cy 2013 2016 cap dev-ela of sanjoseoccmdo

of 123

Capamunicipal Development and Executive Legislative Agenda

Municipality of San Jose, Occidental Mindoro 5100

CapDev-ELA For the Calendar Years 2013-2016

MUNICIPAL GOVERNMENT OF SAN JOSE Rizal Street, Barangay Poblacion VII San Jose, Occidental Mindoro 5100

(043) 491-2087 [email protected]

of 125



OFFICE OF THE MUNICIPAL MAYOR November 8, 2013

THE HONORABLE MEMBERS Office of the Sangguniang Bayan San Jose, Occidental Mindoro

Thru: ATTY. REY C. LADAGA Vice-Mayor and Presiding Officer 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. Very truly yours, ROMULO M. FESTIN Municipal Mayor C.c.: Office of the Sangguniang Bayan (four sets) MBO, MHRMO, Admin Office (one set each) MPDO – File Copy (two sets)

-dvbb-

of 125



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.

But of course, I am certain that everything is possible with everyone’s support. During my term as your local chief executive from 2004 until 2010, Executive-Legislative Agenda (ELA) was popularized and I find it a good development tool in local governance since it leads the executive and legislative branches towards a unified direction through programs, projects and activities anchored on prioritized needs and issues. With the recent changes and developments after arduous studies made by the Local Government Academy and the Department of Interior and Local Government, ELA has evolved into a more comprehensive one – the Capamunicipal Development and Executive Legislative Agenda (CapDev-ELA) which now takes into consideration a better picture of urgency, prioritization and interventions needed for each programs and activities to be undertaken.

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

of 125



My warmest felicitations to our beloved people of San Jose, Occidental Mindoro!

I wish to commend the Department of Interior and Local Government (DILG) for its efforts to push for the realization of a renewed Executive Legislative Agenda (ELA) of our municipality – the CapDev-ELA , the now combined Capamunicipal Development Agenda (CapDev) and ELA which brings us hope of reforms and innovative yet socially accountable governance.

The CapDev-ELA is the meeting of minds of all people behind the success of the century-old journey of our place as a municipality. Clearly, it is a manifestation of the convergence of will, a testimony to unity in service, and collaboration between the executive and legislative chambers of our municipal government – all for the good of the people.

My fellowmen, this output is not just an output of every heads of offices but a product of people who have a firsthand experience and knowledge past and current successes and failures of our municipality as well as the life situations of every San Joseño. The Sangguniang Bayan, aside from acting as a check and balance has always the best interests of the people in the performance of its legislative functions. Rest assured, the Sangguniang Bayan shall always be supportive of the executive branch in its noble pursuit of the vision of the municipality.

With this CapDev-ELA, which is set to be implemented for the next three years, we have put in place all our programs and projects in the right perspective, not as divided and separate chambers but as one body, all for a better San Jose.

More power San Jose and I look forward for a transparent, accountable yet innovative local government!

GOD BLESS US ALL!

ATTY. REY C. LADAGA Municipal Vice-Mayor

of 125



Page Content

i Sangguniang Bayan Approval of the CapDev-ELA CY 2013-2016

ii Endorsement of the CapDev-ELA to the Sangguniang

iii Message from the Mayor

iv Message from the Vice-Mayor

vi Social Contract with the People

viii Pledge of Commitment

ix Heads of Offices

1 Introduction

2 Chapter 1: The Vision-Mission Statement

4 Chapter 2: Brief Profile of the LGU

8 Chapter 3: Development Goals and Strategies

55 Tabular Presentations of the Concluded CapDev-ELA Workshops

89 Chapter 4: Priority Human Resource

102 Chapter 5: Priority Legislative Requirements

107 Chapter 6: Resource Mobilization and Strategies

111 Chapter 7: Plan Monitoring and Evaluation

Acknowledgement

of 125



“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.

A PEOPLE’S CAMPAIGN OF RENEWED HOPE

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.

THE VISSION-MISSION OF THE LGU

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:

of 125



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.

4. PEACE AND ORDER

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

of 125



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:

Promote and uphold unity among key local stakeholders to channel convergence of efforts, resources and strategies for sustained local development;

Work more collaboratively, setting aside personal and political preference, for the common good of our locality;

Speed up the implementation of quality priority projects crucial to an improved state of life of our marginalized sector of society;

Extend, without hesitation, vital assistance whenever possible and necessary to guarantee valuable discharge of initiatives and interventions incorporated in the ELA Plan; and,

Be equally responsible in monitoring the progress of ELA Plan execution and guaranteeing the preservation and promotion of public interest in all phases of its implementation;

IN WITNESS WHEREOF, we have affixed our signatures to manifest our commitment this 23rd day of August 2013 in La Virginia Resort, Municipality of Mataas na Kahoy, Province of Batangas.

Signed by Heads of Offices and Members of the Sangguniang Bayan

of 125



of 125



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.

As part of the local government’s medium-term development plan which is expected to

be established and implemented in the next three years, this CapDev-ELA for the calendar years 2013 to 2016 will be a direct reflection of the current administration’s vision for the town. It encompasses all sectors to be answered while outlining all the programs aimed at serving the community people. ELA, in this sense, reminds the government officials and officers of their responsibilities and goals to be attained in the future. This will be the basis of all their implementations apart from their routine functions – a future to target. Apart from the outlined sectoral programs and projects through the analytical study of the present situation of each offices and sectors, it will not be able to execute all of them unless proper legislative and budgetary measures have been fixed by the local government intended for its realization. This is indeed the formal definition of the LGU’s direction on the aspect of planning, implementation and monitoring. However, local resources alone cannot augment the identified programs of the LGU; thus, it will be a great challenge for the local government to utilize its funds in collaboration with partner agencies in the fulfillment of these.

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.

of 125



Chapter 1 THE VISION-MISSION STATEMENT

Through this year’s 2013-2016 Capamunicipal Development and Executive-Legislative Agenda (CapDev-ELA) formulated to harmonize further the complementary roles of both the Sangguniang Bayan and that of the Local Chief Executive, this municipality aims to move forward by identifying collectively priority developmental issues in simple terms as the LGU’s take off and defining what appropriate actions should be taken by different departments, as far as their respective mandates are concerned, as they move along for the attainment of the Municipality’s…

VISION (Bisyon)

“San Jose, may maunlad na agrikultura, sentro ng kalakal at industriya

sa Occidental Mindoro – tahanan ng mga mamamayang sapat sa pangangailangang panlipunan, nagmamahal sa kalikasan at masayang namumuhay sa isang payapa, maka-Diyos at makataong pamayanan”

San Jose, center of agricultural productivity, commerce and industries in Occidental Mindoro – home of environment-loving citizens adequately provided with the basic social services, and peacefully living in a God-fearing and just community

…for which we commit ourselves to the following:

MISSION (Misyon)

Isang pamahalaang maglilingkod alinsunod sa tuwid na daan, na

magpapatuloy ng kaunlaran sa agrikultura, magpapalago ng ekonomiya at magpapanatili ng kaayusang panlipunan sa

tulong ng nagkakaisang mamamayan

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

to attain the following goals and objectives:

GOAL AND OBJECTIVES

Overall Development Goal

To elevate the general welfare of the people through providing the effective delivery of social services and continuously improving the

economy and responsibly utilizing its natural resources Development Objectives

of 125



In pursuit of the overall development goal of San Jose, major programs and projects will be specifically directed in attaining the following objectives:

1. Increase productivity and promote efficient land utilization;

2. Encourage economic diversity to increase employment opportunities and bring in investments in the locality;

3. Improve the systems and environment among LGU offices to provide convenience and efficiency to the people and all its stakeholders;

4. Facilitate development through improved provision of modern and landmark infrastructure and support facilities;

5. Increase public awareness in the development and management;

6. Preserve critical areas through efficient solid waste and environmental management;

7. Strengthen capability of the local government to undertake development projects through efficient tax collection;

8. Provide livelihood programs to support small and medium enterprises and encourage better economic activities;

9. Strengthen and increase social and economic services as well as investments on infrastructures; and,

10. Improve local income generation and secure better economic stability.

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”.

Considering the premises presented by the vision-mission statement of the local

government, it must be understood that it envisions to become a wealthy and healthy municipality with people working and sharing in progress under a God-centered, transformative nationalistic governance. Anent with this, is is clear that the LGU, upon the reflection of its functionaries, exists and serves to reduce poverty through an equitable sharing of San Jose’s natural gifts and their development, promote greater people’s participation in all spheres of governance and attain a genuine sustainable development through empowered and nationalistic citizenry.

of 125



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.

of 125



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.

of 125



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.

of 125



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. Existing Land Uses and Land Classification 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:

LAND USE CATEGORY AREA (has)

Commercial 43.22

Residential 1,619.59

Institutional 80.31

Industrial 333.47

Parks and Playgrounds 11.23

Infrastructures 145.53

Agriculture 15,797.14

Mining/Quarrying 24.00

Grassland 1,045.56

Special Use (Dumpsite) 8.00

Others 1835.09

Forest 34,192.94

TOTAL 55,192.94

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.

of 125



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.

