
PPAs with these kind of funding arrangements shall seek first the authorization of
the SP otherwise the legislative requirements is present and only an EO is required. The
usual instrument used in materializing this arrangement is the Memorandum of
Agreement or MOA, and as such, the MOA shall be reviewed and approved first by the
SB prior to its act of authorizing the Municipal Mayor to enter into the agreement.
2.1 Programs, projects and activities that may require Executive Orders (EO). There are
PPAs whose nature of implementation only requires EOs in as much as the legal basis is
already present such as Department Memorandum Circulars, Presidential Executive
Orders, existing local ordinances and resolutions, and Republic Acts (RA). However,
there are Republic Acts that may require the action of the Sangguniang Bayan or
Municipal Council prior to its application at the local level or the issuance of EOs.
2.2 Programs, projects and activities whose total financial requirements are partially funded
out of the local revenue with the balance being shared with other willing institutions,
may it be a non-government organization (NGO), private sector organization (PSO),
2.3 Programs, projects and activities whose total financial requirements are funded out of
the local revenue but with “deferred or late payment” terms. There are PPAs that are
considered priority yet the financial capability of the municipal coffer cannot guarantee
on time payment (after matching the projects with the projected income by the
Municipal Finance Committee). Financing these kinds of PPAs shall be referred to as the
“modified-build-and-transfer” scheme, and as such, requires the approval of the SP.
In as much as the MOA is the sole reference in funding these PPAs the
procurement requirements guided by RA 9184 shall bear or reflect the major conditions
stipulated in this agreement during the advertisement or invitation to bid, i.e., approved
budget for contract (ABC) on a “modified-build-and-transfer” financing scheme per SB
Resolution No., Series No. XXX…
2.4 Programs, projects and activities whose total financial requirements are funded out of
the local revenue but with a negotiated procurement. These projects prove dependent
on a suppliers’ classification such as “sole distributor”, “sole fabricator”, and “sole
manufacturer”. The products offered by these establishments or companies have the
specifications that fit or matched with the requirements of the PPAs and practically
escapes or defeats the spirit of competitive bidding as provided in RA 9184. (However,
prior to the negotiations, an announcement in the form of an advertisement [call for
offers] from the municipal government must be observed to determine whether there
are no other competitors with the offers that may match the required specifications of
the PPAs).
2.6 Programs, projects and activities whose total financial requirements are funded out by
external financing facility i.e., PSO, NGO or foreign group of companies. Invitation for
competitive public bidding shall be initiated by the municipal government under the
variances of the “Build-and-Transfer” Law. Bid proposal shall serve as the basis for
negotiations that may lead in the crafting of the “Agreement”, which shall be reviewed
and approved by the SB for its action in authorizing the Municipal Mayor to enter into
such agreement.
2.7 Programs, projects and activities whose total financial requirements are funded out by
external financing facility i.e., PSO, NGO or foreign group of companies. Proponents
interested to finance the PPAs listed in this document shall show their intent by way of
submitting their “unsolicited proposals” to the Municipal Mayor and to the local Bids and
Awards Committee (BAC). Such “proposal” shall serve as the basis for negotiations that
may lead in the crafting of the “Agreement”, which shall be reviewed and approved by
the SB for its action in authorizing the Municipal Mayor to enter into such agreement.
With the legal basis prepared, the BAC shall advertise for a competitor to “challenge” the
unsolicited proposal for a given period of time, and with no challenger to match the
proposal, the proponent (the author or owner of the unsolicited proposal) shall be
declared the winner. (Other requirements as provided for in the RA 9184 shall be
observed at all times).
Developing a plan or strategy for resource mobilization can lead to creative efforts in using
your own local assets to gain support for the local government. Multiple sources of funding can
increase the LGU’s independence and flexibility to implement programs and reduce reliance on
external funding and the internal revenue allotment. With increased competition for scarce
grant resources, thinking of, and creating options for new, diverse, and multiple funding
streams will help the LGU manage its programs.
The strategy depends integrally on the manner in which the LGU develops and takes form.
