Comprehensive development plan

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A presentation guide to develop a Comprehensive Development Plan. I created this guide and presented by our Heads to members of the City Development Council

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Comprehensive development plan

  1. 1. Introductory Course on Comprehensive Development Plan (CDP)CDPO E LM V A PANCHO F. VILLASISP E N City Planning & Development CoordinatorR L LGU – Bayawan CityE OH PE M Official website:N ES N www.bayawancity.gov.phI TVE
  2. 2. Transforming the Vision – Reality Gaps to Sectoral Goals GOALSCDP The translation of an organization’s vision into moreO E L concrete and measurable termsM V AP E N  Clearer statements of visions that specify the actualR L accomplishments that need to be achieved if the visionE O is to become a realityH PE M  the end toward which design or action tendsNS E N SECTORAL GOALSI T The desired end – results that are the same, orV derived from, the particular element of the visionE statement that pertains to a specific sector.
  3. 3. Importance of Goals in Planning Goals serve at least three (3) purposes in theCDP planning processO E LM V A As an end toward which all future actionsP E N specified in the plan are directedR LE O As a set of criteria for evaluating alternativeH P strategies and approachesE MN E  As a standard against which the success orS N failure of each action is measuredI TVE
  4. 4. Sources of Goals in Planning Universal concept of public interestCDP Public Health and SafetyO E LM V A  ConvenienceP E NR L  EconomyE O  Environmentally amenityH PE M The General Welfare GoalsN E Regional Physical Framework Plans (RPFP)S NI T National PoliciesVE Local Communities
  5. 5. General Welfare Goals as Alternative Vision Examples of Indicators for the General Welfare Goals C D P WELFARE GOAL GENERAL SUCCESS INDICATORSPresentation and enrichment of O E L a. Public library/museum and archivesculture b. Historical/heritage sites preserved M V A c. Local language and literature promoted P E NPromotion of Healthy and safety R L a. Health center in every barangay b. Well – Lighted streets E O c. Physical fitness exercises well attended H PEnhancement of people’s right to a a. Acceptable ratio of built form to open space E M b. Clean air monitoring and enforcement effectivebalanced ecology N E c. Treeparks and green belts in abundance S N I TEncouragement and support for Vappropriate self reliant technology E
  6. 6. General Welfare Goals as Alternative Vision Examples of Indicators for the General Welfare GoalsGENERAL WELFARE GOAL SUCCESS INDICATORS CDPEncourage L O E and Support for a. Technical/Vocational Schools establishedappropriate self-reliant b. Complete coverage/adequate supply of electric power M V A c. Indigenous property rights protectedtechnology P E NImprovement of public morals a. Properly located and regulated gaming and R L amusement activities E O b. Transparency in government transactions an H P established practice E MEnhancement of economic a. Modern communication systems in placeprosperity and social justice N E b. Banks and other financial institutions available c. Well distributed farm lands S NPromotion of full employment I T a. Optimally utilized farm lands b. Fisherfolk given territorial use rights in municipal V waters. E c. Availability of non-farm jobs
  7. 7. Vision – Reality Gap What is it?CDP Measure of the difference between the end stateO E L and the existing situationM V AP E N Procedure in vision – reality gap analysisR LE O 1. Review the sectoral descriptors and their withH P corresponding success indicators generated inE M connection with the formulation of the visionN E statement.S N  Check indicators for the completeness of coverageI TV  See that indicators are expressed in terms ofE maximum values or superlative degree
  8. 8. Vision – Reality Gap Procedure in vision – reality gap analysisCDP 2. Review the relevant characterization of each sector inO E L the Ecological Profile, LDI Matrix and other sourcesM V AP E N 2. If quantified values for both the success indicatorsR L and their equivalent indicators in the accomplished LIE O Matrix are available, simple subtract the currentH P reality values in the LDI Matrix from the successE M indicator values. The difference is the vision – realityN E gap.S NI TVE