Agri-industrialization intends to increase value-added price of agricultural products and to

further expand backward and forward linkages. 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.

of 125



Commercial intensification within the town proper and immediate peripheries would mean higher investment and diversity of goods and services.

The objective is to capitalize on the commercial advantage of San Jose by

encouraging an increase in consumer’s choice and smoother commodity flow and exchange. Physical improvement of the CBD or commercial business center will be complemented by better transport system and facilities.

Sectoral Development Plan

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:

ADMINISTRATIVE GOVERNANCE PLAN

Accountable, Transparent, Participative and Effective Local Governance

Despite its primacy in progress, the municipality is facing a lot of problems on all sectors. The problem is the root which, despite of the municipality’s progress, it still has become stagnant in some area due to negligence of the challenges of the fast-changing time. The local government has failed to outdo the challenges when it comes to the most fundamental – the administrative level – which is the essential element in providing the best and effective delivery of all the services rendered by the unit. Upon reviewing all the offices and sections of the local government unit, it has revealed that a lot of uncertainties and a lot of areas need for an overhaul – a cause of its stagnancy. A need for a better system should be installed and be followed by the local government in order to mobilize and utilize all its potentials for effective services.

From systems to employees, there is a need to improve to streamline all processes and

functions aiming to outdo inefficiencies of its service units. Administrative governance, if improved, enables the local administration to better

accommodate all the concerns of the society while answering all the challenges that come along its way.

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

of 125



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.

Systems driven by technology should be recognized as a new challenge, not an expense

requiring huge capital outlays, in investing for the future convenience and faster services. 1. Human Resource Management and Development

The Municipal Government of San Jose has lived up to its expectation to

maintain managing its human resource geared towards a desirable end which is “desirable organizational performance and productivity”.

The quality of human resource management and development in the municipality should be patterned on a set of criteria. Recruitment and selection processes in the municipality government should be transparent in as much as results whether for plantilla or non-plantilla positions are posted. The Municipal Government as well valued permanency in the nature of appointments of which at least 90% of the total employees of the municipality occupy plantilla positions.

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.

Grievance system should be properly in place in the municipality where employees can air their grievances and properly responded to or acted upon. However, it is still prematurely put into place and can be said to be not functional. Most of the cases involving its employees are directly acted upon by the LCE while few are forwarded to the Civil Service Commission.

The total personnel compliment of the local government of Municipality as of

June 30, 2013 is about 400. This includes about 205 officials and employees with permanent appointments and 16 occupy co-terminus, and elective positions. The remaining are either contract of service, consultants, honorarium basis, and job order positions.

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

of 125



Selection Board (PSB) has screened and evaluated these vacant positions as well as the appointments made.

As part of its employees’ career development, at least two trainings were

conducted in 2011 to enhance the capability and efficiency of municipal government personnel. However, only few benefitted on it due to scarce resources. Officials and employees were allowed to attend seminars and training in other places sponsored by other government or non-government offices to upgrade and enhance their knowledge and competence of their individual work assignments.

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.

With regard to employees’ welfare and benefits, salary step increments of

employees were processed in line with their length of services rendered to the LGU. This includes notices of salary adjustment that were checked and reviewed for accuracy for the last tranche of the Salary Standardization. One-step salary increment has benefited a lot of employees. Benefits also cover cash gift of P5,000.00, monthly rice allowance, 13th (Yearend) and 14th Month Pay (Love and Enrollment Bonuses of at least PHP 5,000.00 in the past three years), Productivity Enhancement Incentive (Christmas Bonus of at least PHP 10,000 in the past three years) Productivity Incentive Benefit of P2,000.00, and Clothing Allowance of P5,000.00. However, due to scarce resource, it is still uncertain for the LGU to continue what has been started in the past three years with regards to the livelihood and benefits of its employees.

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.

On the other hand, a Comprehensive Personnel Management Assessment must

be conducted by the Civil Service Commission Regional Office aimed to evaluate on whether or not the basis for accreditation has been sustained by the municipal government. The scope of the evaluation should highlight personnel records management, leave administration, career development, employee discipline, and

of 125



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.

Policies and Strategies

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

Programs and Projects

Human Resource Management and Development Plan. This program intends to provide and formulate holistic approach to employee development through comprehensive employee trainings, value formations, etc. The program shall have the following sub-components:

a. Training Needs Analysis (TNA). TNA is an area which will provide a springboard and take off for the HR Development Plan. This, as well as the next one, will require training for its preparation, administration, and interpretation.

b. Staff Development Needs (SDN). Employee needs will be assessed in order to formulate the proper programs for each employee.

c. Center Government Excellence. A Center for Government Excellence is aimed at improving the administrative governance through provision of management training programs, customer service academies, and enrichment courses.

Rewards and Incentives System. A rewards and incentives system is an essential tool in encouraging employees to do better and improving their performances.

Enforcement of LGU Citizens’ Charter. By enforcing this, services will improve significantly.

Fully-automated timekeeping and payroll system. The will streamline the long procedures of computing the salaries and wages of all employees while completely ameliorating and eliminating time-keeping fraud.

Telephone system/trunkline and additional office computers. This is intended to have a local number for each office/department that will ultimately reduce communication hassles and maintenance.

of 125



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 Local Development Planning is based on three aspects, namely: (a)

organizational performance; (b) consultation process; and (3) management of planning database. These areas are instrumental in quality land use and 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.

The participation and consultation of the different stakeholders in the municipality is what makes development planning meaningful and dynamic. This is done by way of the partnership and participation of non-government organizations, people’s organization and the civil society through the accreditation process undertaken by the Sangguniang Bayan. As an example is the Bottom-Up Planning and Budgeting Processes made by the LGU which involved at least a total of 50 organizations already accredited by the SB and representing all sectors of the society. These accredited organizations also compose the sectoral representation in the Municipal Development Council. With the MDC at the helm, formulation of development policies, plans and programs are participatory done through sectoral consultations during planning sessions.

Planning is a dynamic process that needs a sound management of planning database. Hence, the MPDO is keen to pursue the establishment of the Urban Observatory to initiate data banking system of the office. In 2011, the Community Based Monitoring System (CBMS) 2009 was completed and was adopted by the LGU of San Jose as an innovation to the Minimum Basic Needs planning tool. This planning tool was developed to provide policy makers as well as program implementers with regular and frequent source of information of their area of jurisdiction on the household level, particularly those belonging to the vulnerable groups. Another planning tool that could facilitate the implementation of the municipality’s programs and projects is the Global

of 125



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.


Enabling the municipality effect optimum development out of available limited resources through effective planning

Improving the service capability of the Planning and Development Office through improvement of systems and provision of facilities needed

Installing an effective control of land development and utilization through efficient and religious implementation of zoning ordinances

Assisting the implementation of municipal programs and projects


Installation of Geographical Information Systems and Computerized Environment and Land Resource System. The former comes in eight distinct systems, namely: GeoAnalyst for Real Property, GeoBusiness Analyst for BPLS, Building Information System, Business Information System, Land Information System, Cube Transportation Forecasting System and Analysis Software, GeoBuilding Analyst for Building Official Office, and Asset Tracking Inspection System. The latter is an automated use information management system designed to aid the planner for a better and faster way of analysis of the current situation of the locality which is integrated with other GIS in order to come up with the most appropriate actions and plans.

Installation of Zoning Information System. This will show location, actual land use, and zoning of proposed project site as well as identify existing developments and facilities around the area.

Maintenance and update of Community-Based Monitoring System. This will enable the municipal government to establish a good basis in the planning and development of the locality. CBMS provides the take off details for the planning and development of the local government.

Updating of the Comprehensive Land Use Plan and shift into Comprehensive Land and Water Use Plan which will integrate the disaster risk reduction and management policies as well as the results of the Forest Land Use Plan

Establishment of a good municipal archival system

Setting-up a Performance Scoreboard for monitoring and evaluation purposes of developmental projects. This aims to know the impact evaluation of the programs and projects.

of 125



3. Revenue Generation Existing measures in support to revenue generation need to be enhanced. An

initial yet essential step in maximizing revenue generation potentials is to pursue the land management program initiated by the DENR, DILG and the DOJ in converting occupied public lands to alienable and disposable classification (ready for titling).