The structure and governance of the LGU will largely determine the nature and magnitude of
resources to be mobilized and what those contributing resources may expect from other
government agencies. The municipal government’s priorities will determine who should be
approached and on what issue(s). The CapDev-ELA’s advocacy and communication strategy will
play an important role in determining the messages to be used when appealing to various
constituencies for resource mobilization. This overall work plan, and implementation strategies
will form the basis, and largely determine the success, of funding proposals. The following are
some factors involved in mobilizing funds to ensure adequate, stable funding for the local
government:
Build investor and private partnership confidence through the efficient delivery of the LGU
commitments
Make the case for the scaling-up of resources devoted to community development and all
sectors of the society
Move beyond the “generating interest” stage to offer concrete new, attractive, results-
oriented investment opportunities
Undertake strategic, regular dialogue with investors and potential partners in some local
projects and programs
Recognize the importance of, and develop strategies for, acquiring non-financial
resources, such as contributions of human resources
Provide satisfactory reporting and information on the use of public funds
Develop mechanisms to rapidly correct problems identified in consultation with the
stakeholders and use creative approaches and innovative resource mobilization techniques
with nontraditional partners and other government agencies
Looking into possible resources and partnering with government and private agencies
Setting financial targets through bold initiatives while reducing over-conservatism on
financial projections to achieve independence of IRA and reach its financial goal in the
near term
In this manner the classification of the PPAs can be easily evaluated whether the investment
requirements are sourced-out from the local revenue of the Municipality, a shared funding or
purely external.
Since the CapDev-ELA is term-based with time frame of three years, the total investment
requirements is programmed for three years with each year investment considered as the
annual investment amount.
The projected annual revenue of the Municipality (assumed at constant prices) will be
ranging from PHP 250,000,000.00 to PHP 350,000,000.00 including the shares from the
national coffers and the same, is not enough to defray the investment requirements.
Comparisons within the 2014-2016 CDIP, year-on-year, and the projected annual revenue of
the Municipality for three years results in an imbalance between fund availability and
investment requirement. Personal services, maintenance and other operating expenses (PS and
MOOE) along with debt servicing ate up large amount of the total income of the municipal.
With this condition, the municipal shall seek out ways on how to complement these
investments in need of financing. The following outlines the different strategies in resource
mobilization and resource generation to cope up this enormous investment requirement.
1. Resource Mobilization
1.1 Strict implementation of the Project Procurement Management Plan (PPMP) and the
Annual Procurement Plan (APP) will result in appropriate resource mobilization. It seems
to have an indirect influence in resource mobilization but neglect or non-adherence to
the procurement schedules jeopardizes the fiscal administration of the municipal coffer.
The cash flow operation is affected that may lead to delayed payments which may
equate to penalties.
1.2 The application of Build-Operate-and-Transfer Scheme (BOT) law (or a modified BOT
along with the Joint Venture Arrangement (JVA) crafted at the local level and ratified
1.3 Application for fund assistance program from donors with themes that are aligned with
the PPAs listed in the CapDev-ELA. Donors with global themes like 1) resourced-based
management and sustainable livelihoods, 2) climate change adaptation and disaster risk
reduction, 3) food security, 4) renewable energy and 5) eco-tourism are appropriate for
the realization of the PPAs in the CapDev-ELA. Likewise, fund assistance (in terms of
soft loans and grants) can be availed of from Office of the Development Assistance
(ODA).
1.4 The use of 20% Development Fund is another source of resource for mobilization.
However, it should be properly used in accordance with the utilizations set by the
Municipal Development Council and CONSTANTLY monitored by the proper office which
is the Municipal Planning and Development Office, the secretarial office of the MDC.
2. Revenue Generation
2.1 Increase efficiency of collection of local tax, fees and charges, and other revenue-related
resources. The need to attain a 100% collection efficiency of these local revenue-related
resources is a must since line items in the budget depends in the projection of revenue-
related resources due for collection. If the collection efficiency for this needed resource
fails by even a single digit, implementation of the PPAs is affected. There are cases
where some offices forces out the implementation of their PPAs thus depriving other
offices of their operation since realignments of budgetary allocations are resorted to.