  9. 9. Descriptor of Citizenry : HealthyCDP SUCCESS INDICATORS CURRENT REALITY GAPO E L 0% MalnutritionM V A 14% 14$ casesP E N Reduction ofR L morbidity andE O 2.5% 0.5% mortality cases byH P 60%E MN ES NI TVE
  10. 10. Descriptor of Citizenry : CleanCDP SUCCESS INDICATORS CURRENT REALITY GAPO E L Fresh water qualityM V A indicator complyingP E N 100% 0$ with nationalR L standardsE O 0% non –H P biodegradable waste 0.68% 0.68%E M per capitaN ES NI TVE
  11. 11. Transforming Goals to Action Heirarchy of Actions and Definition of TermsCDP 1. Policies – These are guide to actions to carry out theO E L objectives or achieve the targets. Policies can takeM V A the form of:P E N  Regulatory measures (legislation) orR L  Programs, projects, activities, andE O  ServicesH PE MN E 2. Regulatory MeasuresS N  resolutions or ordinances enacted by the Sanggunian orI T  executive and administrative orders issued by the Local ChiefV ExecutiveE
  12. 12. Transforming Goals to Action Heirarchy of Actions and Definition of TermsCDP 3. ProgramO E L  a cluster of projects  comprise the operational components of a long-term planM V AP E N Defines a particular clientele and their priority needs and breaks down the strategic decisions in a plan into differentR L components or projects which are tactical or short – term inE O natureH P 4. ProjectE M  a cluster of activitiesN E  specific but complex effort consuming of interrelatedS N activities performed by various functional units and specialistsI T  has a well-defined objectives, a definite schedule, and a set ofV budgetE  may cover a period of one (1) to three (3) years
  13. 13. Transforming Goals to Action Heirarchy of Actions and Definition of TermsCDP Programs and projects are the bases for determining the levelO E L of public investments needed to be appropriated for in the LGU’s annual budget.M V AP E NR L 5. ActivityE O  a cluster of tasks Ac  Very short–term effort performed by one or several membersH P of a project team or of an office or organizationE M  may last from one week to one year.N E Some activities must be completed before the project canS N move on; other activities can either be done simultaneously orI T lie in wait as other tasks go on.VE
  14. 14. Transforming Goals to Action Heirarchy of Actions and Definition of TermsCDP 6. TaskO E L  a purposive combination of psychomotor actions or motions leading to the accomplishment of an activity,M V A  may take a few minutes to a few months to completeP E NR L PLANE OH P PROGRAM PROGRAM PROGRAME M 1 2 3N E PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 PROJECT 5 PROJECT 6S NI TV ACTIVITY 1 ACTIVITY 2 ACTIVITY 3 ACTIVITY 4 ACTIVITY 5 ACTIVITY 6E
  15. 15. Transforming Goals to Action Heirarchy of Actions and Definition of TermsCDP 7. Services or “Non – Projects”O E LM V A  regular functions of a given office to be performed by the regular staff of that office using its existing facilities and budgetP E NR L  need not be included in the LDIP but are carried out throughE O the maintenance and other operating expenditures (MOOE) ofH P the relevant offices or departments.E MN E A service or “non – project”, however may be upgraded into aS N projectI TVE
  16. 16. Meaning of Projects and Non – Projects PROJECTS NON – PROJECTSCDP 1. Specific life cycle Continuous life from year to yearO E LM V A 2. Define start and completion No specific event tied to calendarP E N points with calendar dates dates other than fiscal yearR L budgetsE O 3. Can be abruptly terminated Assured of continuous functionH P if goals are not met; always even in a major reorganization M terminated when the project isE completedN E 4. Often unique; not done Usually involves performance ofS N before; not repeated when well – established functions andI T completed tasks are only slightly differentV from past efforts.E
  17. 17. Meaning of Projects and Non – Projects PROJECTS NON – PROJECTSCDP 5. Total efforts must be Maximum work is performedO E L completed within fixed budget within the annual budget ceilingM V A and scheduleP E N 6. Prediction of ultimate time Prediction of annual and cost is difficult expenditure is relatively simple.R LE O 7. Involves multi – disciplinary Involves one or a few inter - skills from different departments related skills and disciplinesH P or organizations which may within one well – defined stableE M change from one life cycle to organizationN E anotherS N 8. Rate and type of expenditure Relatively constant rate andI T constantly changing type of expenditureV 9. Basically dynamic in nature Basically steady state in natureE