The imposition of excessive tax is an issue that maligned the municipal government of San Jose. Well, taxes are the life blood of a local government unit and the municipality is no exemption. Funds generated from tax imposition are necessary in the operation of the government especially in implementing development programs and projects. One source of revenue generation is the real property tax of which the 2008 General Revision of Assessments and Property Classification Project of San Jose including the Tax Ordinance was undertaken. Its implementation has commenced with the approval of the Schedule of Market Values which now serves as the basis for appraisal and assessment of real property tax. The updating of which is now due by next year in which its implementation is proposed to be spread over a period of five years so as not to saddle the taxpayers until the succeeding General Revision.

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.

of 125



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.

The Municipal Government is yet to conduct Real Property Assessment Tagging since there have been lots of building that have not yet been recorded and assessed including machineries.

The system on business tax of the municipality comprises tax record management which is the conduct of business tax mapping, establishment of a revenue data bank, and regular updating of the list of taxpayers. To boost revenue generation, the Municipal Government of San Jose should improve its implementation of revenue enhancement measures. One of this is having an Annual Revenue Generation Plan which embodies local revenue policy direction/s of the municipality for the given year. It also contains strategies that have to be undertaken by the LGU of San Jose in order to yield the amount of revenues estimated to be collected for the given year, identifies the local government personnel responsible for each strategy, and includes the amount of revenues projected or estimated to be generated annually from real property taxes, business taxes, fees and charges, and from other potential sources such as donations, grants, and share from national wealth.

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.

Benchmarking is employed in the assessment of how San Jose fared in comparison to average, first class municipality and national average, municipality in Revenue Generation in the following performance area, namely: cost to collect revenues, locally-sourced revenues to total income, regular revenue to total income, locally-source revenue level, locally-sourced revenue per capita, and real property tax accomplishment rate.

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).


Increasing the locally-sourced revenue of the local government and encouraging businesses to pay taxes locally and review of tax ordinances

Giving proper valuation of real properties to increase revenue through taxation

of 125



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


Installation of Revenue Generating Systems. This includes Property Assessment and Tax Administration System, Business Permits and Licensing System, Budget Operation System, New Government Accounting System, Treasury Operation System, and Supply/Inventory Management System. By installing these new systems in the LGU administration, the municipality will be able to collect the exact and accurate amounts.

Tax Mapping Activity and Assessments

Creation of a Revenue Enforcement Unit. This aims to form a task force group that is focus on revenue generation, thus, having a constant effort in the collection of revenue generation.

Review of all tax ordinances and consolidation with the records of the Building Official

Installation of needed softwares for tax mapping like AutoCAD and provision of additional computers

Setting-up a Performance Scoreboard for monitoring and evaluation purposes of developmental projects

Update and have a proper inventory of the Property, Plant and Equipment of the local government

Maintain proper barangay inventories, hiring of skilled personnel

Adoption of a policy document and action on internal control standard

Adoption of a systematic records and accounting system

Acquisition of equipment like additional computers to revenue generating offices like the Budget Office, Treasurer’s Office, Assessor’s Office, etc. This is aimed at improving the document processing and faster preparation of reports and convenience.

of 125



4. Local Legislation

Quality legislation is a hallmark of good local governance. The local government of San Jose is way off-mark. It bears emphasizing that local legislation is desired, deliberate and planned. The local legislative body has to accord importance to the building of legislative staff competence by way of skills training and continuing professional education. The use or the resort to research-based agenda development is an important component to quality decision as well as legislative tracking program and activity is computer-based. However, the system that tracks information on local legislations is sadly lacking. One thing that might answer this in the future is the implementation of “multi-tasking” among rank and file to backstop committees in the municipality’s legislative body is an appropriate step to give a boost to legislative performance.

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.

In the municipality’s Sangguniang Bayan, the percentage of ordinances over

legislative measures is below 80%, 25%. This is a way worse than its peers who, though below 80% are performing above 25%.


Developing and strengthening the capability of the Sangguniang Bayan to efficiently and effectively discharge its duties

Improving the performance of the Legislative Oversight Function

Improving transparency and accountability

Empowering local legislative council


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,

of 125



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

5. Customer Service – Civil Applications and Public Relations The civil application system needs to be transformed into a seamless

transactional process. After all, the inherent motivation of putting up such a system is to ensure the case of obtaining civil registry and real property documents.

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.


Full automation and processing of civil documents

Increasing the level of civil registration in the municipality

of 125



Increasing public awareness on the latest development in the local government unit


Gathering information and suggestion /opinion from the public

Improving local governance through renewed public participation, education, and information


Installation of the Civil Registry System Information Technology. This includes

the Civil Registry Information System (CRIS) which is an automation of the issuance of certified copies, certifications and authentication of civil registry documents; and the issuance of Birth Registry Number (BreNs) establishment of nationwide network to expand provisions of services and the Batch Request System (BReqS) which will be provided by the NSO to issue authenticated documents.

Installation and utilization of an indexing software and setting up a Serbilis Center

Mobile registration and mass weddings to every barangay and remote areas.

Information/educational campaign and training of barangay agents for civil registry

Establishment of a good archival system and a document tracking system

Radio promotions, value spots, news releases, radio programs and news releases

Creation of a Creative Team aimed at producing and branding the municipality onwards development

Creation of a non-free domain website - www.sanjosemindoro.gov.ph

Setting up LGU extension offices for island barangays and northern barangays for easy access of all administrative and social services where essential offices like MSWDO, MHO, Office of the Mayor/Administrator’s Office, Tourism Office, PESO, MENRO, SB etc. shall have their sub-offices in these areas.

Production of Filipino-based monthly newsletter, yearend magazines, LGU brochures, Sanggunian pamphlets, tourism brouchure, tarpaulin, flyers, and documentary for public viewing

Acquisition of equipment for the Public Relations Center and Municipal Civil Registrar like computers, portable-foldable silver screen, high definition video camera, mobile phones, and other needed equipment and software

6. Resource Allocation and Utilization Management and coordination processes for budgeting and accounting are in

place. However, these processes need to be revisited and improved. They are guarantees to an effective allocation and optimum utilization of financial resources.

http://www.sanjosemindoro.gov.ph/

of 125



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.

More importantly, total appropriations covering the operating expenditures and

capital outlays do not exceed the estimated income of the municipal. Likewise, the municipality has continually appropriated 20% of the Annual Internal Revenue Allotment that amounted to PHP 34,000,000.00 for the year 2013 for development projects. The municipaltiy has also set aside the amount of PHP 10,000,000.00 for debt servicing which did not exceed 20% of the regular income. Provision for aid to barangays which is not less than PHP 1,000.00 is continually observed.

On the aspect of general limitations, the municipal government’s appropriations

for discretionary purposes did not exceed 2% of the annual receipts from basic real property tax. The municipality sees to it that the total appropriations whether annual or supplemental for personal services did not exceed 45% which is required for a first class municipality like San Jose.

With regard to other budgetary requirements, the municipality maintains an

appropriation of PHP 2 million for Gender and Development projects and activities which is supposed to be at least 5% of the total budget. On the other hand, there are programs and projects that are classified to be for the GAD which are integrated to different offices and totaling those could amount to more than or even double the prescribed amount of appropriation for GAD.

Similar to revenue generation, benchmarking is also applied in this particular

service area showing how San Jose performed in the following performance area of personal services expenditure ratio as well as total expenditures per capita compared to average, first class municipality and national average, municipality.


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


of 125




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

7. Valuing Fundamentals of Good Governance 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.

Good governance’s key factors include technical and managerial competence,

organizational capability, accountability, transparency, and participation and as such, the administration anchors its efforts on these aspects in meeting the increasing needs of the people for better and responsive services.

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.

Feedback mechanism is institutionalized, but still need to be properly

implemented and put in place. Results of which can be utilized to improve local

of 125



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.

The institutionalization of the feedback mechanism of the LGU facilitated the

receiving and processing of feedback that ensures timely and prompt response that greatly encourage more people to participate in governance and in turn may draw more constructive feedback, if given a chance to be an institution in the frontline services.

Encouraging Peoples’ Organization or the Private Sector to be involved in the

implementation of LGU development projects (especially those that are funded out of the 20% component of IRA) is one way of giving them a wide expanse of participation. More than 70% of the LGU development projects, under the Bottom-Up Planning and Bugeting System, were implemented in partnership with NGOs, POs and the private sector.

Truly, people participation is a pillar of good governance. Thus, the LGU is

thinking of other means on which the public will be actively participating in the transactions made by the LGU. The following, which will give us more picture of this area, are excerpts from the UNESCAP’s The Role of NGO and People’s Group in Poverty Alleviation:

“As a working definition, development NGOs in the Philippines is voluntary

organizations which operate to serve various needs of low-income sectors or the poor communities whether for people/ community empowerment, advocacy, livelihood/income generation, public education and provision of social services.