Extreme cases that may prove counterproductive to the local government’s operation if
the requisitioning office pushed for the implementation of their PPAs to the extent of
making advances without proper or appropriate fiscal management or control at the
pretext of “emergency” situation. These conditions can be attributed to the failure of a-
100% collection efficiency for local revenue-related resources thereby making the
budget overstated.
2.2 Another revenue generation measure is through the updating of local investment code,
the market code and other “codes” related to revenue-resource generation including the
real property tax assessment. Punctual updating of these tax, fees and charges
collection measures will increase the expected income of the local government unit.
2.3 Conversion of cadastral land presently occupied by farmer-settlers into alienable and
disposable, and titling. Land Administration Program or LMP 2ND Generation was jointly
prepared by the Bureau of Lands-Department of Environment and Natural Resources
(BL-DENR), the Department of Justice (DOJ), the Department of Finance-Bureau of
Local Government Finance (DOF-BLGF) and the Australian Government through the
2.5 Prompt updating of plan documents like the comprehensive land and water use plan
(CLWUP) that can serve as promotion material for investments. Investments on housing,
commercial, industrial and institutional undertakings, and even large scale agricultural
endeavors are dependent on land use regulations of the municipal or any government
unit. External investments infuse fresh funds, thereby, generate employment and
increase revenue.
2.6 Opening of independent accounts and management of separate book of accounts and/or
bank books for trust fund accounts may also minimize joggling of funds as well as
deficiencies in the trust funds. This will also minimize borrowings from the trust funds by
the general funds which results to inefficiency in implementation of specifically-funded
projects by the trust.
Resource targets will be dependent on the overall work plan, and specific implementation
strategies developed by CapDev-ELA. For example the CapDev-ELA team would need to
mobilize the resources necessary to perform the following expected tasks: keeping track of
local-level activities and establishing databases on the municipal government activities;
developing advocacy and communications strategies; developing fund-raising strategies;
producing agreed CapDev-ELA ELA technical and advocacy/promotional materials as needed;
information sharing, communication with the members of the CapDev-ELA and the local
development council, interested parties/potential partners, media etc; identifying and promoting
setting-specific approaches; developing menus for action that can be tailored to the interests
and strengths of LGU; documenting promising approaches and results (case studies of good
practice); supporting and facilitating the development of LGU human resources (including
capamunicipal-building efforts); planning and management of special events, consultative
meetings and activities of the LGU as appropriate; and human resource, financial planning and
budgeting.
Monitoring and evaluation are intimately related. Both are necessary management tools
to inform decision-making and demonstrate accountability. Evaluation is not a substitute for
monitoring nor is monitoring a substitute for evaluation. Both use the same steps; however,
they produce different kinds of information. Systematically generated monitoring data is
essential for successful evaluations.
Monitoring continuously tracks performance against what was planned by collecting and
analyzing data on the indicators established for monitoring and evaluation purposes. It provides
continuous information on whether progress is being made toward achieving results (outputs,
outcomes, and goals) through record keeping and regular reporting systems. Monitoring looks
at both program processes and changes in conditions of target groups and institutions brought
about by program activities. It also identifies strengths and weaknesses in a program. The
In addition, relevant risks and assumptions in carrying out planned monitoring and
evaluation activities should be seriously considered, anticipated and included in the M&E
framework. In general, the M&E framework has three main components:
1. Narrative component — this describes how the partners will undertake monitoring and
evaluation and the accountabilities assigned to different individuals and agencies. For
example, at the UNDAF or national result level, it is necessary to engage with national
monitoring committees or outcome level groups (e.g. sector arrangements) as well as
with UN inter-agency monitoring working groups. If these do not exist, there might be a
need to establish such structures for effective monitoring and evaluation. In addition the
narrative should also reflect:
3. Planning matrices for monitoring and evaluation — these are strategic and consolidate
the information required for monitoring and evaluation for easy reference.
The planning matrix for monitoring given in illustration by the UNDP and could be used
at the country, regional and global program level to determine what needs to be monitored.