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.

During the administration of President Aquino, a number of national networks

and coalitions have been organized to engage the Government in policy dialogue and critical collaboration for specific sectoral issues. It was found out that the first four of the 10 top most development concerns of NGOs/POs directly address concerns on

of 125



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.

As such, there is still a need for the private sector to be encouraged to

participate fully in development. The Municipal Government needs to create an atmosphere where the private sector, including NGOs and POs, can undertake and sustain actions aimed at improving the human resources quality and socio-economic condition geared to support nation building in general.”

In order to manage and hopefully cushion the effects of macroeconomic policies

to most affected sectors and communities, existing mechanisms for NGO-GO collaboration should be enhanced and improved so that more practical approaches are designed and arrived at the local level.

Policies and Strategies/Programs and Projects

Replication of the BUPB Policies to other development planning and project implementation of the LGU.

Institutionalization of the Citizens’ Charter, enactment of an ordinance relevant to it and publication for maximum awareness of the public.

Encouragement of CSO accreditation

Encouragement of CSO and people participation on all local special bodies

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

of 125



building a stronger community. A strong, safe, healthy and sustainable locality is dependent on creating access through partnership in community-building. 7.1.1 Collaboration with Line Agencies

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.

7.1.2 Using Data to Make a Difference Through the partnership of the Department of the Interior and Local

Government, the Community Based Monitoring System (CBMS) was carried out by the municipality through the Memorandum of Agreement signed by and between the Municipal Government of San Jose, the Provincial Government of Occidental Mindoro and the DILG. The CBMS is a data-gathering tool that can help LGUs and CSOs respond effectively to poverty in their locality. In real meaning, it is household-level poverty-mapping.

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.

7.1.3 Keeping San Jose Healthy

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.

7.1.4 Social Welfare Services

Partner NGOs have also provided bulk of assistance to the municipality’s social welfare services.

7.1.5 Providing Homes for San Jose’s Landless and Homeless

of 125



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).

7.1.7 Transparent and Accountable Governance for Efficient Service

The Transparent Accountable Governance (TAG) Project of the Asia Foundation

is a well respected and extremely effective endeavor supported by the United States Agency for International Development (USAID). Through the TAG Project, it has helped several municipalities in the country in the following areas:

Implemented procedural reforms in Public Market Systems and Procedures Instrumental for the LGUs to participate in the Public Service Excellence,

Ethics and Accountability Program (PSEEAP) that involved LGU officials and employees in the process of instituting changes within the municipal government designed to complement the procedural reforms being done in the municipal

Helped LGUs in the harmonization of the Development Programs and with Investment Promotion Programs

Played an important role in the development of the Human Resource Management Plan

Paved the way for the formulation, drafting, and passage of Local Investment Incentive Code for most LGUs

Strengthened tri-partnership within each jurisdictions Coalition for Transparent Accountable Governance (CCTAG)

Implemented procedural reforms in the LGU hospitals With the above models, the Municipal Government plans to replicate the above

towards better governance.

7.2 Transparency

of 125



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.

Barangay assemblies and Barangay visitations are other venues for announcements of local plans, programs and special events. In 2011 and 2012, there were at least 5 Barangay Visitations/Usapang Barangay were done which means that more barangays must be reached by the LCE. Serving as a way for the Municipal Mayor to deepen his understanding of problems and conditions of the barangays, the barangay visitation will also serve as forum for the barangays to be informed of general laws and ordinances to ensure that governance of the municipal will improve the quality of life of its inhabitants. Essential municipal services such as general consultation and tooth extraction, mobile registration, mass civil wedding, awarding of lots as well as housing program briefing and orientation, registration of applicants for employment, free massage, blood pressure taking, distribution of assorted vegetable seeds, animal vaccination and deworming, PhilHealth ID distribution, and school supplies distribution as well as DRRM orientations may form part of the activities in it.

of 125



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.


Conduct of Usapang Barangay in all barangays at least twice a year, reporting transparency measures and reports as well as LGU activities and programs

Ensuring that reportorial documents are well posted at Full Disclosure Policy Portal of the DILG Website, at the LGU’s website, newsletters, and at least three bulletin boards at conspicuous places


7.3 On Financial Accountability

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.

Measures to determine the effectiveness of the municipality’s financial management system is on relevant management tools such as manuals or guidelines available. Disbursement of funds is made only for approved purposes. Accounting records are supported by source documentation such as canceled checks, paid bills, contracts, subcontracts and other financial transaction documents.

Accountable officers such the Municipal Treasurer, Municipal Accountant, and

Municipal Budget Officer are known and their responsibilities clear. Erring local government personnel regarding financial transactions are meted with sanctions which are clear and enforced. Information about the procedure in transacting financially with the LGU of San Jose can be obtained through the following medium, namely: posters, bulletin boards, publications of the municipal government and through the municipal’s website. Monthly financial reports are available as well as annual financial statements are certified. Certified financial statements have undergone the process of review, auditing and certification by COA.

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

of 125



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

ECONOMIC DEVELOPMENT PLAN

Competitive and Business-Friendly Local Government

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

of 125



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.

According to the Agricultural Profile provided by the Municipal Agriculture Office,

there is about 15,802 or more farming households dependent on land as an important resource which only a few own. The municipality’s actual area planted to different crops is only 13,000 hectares while the potential area for all crops is about 15,000 hectares and forestry is more or less about 35,000 hectares. Rice as a staple food has a high level of supply against the demand.

Marginalized farmers need more assistance especially in terms of farm inputs,

appropriate technology and high yielding varieties to lessen the gap between supply and demand. The production area of palay is at risk due to conversion to other uses, i.e., residential settlements. However, if validated closely, the areas suitable for palay production are flat surfaces.

Some of the municipality’s agricultural production has shifted to high value

commercial crops (HVCC), i.e., fruits and vegetables, from traditional cultivation. Production areas and yield have significantly increased but are fluctuating annually the past three years, 2010 – 2013. There are fruits now which are introduced of value adding activities such as candies. Banana which is an important input to the export of banana chips has shown a decelerating production. This is attributed to the continued shrinking of production

of 125



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.


Addressing the profitability needs of the farmers and fishermen and improving significantly crop and fishery production

Increasing agricultural production while promoting sustainable agriculture

Protection of prime agricultural lands or irrigated areas and irrigable lands

Prioritize programs that will support agricultural development like irrigation service area expansion, strengthening of extension services, marketing and financial assistance, and provision of post harvest facilities, among others.

Empower small farmers through livelihood programs, trainings, and subsidies, and encourage cooperative building

Maximum utilization of underutilized lands and suitability reevaluation of misused lands

Provision of income-generating opportunities through livelihood programs


Agricultural Development Program. This program intends to provide holistic approach to agricultural sector. The program shall have the following sub-components:

a) Extension services. The farmers shall be provided with technical skills

on improving crop production through use of various technologies. Regular visits of agricultural field workers shall be ensured reaching even the far flung barangays.

b) Introduction and support to high value crop production and support to seaweeds production

c) Capability Building. Conduct of seminars and trainings for farmers and fisher folks. Support from various sectors like NGOs and POs and shall be solicited. This activity shall be spearheaded by the Agriculture Office. Organic farming shall be encouraged to reduce dependency in inorganic farming systems.

d) Identification of fund source for agriculture development and the development of markets to absorb production.

e) Construction/improvement of farm to market roads

Continuous Capability Upgrading. The technical staff of the Municipal Agriculture Office shall continue to undergo training towards a more efficient technical assistance extended to farmers.

of 125



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

2. Entrepreneurship, Business and Industry Promotions

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 creation of Business-One-Stop-Shop (BOSS) is needed to be established to

facilitate processing time of securing business permits. The BOSS may be headed by a created and/or designated Business Permits and Licensing Officer. However, business sector still find it difficult. On the part of the government, the perceived difficulty is the compliance with is the requirement of Pag-ibig and SSS clearances. This concern needs review of existing system in the permits & licensing issuance.

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.


of 125



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


Encouragement of tourism and community development-related enterprises

Training program for skills improvement

Support to local products

Construction and installation of physical support facilities. This program entails designation of adequate parking spaces within the commercial area as well as installation of adequate water supply, sanitary waste disposal. Proper loading and unloading zones shall be designated within commercial business district.

Networking and linkages with the external market

Provision and construction of business-friendly infrastructures such as uniform food stalls, better regulation of the Aroma Beach

Improvement of the tourism and agriculture industry in providing better opportunities

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.

of 125



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:

Effective traffic management Sufficient potable water supply Adequate power distribution Higher access to communication services Business-encouraging infrastructure projects Furthermore, provision of several landmark infrastructure projects should be given

attention as San Jose aims not only to be business district in the province but as a tourism and investments hub. This will make it not only a gateway but also a getaway.


Developing and pump-priming the municipality’s economy by investing to public infrastructure and improving several public establishments

Promote convenient inter-island and urban-rural linkages

Improve circulation system within the business nucleus area

Facilitate higher accessibility and greater mobility

Promote efficient and convenient communication system both in urban and rural areas

Provide adequate potable water supply and efficient water distribution system in all barangays

Equal access to power service by all barangays

Coordination with power distributing facilities for continuing program on energy extension and service development


Construction of school and multi-purpose buildings

Training Program for Skills improvement

Creation of the San Jose Traffic Management Office and prepare traffic management plan putting highlights on the following:

a) Restriction on roadside parking within the business nucleus area and major thoroughfares;

b) Provisions of traffic signs/road markings; c) Fixed schedule for delivery and entrance of heavy transport vehicle within the

business nucleus area

of 125



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

of 125



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.

So much attention given politically-centered affairs/events in San Jose rather than

uniting to develop the tourism potentials of the municipality and the populace at the same time help promote the development of its ecology and socio-cultural climate to attract both local and foreign investors as an engine for poverty reduction.

Low capability to recognize sustainable tourism development as integral to the national

socio-economic development efforts to improve the quality of life of San Joseños and the Filipino people, providing the appropriate attention and support for the growth of this industry; less impact on the promotion of a tourism industry that is ecologically sustainable, responsible, participative, culturally sensitive, economically viable, and ethically and socially equitable for local communities.

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.

of 125



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.

At present there is no directly implemented/involved project in increasing the number

of investments geared towards the establishments of convention /seminar facilities larger than existing non-DOT accredited facilties.

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.

At present, though there is still an issue on how many number of projects/programs

where participation of non-government organizations (NGOs), people's organizations (POs) and the private sector in initiating programs for tourism development and environmental protection. But moving forward the new administration’s initiative and drive to boost the tourism industry provides an encouragement to continue in the development of the Municipality.


Preservation of natural resources

Improving significantly the bulk of foreign and local tourists in the area

Improving potential tourist destinations Preserve cultural heritage and promote appreciation of natural resources

Promote and enhance environmental awareness

Establishment of tourism and eco-tourism destination sites and protected areas

Encourage private sector involvement in the development of physical facilities within tourist destinations

Standardization and monitoring of tourism-frontline establishments like hotels and restaurants, and tricycle operators

of 125



Projects and Programs

Ground visits to undertake inventory of potential tourism and eco-tourism sites. Eco-tourism development and formulation of municipal guidelines regarding the same.

Full operationalization of the Municipal Tourism and Community Development Office. This will include the study of the locality and its Tourism Plan.

Creation of the Municipal Council for Tourism, Arts, and Culture. Program to adopt measures to protect cultural integrity of the existing indigenous people in the area and uphold environmental protection.

Additional street lighting of all major roads to ensure efficient management of critical tourist sites for sustainability and security of the tourists. Maximum number of tourist to enter in critical areas shall be identified. Preferably, major roads in the town proper may be installed with ‘attractive’ street lights.

Potential sites shall be developed and identified through signs or bill boards. Establishment of trails shall be encouraged but should be within the guidelines set by the municipality. One is the Aroma Beachwalk and the development of the White Island.

Training and orientation of local tourist guides. The tourist guides shall be equipped about the area’s basic information and shall be capable of imparting information to promote environmental consciousness among tourist. In this case, the tour will not only be for leisure but environmental awareness as well.

Educational campaign and promotions

Maintaining and improving the tourism website through the LGU website.

Upholding events and gatherings which directly and indirectly tackle tourism and the preservation of culture.

Establishment of exhibits and municipal museum

Construction of island mini ports

SOCIAL DEVELOPMENT PLAN

Socially Protective and Safe Local Governance

of 125



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.

Actions may be guided through achieving the following objectives:

To discourage and control the growth and development of informal settlements

especially along critical areas To uphold affordable and efficient health services To increase quality standards for education especially for public schools To advance and protect the interest of the disadvantaged and vulnerable members of

the community To create balance and safe environment for all

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. 1. Housing and Urban Poor

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.


of 125



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 Projects and Programs

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

2. Health, Nutrition and Sanitation Policies and Strategies

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%

Maintain a 95% fully-immunized children coverage and increasing the percentage

of households with access to potable water, preventing the existence of water-borne, food, and excreta related diseases

Reduction of diarrhea, malaria, dengue rate, as well as the reduction of the prevalence and mortality from tuberculosis, STD/HIV, and pneumonia cases

of 125



Improvement of malnutrition situation in the area

Improvement of the services rendered by the rural health unit Projects and Programs

Health Insurance Program. Consider adoption of a localized “Indigent Health

Insurance System” offered by the PHILIHEALTH.

Establishment of a comprehensive health and nutrition action plan. This is aimed at providing a holistic approach on answering the issues and concerns of the health sector.

Expansion of the services of the San Jose Diagnostic and Public Health Center. This will be the improved rural health unit which gives a 24-hour service (for the maternal clinic) complete with facilities and equipment.

Continuance of free medicines for the poor

Additional ambulance and assurance of enough drugs

Acquisition of medical equipment and medical bus

Strengthening the health benefits for the aged

Deployment of additional and benefits for health personnel. This will include barangay health workers, barangay nutrition scholars, midwives, and sanitary inspectors.

Health Education Program. As preventive approach for health care, efficient information dissemination and education shall be provided giving highlight on balanced diet, proper hygiene, immunization and among others

Herbal Use Education Program and other educational/promotional campaign. This program shall promote the use of natural medicines as supplement or alternative to synthetic medicines. Households shall be encouraged to establish small backyard herbal garden. The rural health unit must disseminate comprehensive information as to type of diseases that can be cured by a particular herb, preparation, dosage, and other basic information.

Medical missions in all barangays and free medical service to the aged

Intensify nutrition programs. This will be done through feeding programs and community/backyard gardening.

Maintaining all other services rendered by the RHU and review/implementation of health-related laws and ordinances

of 125



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.

3. Education and Manpower Development

Education is essential to development and a key to attaining the Millennium Development Goals. It is one of the most powerful instruments for reducing poverty and inequality and lays a foundation for sustained economic growth. It is generally seen as the foundation of society which brings economic wealth, social prosperity and political stability. The Department of Education, in four districts in San Jose, faces many great challenges during the past years. Various priority programs and projects of DepEd seemingly demand instant results but as days gradually enfold, it successfully addresses its concerns one after the other towards better performance through Education for All (EFA) 2015.

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.


Upgrade quality of education in all levels and increase participation rate

Intensive training on non-formal education

Providing amenable environment in day care centers

Increasing literacy rate while improving the educational system

Improving educational facilities and infrastructures

Value formation among the teaching force and priority school needs inventory


Rehabilitation/upgrading of school facilities

of 125



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 4. Social Welfare and Development


Equal access to basic social welfare and development support facilities

Identify households below poverty threshold and help them uplift their living condition

Encourage participation and support of the private sector in the provision of social services especially for the aged, children in conflict with laws, and persons with disabilities

Increasing the number of day care centers and supervised neighborhood play (SNP) zones by at least 20%

Development of a disaster risk reduction and management plan

Ensuring the functionality of barangay councils for the protection of children

Provide enabling environment for children in day care centers

Provide a child-friendly municipality by exemplifying in the child protection


Improvement, monitoring, and evaluation of day care centers

Mobilization of barangay councils for the protection of children through trainings and monitoring

Adoption of an updated Municipal Disaster Risk Reduction and Management Plan and creation of a Local Disaster Risk Reduction and Management Office

of 125



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

5. Gender and Development (GAD)


Define and identify the boundaries set by the GAD program.

Promote legislative awareness for the appropriation of the GAD plan

Provision of trainings, workshops in coordination with NCRFW (National Commission on the Role of Filipino Women), DILG (gender specialist) and NGOs.


Gender Sensitivity training for Employees

Gender and Development Planning Workshop/Training

Advocacy and Promotion of the GAD Plan

Preparation of GAD plan

Organization/ meeting of Local Council for Women

Adoption of a Gender and Development Code through Sangguniang Bayan ordinances

Hiring of a local psychologist

Creation of a GAD Monitoring Council 6. Sports, Recreation, and Entertainment


of 125



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 Projects and Programs

Sports Development Program

The following may be incorporated in the program:

a) Restoration of traditional Filipino games and incorporate the same to school physical fitness curriculum

b) Free regular physical fitness exercise in functional open space like municipal plaza

c) Construction of new sports facilities and rehabilitation of existing ones d) Holding of basketball leagues and introduction of other sports activities

Linear Park Development. Linear boulevard along rivers/creeks/coast of the urban area shall be developed for leisure activities

Continuity of Movie at the Plaza

Rehabilitation of the municipal gymnasium, public swimming pool, tennis court, and gymnasium’s basketball court

Landscaping of the gymnasium compound 7. Peace and Order

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

of 125



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.