This matrix, as will be presented in the following pages, may be adapted as determined by local
The need for an M&E framework applies for both programs and projects within a
program. Therefore both programs and projects should develop M&E frameworks in their
planning stages. The project-level M&E framework should cascade from the program level M&E
framework and could contain more detailed information on monitoring and evaluation tasks that
apply specifically to respective projects. Conversely, the program-level framework builds upon
the project-level frameworks. Monitoring and evaluation activities should be seen as an integral
component of program and project management. They take place throughout the program and
project cycles and should be reviewed and updated regularly (at least annually, for example at
the time of annual reviews).
It is mandatory for the CapDev-ELA Team to present an evaluation plan to every PPA
that is presented on the CapDev-ELA Team. The evaluation plan is a component of the M&E
framework and should include those evaluations that can be foreseen at the end of the program
planning stage. The plan should be strategic, including a selection of evaluations that will
generate the most critical and useful information for the CapDev-ELA Team and its partners in
decision-making.
The initial evaluation plan should, at a minimum, include all mandatory evaluations. For
program units in this Agenda, outcome evaluations and project evaluations required by
partnership protocols should be in place. The evaluation plan is not a static document. It should
be reviewed as part of the M&E framework and refined as needed during program
implementation. For example, as new projects are designed and the needs for evaluations are
identified, these new evaluations should be added to the evaluation plan.
It is advisable to assign responsibility for the data collection so that everyone is clear of
their roles and responsibilities. This also allows new staff to come onto the project and get a
sense of who is responsible for what, and what they may have to take on and when. Collection
of monitoring data may occur regularly over short intervals, or less regularly, such as half-yearly
or annually. Again, assigning timelines limits the excuse of ‘not knowing’.
The Team may also want to note any requirements that are needed to collect the data
(staff, budget etc). It is advisable to have some idea of the cost associated with monitoring, as
you may have great ideas to collect a lot of information, only to find out that you cannot afford
it all. In such a case, you will have to either prioritize or find some money elsewhere. The
following page will be presenting a simplified matrix for planning the evaluation to be conducted
by the monitoring team through a performance scoreboard that may be formulated by the
Municipal Planning and Development Office together with partner departments/offices.
Obtained From results How is Level of detail Who is responsible Systematic Estimate of What are
from framework. data to be that can be for organizing the source and resources the risks
developmen Indicators obtained? included data collection and location where required and and
t plan and should also Example: would depend verifying data quality you would find committed for assumption
results capture key through a on the and source? the identified carrying out s for
framework. priorities such survey, a practical and necessary planned carrying out
as review or needs. data such as a monitoring the planned
capamunicipal stakeholde This national activities. monitoring
development r meeting, information institute, or activities?
and gender. etc. can also be DevInfo. How may
In addition, captured in these affect
other key the Project the planned
areas needs Monitoring monitoring
to be Schedule Plan events and
monitored from Atlas. quality of
such as the data?
risks
identified in
the planning
stage as well
as other key
management
needs.
Once completed the M&E plan, it is a must that the CapDev-ELA Monitoring Team be
able to highlight data sources that appear frequently. For example, the Team may be able to
develop surveys that fulfill the data collection requirements for many questions. Also consider
re-ordering the M&E plan in several ways, for example, by data source, or by data collection
timeframe. Finally, go through this checklist whether the M&E plan:
It is important that an annual M&E output is available to ensure the status of this CDIP.
Matrixes and standards for M&E may be different since each project has a different nature in
reality.
ROMULO M. FESTIN
ATTY. REY C. LADAGA
Chairmen
• The DILG Regional Office IV-B headed by Dir. James Fadrilan, Dir. Ulyses Ferraren, Mr. Jun Olave, et. al. •
• Municipal Local Government Operations Officer MS. MEMVILUZ L. BAURILE •
Facilitators
Through the members of the CapDev-ELA Team who provided for the data and the tables that may be incorporated in this output, this development plan has been provided with narratives, analyses and other
consolidation and reports by Don Vincent B. Busto, a member of the CapDev-ELA Team Secretariat. The latter also prepared for the output’s packaging.