In addition, an Executive Order was issued by the Municipal Government which

aligned the said mandate by issuing local executive order that Moral Recovery Program and Chaplain Service (MRP) in all government departments, offices, agencies and government- owned and controlled corporations through the establishments of integrity circles and other PPAs relevant to it.

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:

of 125




Increase awareness of local people on fire prevention and safety measures Encourage participation of the people in promoting peace and order situation Lessening the traffic congestion, decreasing traffic-related crimes and accidents,

and improving the traffic situation in the municipality Improving the services rendered by the Lupon Improving the services rendered by the municipal police station Maximum police visibility Just and dedicated law enforcement Intensified intelligence gathering Inter-agency coordination Conduct of small combat patrol operations Securing vital installations in the AOR Massive implementation and enforcement of SP Ordinances and other laws All out war against all forms of illegal activities Conduct of public awareness


Program to provide incentives and benefits. Peace volunteers/ barangay tanods

shall be given due compensation to encourage them to actively participate in the provision of peace and order

Moral recovery program

Fire prevention campaign. Conduct lectures and/or seminar on fire prevention and safety measures putting highlights on faulty electrical wirings and grass fire among various institutions (work area) and civic organizations

Employment of additional traffic enforcers and review of existing traffic ordinances and if needed, enactment of Traffic Management Code

Provision of additional equipment and service vehicle for the police station and construction of a new police station

Training of the members of the Lupon and all policemen and organization of Special Weapon and Tactics (SWAT) Team, and Search and Rescue Operations Team

8. Arts and Culture


Increase awareness of the local people and awareness of the municipality’s culture and heritage

of 125



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


Holding of Mangyan Week, Tamaraw Conservation Month, and cultural gatherings

Promoting locally produced cultural and arts products and establishment of a municipal museum

ENVIRONMENTAL DEVELOPMENT AND DISASTER MITIGATION PLAN

Environmentally Protective, Climate Change Adaptive and

Disaster Resilient Local Governance

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.

Linking population, health, and environment (PHE) issues is becoming increasingly

important for the Philippines, where natural resources and public health and well-being are often negatively affected by factors such as population pressures and poverty. Understanding these connections—including the economic and social context in which they occur—and addressing PHE issues in an integrated manner is critical for achieving sustainable development.

However, the Municipal Government still have considerable authority over land-use planning and waste management and play an important role in transportation issues and energy, which all have implications of Greenhouse Gas (GHG) emission. These human activities are burning of fossils fuels like oil, coal, gas and others, in transportation, manufacturing processes and industry among others, and land-use changes contribute to the increases of carbon dioxide emissions; the process of decomposition in flooded rice fields causes the emission of methane into the atmosphere.

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.

of 125



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

1. Forest Resources Management

The benchmark of the Local Governance Performance Management System (LGPMS) - State of Local Development, Electronic Report (e-SLDR) forest cover should not be lower than 50%. The establishment of tree plantation and other activities, cutting of trees for charcoal is banned and will ensure the protection of the forest cover.

The strategy of improving the implementation of Mining Act in order to maximize

revenues to the government which protects the environment is one of the priorities of the Municipal Government. The development of mining industry in San Jose shall be pursued in accordance with the existing environmental laws and regulations. However, people are still passive on this matter and thus, mining still range in quarry of sand and gravel.

The Mangrove (Bakauan Species) Development Project located at the coastal

barnagays which are is relatively flat terrain and once a mangrove forest that serves as buffer zones against strong winds and big waves and as a breeding site for both terrestrial and marine bio-diversity. Today most of its forest cover had been critically devastated and became a bio-diversity hotspot. This is due to land conversion into fish and aqua farm, unsustainable resource use practices, cover exploitation, poverty and population issues. With its present situation, it needs an immediate rehabilitation to replenish the devastated mangrove resources. Vegetative cover comprises mainly of agricultural crops such as coconuts, vegetables, bananas and a few mangrove species and vines that grow over the area. The area is awarded to the actual occupants through the Integrated Social Forestry Project (ISFP) by the DENR and Fishpond Lease Agreement (FLA) by Bureau of Fisheries and Aquatic Resources (BFAR).

of 125



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.


Protection and maintenance of the municipal forest and water territories

Educating barangay LGUs on the protection and conservation of natural resources

Strict implementation of forestry and fishery laws

Eradicating the occurrence of illegal fishing activities while revitalizing marine resources

Eradicating the occurrence of illegal logging activities

Educating upland farmers on soil and water conservation and protection

Introduction of SALT/contour farming

Protection and rehabilitation of denuding mangrove forests which serve as nursery ground to fishes, prawns, crabs, and shellfishes

Protection of soil and estuaries from storm waves and soil erosion

Serving pollution sinks to near shore waters

Properly monitor sand and gravel extraction and other natural resources extraction Projects and Programs

Mangrove areas rehabilitation and protection program.

Coastal Zoning. Detailed allocation of coastal areas for various uses should be undertaken to protect marine habitat and promote sustainable production. It shall be a result of complex interplay from various factors.

Creation and mobilization of Municipal Water Resource Management Council and the reviving of the Forest and Environment Protection Council

Mobilization of Bantay Kalikasan/Forest Guards and Bantay Dagat task Forces

Establishment and development of municipal nursery

Tree planting activities

Trainings and seminars on illegal fishing while giving alternative livelihood for illegal fisherfolks

of 125



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

2. Urban Ecosystems and Waste Management

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.


Reduction of waste generation from different sources

of 125



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

Program on Ecological Waste Management

a) 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.

b) Designation of Eco-Aides. The Eco-Aides shall be responsible in collecting segregated waste from households. Collected waste shall be returned to junk shops and recycling stations.

c) Construction of Material Recovery Facility. Under RA 9003 otherwise known as the Ecological Waste Management Act of 2002 every local government unit is mandated to provide a Material Waste Recovery Facility (MWRF) at the barangay level,

d) Construction and development of sanitary disposal site. Improvement of the 8-hectare area allocated for waste disposal is essential to mitigate pollution to rivers and other water bodies.

e) Efficient Solid Waste Collection. Collection of waste should be regularly undertaken

Maintenance of a controlled dumpsite

Incentive scheme to barangays complying to RA 9003

Procurement of vehicle and equipment for monitoring

3. Freshwater and Marine Ecosystems

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.

Policies and Strategies/ Projects and Programs

of 125



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

4. Disaster Risk Reduction and Management 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.

In view of this situation, the government had formulated a disaster management

policy and promulgated a disaster risk reduction and management bill (which was later put into law, the PDRRM Act of 2010 in May 2010 while its Implementing Rules and Regulations was later issued in September of the same year) aimed at building safe and resilient communities by enhancing the use of and access to knowledge and information in disaster prevention and management at all levels of society. This clearly testifies the national concern on this hindrance to sustainable development. The policy and bill clearly pave the way for ensuring that we work together for a safer world and country and in order for the country to attain its Social Contract 2016, the SNAP Objectives by 2019,

of 125



poverty reduction and millennium development goals, disaster management is crucial and forms an integral part of the process.

The development of this strategic plan is undermined by a comprehensive disaster

management approach that seeks to achieve the right balance of prevention, preparedness, mitigation and response. The strategy is based on the realization of the multi-dimensional nature of disaster which needs to be mainstreamed into the overall national, regional, provincial, and municipal development process and is a useful document that will serve as the main reference material by all stakeholders in disaster management during the three to five years implementation period.

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:


Ensure community resiliency and knowledge on disaster and protocols

Increase consciousness of the local populace regarding ecological waste management, climate change and DRRM

Prevent settlement formation within the disposal site and avoid encroachment of conflicting uses

Sustain cleanliness and orderliness within the municipality

Development of a comprehensive action plan for ecological solid waste management

Integration of the forestland use, land use, water use and climate change in the DRRM sector

Linkaging with NGO-POs, CSOs, barangay LGUs, academic institutions and other LGUs

Access to donors and DRRM supporters


Establishment of Integrated Socio-Economic and DRRM database

of 125



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

of 125



Competitive and

Business-Friendly

of 125



Environment-Protective,

Climate Change-Adaptive

and Disaster-Resilient

of 125



Socially-Protective

and Safe

of 125



Accountable, Participative,

Transparent and

Effective Local

of 125



Chapter 4 PRIORITY HUMAN RESOURCE/CAPAMUNICIPAL

DEVELOPMENT NEEDS AND INTERVENTION

Training is generally seen as a popular intervention to address performance gaps and organizational enhancement needs. It requires a lot of investment. However, relevant studies show that training for local government units (LGUs), aside from being generic, is provided without prior assessment of the LGU needs and resources available. Reports are continuously received by the DILG that there are training programs conducted which do not really respond to the competency requirements of the LGU.

Ideally, a competency needs assessment is undertaken before any capamunicipal building intervention is conducted. This process is generally overlooked. Hence, the challenge remains for LGUs to come up with a strategic approach to minimize duplication of capamunicipal building initiatives. The need to integrate and rationalize the implementation of training programs is also very critical thereby a need for a system that will empower LGUs to define capamunicipal building agenda based on their identified needs.

The need to harmonize development and implementation of training programs is necessary. The Executive-Legislative of the present dispensation has already taken into account the capamunicipal requirements with regard to its programs and projects. This includes competency, structure, systems and procedure, policies, logistical, and others. The Capamunicipal Development shall contain the LGU competency gaps and needs in local governance areas that require capamunicipal development interventions which shall be the basis for attendance/participation to any capamunicipal development activities. The United Nations Development Programme (UNDP) defines capamunicipal development as the process through which individuals, organizations, and societies obtain, strengthen, and maintain the capabilities to set and achieve their own development objectives over time.

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.

of 125



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.

Thus, it is an essential prerequisite for optimizing the impact and sustainability of development aid. In its broadest sense, it symbolizes a shift toward measures that enable national empowerment and a more balanced relationship among funding agencies, national governments, and other organizations for it represents a process of constructive engagement in development.

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.

According to the ADB, the design of capamunicipal development interventions should

incorporate institutional assessment and stakeholder analysis, including identification of the organization which has the prime mandate for achieving the objective; baseline assessment which is judging the existing capacities of the group or organization to achieve the objective on a sustainable basis; action plan, consisting of prioritized and sequenced capamunicipal development activities and performance indicators for the entire results chain; and operations for planning, implementing, and monitoring arrangements, which are results-based and sensitive to the need for local ownership and sustainable impacts. Capamunicipal development interventions will be primarily aimed at supporting processes through which national organizations and groups become more capable of mobilizing and using resources to achieve agreed objectives on a sustainable basis. Thus, where appropriate, these interventions will be complementary to other crosscutting themes, including sustainable economic growth, inclusive social development, gender and development, environmental sustainability, governance, community cooperation, and private sector development. With the provision of the facilities and equipment needed, accompanied by mobilized personnel and people involved through comprehensive training programs, each development policy and strategy will have its take off.

of 125



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;

of 125



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: Encourage the enactment of a comprehensive Market Code which will

institutionalize the operations of the public market and all other economic enterprises of the municipal government. With the Market Code, it must adopt a rule that the administration of which will be in compliance with the aforesaid Budget Circular;

All regular plantilla items must be reclassified and transferred to the offices they are actually performing their duties;

With the above, the LGU may have an additional PHP 7 million PS cap allowance more or less, based on the proposed 2014 Annual Budget;

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;

Office of the Municipal Mayor Executive Assistant IV

General Services Office General Services Officer

Office of the Sangguniang Bayan **Administrative Assistant II **Administrative Aide IV **Administrative Aide II

Municipal Tourism and Community Development Office Senior Tourism Operations Officer Information Officer I **Tourist Receptionist II Community Development Assistant Administrative Aide III

Municipal Environment and Natural Resources Office **Municipal Environment and Natural Resources Officer **Environmental Management Specialist II Administrative Aide III (Ticket Checker) Administrative Aide III (Driver)

of 125



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;

Institutionalization of the incident command system as well as the early warning system. This can easily be done through the operationalization of the 70% of the Local Disaster Risk Reduction and Management Fund as approved by a functional Municipal Disaster Risk Reduction and Management Council and adopted by the Sangguniang Bayan;

Operationalize an emergency operations center that will be rendering a round-the-clock service in support to other agencies as well as an act of preparedness. The LGU should create the following positions that will support the MDRRM Office: Municipal Disaster Risk Reduction and Management Officer, SG 24/1 – will

function in consonance with the Republic Act No. 10121 and its Implementing Rules and Regulations which must have met at least the minimum requirements set by law. However, additional qualification should include attendance to Basic and Intermediate Courses on Incident Command System, 40 hours of emergency response and DRRM trainings, and other qualifications that may be set by the municipal government;

Administrative Officer III, SG 15/1 – in charge of training and administration, must have met at least the minimum requirements set by law, and at least had relevant trainings on emergency response and DRRM for at least 30 hours. Other qualifications may be set by the local government. Attendance to Basic and Intermediate Courses on Incident Command System will be a plus factor.

Administrative Officer III, SG 15/1 – in charge of planning and research, must have met at least the minimum requirements set by law, and at least had relevant trainings on emergency response and DRRM for at least 30 hours. Other qualifications may be set by the local government. Attendance to Basic and Intermediate Courses on Incident Command System will be a plus factor.

Administrative Aide VI, SG 6/1 – in charge of operations and warning, 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

of 125



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

of 125



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

of 125



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

of 125



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

Considering the stagnancy of positions in the Municipal Treasurer’s Office, a movement in its workforce is seen one thing to do to encourage the upliftment of each employee’s morale as well as those in other offices. The MTO is the primary office that entails a great responsibility in the revenue generation and to improve its performance, the following positions may be created:

Supervising Administrative Officer (Business Permits and Licensing Officer) Administrative Officer III (Cashier III)

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

of 125



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

of 125



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

Meanwhile, in the LGUs efforts to continue the rehabilitation, preservation and sustainability of our environment especially that the Municipality has timberlands and areas for conservation, cleanliness brigade, and other programs under the Municipal Environment and Natural Resources Office; consequently is indeed in need of:

Senior Environmental Management Specialist Forester II Administrative Aide III (Encoder) Administrative Aide III (Utility II) Administrative Aide III (Utility 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

of 125



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.

Municipal Economic Development Office. On the onset of requiring the independence and financial viability and capamunicipal of local economic enterprises and utilities, an office that is under the plantilla of the local government that may oversee its operations and financial opportunities, acting like the functions of the GOCC Commission overseeing and making policies for the operations of government-owned corporations. The DILG has likewise issued Memorandum Circular 2010-113 encouraging and mandating LGUs to designate and/or appoint Local Economic Development and Investment Promotions Officer. It needs at least the following personnel:

Municipal Economic Development Officer, SG 24/1 may act as the local economic development and investment promotions officer which will in direct contact with the Department of Interior and Local Government as well as with the Department of Trade and Industry. This position will be primarily monitoring the economic enterprises run by the LGU as well as linkaging to potential investors in the municipality. Must have met the minimum qualification standards set by the law, one must have acquired substantial degrees in commerce, finance, economy and other qualifications that may be set by the LGU.

Administrative Officer III, SG 14/1 (Financial Analyst and Researcher)

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

of 125



stipulated a mandate encouraging all local governments to create a permanent office that will function exclusively for the BAC. The same is in response to the expected independence of the BAC and its Secretariat with each other as well as with the local government. It needs at least the following personnel:

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.

of 125



Chapter 5 PRIORITY LEGISLATIVE REQUIREMENTS

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

3. Setting standards in the operationalization and implementation of all executive and legislative actions and reviewing previous ordinances such as the Municipal Tax Ordinances, the ASIN Law adoption and localization, and other ordinances and issuances

4. Urgent resolutions for the establishment and construction of additional municipal

institutions such as additional day care centers, additional SNP zones, rehabilitation centers, etc.

of 125



5. Passage of ordinances for the adoption of the following Codes: 5.1 Code of General Ordinances 5.2 Health and Sanitation Code 5.3 Review and/or amendments/supplements Environmental Code 5.4 Youth Welfare and Development Code 5.5 Municipal Traffic Management Code 5.6 Animal Welfare Code 5.7 Market and Economic Enterprise Code 5.8 Human Resource Management Code of LGU San Jose 5.9 Ordinances on the Creation of Positions and Offices 5.10 Local Investments and Incentives Code 5.11 Watershed Development, Preservation and Management Code 5.12 Fisheries and Aquatic Resources Code 5.13 Updating of the Zoning Ordinance and Approval of the Comprehensive Land and

Water Use 5.14 Tourism Development Code and Approval of the Comprehensive Tourism

Development Plan

6. Creation of a Sangguniang Bayan Backstopping Committee

7. Setting up of a Legislative Resource Center and Legislative Scoreboard

8. Ordinance Approving the Forest Land Use Plan of the Municipality

9. Adoption of the Annual Investment Plan of the municipality

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.

of 125



Nevertheless, procurement for these PPAs, after acquiring the necessary legislative

requirements, shall be subject to the rules and regulations as provided by the RA 9184 and local ordinances.

1. Regular and on-going PPAs

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. New or proposed PPAs

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),

of 125



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 granting of the “authorization” (An authorization coming from the SB’s legislation for the Municipal Mayor to enter into agreement with a PSO, NGO or NLA).

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.


of Agreement or MOA, that which, the MOA shall be reviewed and approved first by the SB prior to its granting of the “authorization” (An authorization coming from the SB’s legislation for the Municipal Mayor to enter into agreement with a PSO, NGO or NLA).

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).


of Agreement or MOA, that which, the MOA shall be reviewed and approved first by the SB prior to its granting of the “authorization” (An authorization coming from the SB’s legislation for the Municipal Mayor to enter into agreement with the “sole supplier”).

of 125



2.5 Programs, projects and activities whose total financial requirements are funded out of a

joint venture arrangement (JVA). PPA of these kinds that may spark the interests of “would-be” proponents or partners is attained through public advertisement for competitive bidding. Interested proponents shall be required to submit their proposals and supporting studies to convince the local officials on the viability of operating such PPAs, which may lead into the crafting of the agreement that will be later subject to the review and approval of the SB for its act of authorizing the Municipal Mayor to enter into such agreement.

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.

This type of legislative requirement may apply to outsourcing of equipment

supply for medical activities like the supply and maintenance of x-rays for hospitals, medical laboratories, supply and maintenance of information technology (IT) equipments and others. This falls under the BOT variance: Build-Lease-Operate.

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).

This type of legislative requirement may apply to consultancy projects.

of 125



Chapter 6 RESOURCE MOBILIZATION AND STRATEGIES

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

of 125



This section considers the tabulation of all the PPAs listed in the agenda in a separate document along with additional information including its funding requirements. Such document is still integral to the agenda but with a separate title: 2014-2016 Municipal Development Investment Program (2014-2016 CDIP). However, the CapDev-ELA alone, can be equally important as to the Medium-Term CDIP since its planning period is somewhat equivalent to the latter.

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.

Projected Fiscal Requirements of the CapDev-ELA vis-à-vis Projected Revenues

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. Strategies for Resource Mobilization and Revenue Generation

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

of 125



through SB legislation, can be a way of mobilizing the funds for investments. There is a need to review the PPAs by the Finance Committee along with the proponent offices with regard to the “balancing” of projected revenues against investment requirements. This is achieved through the selection of PPAs for BOT financing scheme.

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

of 125



Australian Assistance for International Development (AusAID) geared for the conversion of presently occupied cadastral lands into alienable and disposable. The conversion will in turn generate income by way of real property taxes.

2.4 Privatization or joint venture arrangements on government-ran services proved to be

losing in its operations. By way of “privatizing” these establishments, will in a way, generate income, however, the basic mandate of the office must be preserved or maintained, and shall be under the control of the government. Example to this is a privatization of a government-ran slaughterhouse. Ante and post mortem charges shall be under the control of the local government, and therefore shall not be subject to the terms and conditions under a JVA or privatization agreement.

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.

of 125



Chapter 7 PLAN MONITORING AND EVALUATION

According to UNFPA (2004), program evaluation is a management tool. It is a time-bound exercise that attempts to assess systematically and objectively the relevance, performance and success of ongoing and completed programs and projects. Evaluation is undertaken selectively to answer specific questions to guide decision-makers and/or program managers, and to provide information on whether underlying theories and assumptions used in program development were valid, what worked and what did not work and why. Evaluation commonly aims to determine the relevance, efficiency, effectiveness, impact and sustainability of a program or project.

The main objectives of program evaluation are:

To inform decisions on operations, policy, or strategy related to ongoing or future

program interventions;

To demonstrate accountability to decision-makers.

It is expected that improved decision-making and accountability will lead to better results and more efficient use of resources.

Other objectives of program evaluation include:

To enable corporate learning and contribute to the body of knowledge on what works and what does not work and why;

To verify/improve program quality and management; To identify successful strategies for extension/expansion/replication; To modify unsuccessful strategies; To measure effects/benefits of program and project interventions; To give stakeholders the opportunity to have a say in program output and quality; To justify/validate programs to donors, partners and other constituencies. 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

of 125



performance information generated from monitoring enhances learning from experience and improves decision-making. Management and program implementers typically conduct monitoring.

Evaluation is a periodic, in-depth analysis of program performance. It relies on data

generated through monitoring activities as well as information obtained from other sources (e.g., studies, research, in-depth interviews, focus group discussions, surveys etc.). Evaluations are often (but not always) conducted with the assistance of external evaluators. A clear framework, agreed among the key stakeholders at the end of the planning stage, is essential in order to carry out monitoring and evaluation systematically. This framework serves as a plan for monitoring and evaluation, and should clarify:

What is to be monitored and evaluated The activities needed to monitor and evaluate Who is responsible for monitoring and evaluation activities When monitoring and evaluation activities are planned (timing) How monitoring and evaluation are carried out (methods) What resources are required and where they are committed

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:

a. Plans that may be in place to strengthen national or sub-national monitoring and

evaluation capacities b. Existing monitoring and evaluation capacities and estimate the human, financial

and material resource requirements for its implementation

2. Results framework — this should be prepared in the planning stage.

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

of 125



circumstances and conditions. In some cases, the columns could be modified to cover results elements such as outcomes, outputs, indicators, baselines, risks and assumptions separately.

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). Specific considerations for planning evaluations

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.

of 125



Evaluation Planning Matrix for Monitoring

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:

Focus on the key evaluation questions and the evaluation audience? Capture all that you need to know in order to make a meaningful evaluation of the

project? Only asks relevant monitoring questions and avoids the collection of unnecessary data? Know how data will be analyzed, used and reported? Work within your budget and other resources? Identify the skills required to conduct the data collection and analysis? 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.

Expected

Results (Outcomes & Outputs)

Indicators and

Other Key Areas to

Monitor (with Baselines

& Indicative Targets)

M&E Event (with Data Collection

Methods)

Time or Schedule

and Frequenc

y

Responsibilities

Means of Verification

: Data

Source and

Type

Resources

Risks

Obtained from development plan and results framework.

From results framework. Indicators should also capture key priorities such as capamunicipal development and gender. In addition, other key areas needs to be monitored such as the risks identified in the planning stage as well as other key management needs.

How is data to be obtained? Example: through a survey, a review or stakeholder meeting, etc.

Level of detail that can be included would depend on the practical needs. This information can also be captured in the Project Monitoring Schedule Plan from Atlas.

Who is responsible for organizing the data collection and verifying data quality and source?

Systematic source and location where you would find the identified and necessary data such as a national institute, or DevInfo.

Estimate of resources required and committed for carrying out planned monitoring activities.

What are the risks and assumptions for carrying out the planned monitoring activities? How may these affect the planned monitoring events and quality of data?



ACKNOWLEDGEMENT

The CapDev-ELA Team of the Municipality of San Jose, Occidental Mindoro

ROMULO M. FESTIN ATTY. REY C. LADAGA

Chairmen

• NOEL N. GUERRERO • JOSEPH SALGADO • JOSEFINA VILLAMAR • JOSEFINA PANGILINAN •

• NORMA BALINGIT • MYRNA AURELIO • RICARTE AGUILAR • MA. LOURDES ABELEDA •

• OLIVIA SALGADO • ZENAIDA DELA CRUZ • PABLO I. ALVARO • MARIDEL RALLETA • ALICIA CAJAYON •

• EDGAR MASANGKAY • ENID ASUNCION, M.D. • INY LOURDES PEROY • PERLITA ESPERANZA •

• MILDRED CASTRONUEVO • PULE BACAY • JAIME BOONGALING • MICHELLE RIVERA • RONALD REYES •

• CORAZON SANTOS • ALEGRIA FIGUERROA • PCI FREDERICK ALLAN MONTELLANA • FELMA AGUILAN • Heads of Offices

• JOSE FRANCO MENDIOLA • NATHANIEL CRUZ • SANTIAGO JAVIER • PHILIP LIM •

• SENEN ZAPANTA, JR. • AUGUSTO ABELEDA • EMMANUEL AGUSTIN • JUNE PALMARES •

• DANILO CENTENO • JOVEN CRUZ • Members of the Sangguniang Bayan

• MARISSA SIMON • ARLET MACTAL • DON VINCENT BUSTO •

• LENETTE CALAYAG • JOSIELEE SECO •

Key Officers and Employees

• 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

NOEL N. GUERRERO • JOSEPH E. SALGADO • DON VINCENT B. BUSTO • ARLET D. MACTAL

CapDev-ELA Team SECRETARIAT

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.

cy 2013 2016 cap dev-ela of sanjoseoccmdo

Documents