  18. 18. Transforming Goals to Action Upgrading “Non – Projects” to ProjectsO E L Is there a definite output to Is time of the essence in Is the activity likely to be repeated in the next 3 be produced? producing the output? years?M V AP E N YES YES YES UPGRADER L YES YES YES UPGRADEE OH P CDP YES YES YES RETAINS AS REGULAR SERVICEE MN E Break down into activitiesS N Match with available office (MOOE)I TVE
  19. 19. Sources of Programs, Projects and Legislations Objective or Policy TreeCDP Educational Attainment raised Malnutrition reduced Access to safe water assured HHs, equipped with sanitary toiletsO E LM V AP E NR L ADEQUATE HH INCOMEE OH PE M Alternative livelihood Increased farm yield Better prices of produce services availableN ES NI T Post-harvest facilities put Irrigation system Competitive pricingV up constructed of traders Investors AttractedE
  20. 20. How to transform goals into action 1. Consolidate all policy options/interventionsCDP generated from the problem – solution findingO E L analyses using any or all of the following sources ofM V A new information or “Observed Conditions”P E NR L 2. Process the goal statements by weeding outE O duplications or combining goals that pertain to theH P same subjectE MN E 3. Prioritize the goal statements. Give higher priority toS N those that relate to or are supportive of the goalsI T generated under the Vision – Reality Gap Analysis.V This is to ensure that future policies and actionsE contribute to the realization of the vision.
  21. 21. How to transform goals into action 4. Sort the prioritized goals according to varyingCDP degrees of complexity, from the specific to theO E L general onesM V AP E N  A specific goals is one that suggests an explicitR L action and a clearly identifiable actor orE O responsibility center to carry out the action.H PE M Examples:N E  To enact an anti – jaywalking ordinanceS N  To vaccinate all infants less than one year oldI TV  To concrete – pave all streets in the PoblacionE
  22. 22. How to transform goals into action  General goals are multi – faceted and requireCDP the involvement of different sectors to carry outO E L the action they suggest.M V AP E NR L Examples:E O  To double the average income of farming households.H P  To make clean safe drinking water accessible to all ruralE M barangay householdsN ES N  To reduce vulnerability of urban residents to human – made disastersI TVE
  23. 23. How to transform goals into action 4. Clarify the simple goals under the followingCDP headings: projects, non – projects or services, andO E L legislation. Park these lists and proceed with the nextM V A activityP E NR L General goals need to be further analyzedE O and broken down into the moreH P manageable components so as to identifyE M the actions needed and the actors orN E responsibility centers to carry them out.S NI TVE
  24. 24. Structuring Solutions 1. Consider the general goals one at a time. Examine its variousCDP facets or various aspects of the problem the goal is intended resolve or reverseO E L 2. Formulate a strategy that addresses each facet of the goal/M V A problemP E N 3. Elaborate each strategy by identifying its program componentsR L each program its project and activity components.E O Examples: Consider the Goal:H PE M “To raise the level of income of farming households”N E  Explore the dimensions of the goal by looking into allS N possible sources of income of farming householdsI T Formulate strategies to enhance these sources and developV each strategy in terms of possible actions such as programs,E projects, services and regulatory measures.
  25. 25. Structuring Solutions GOAL Increased income ofCDP farming householdsO E LM V AP E NR L STRATEGIES Enhance farm – Tap non – farm based income income sourcesE OH PE MN E Alternative Improving prices of Diversification ofS N PROGRAMS Increasing farm yield farm produce agricultural products livelihood developmentI TVE
  26. 26. Structuring Solutions 4. Sift the PPAs and classify them into projects and non –CDP projects, and legislations. Combine the result with the results of the earlier sifting.O E LM V A 5. Process all needed legislations, separating those that areP E N within the Sanguniang Panlungsod (SP) to enact. The rest willR L be lobbied at higher levels, say provincial or national. Sift all theE O needed local legislations using the fishbone analysis. Consult the Sanguniang Panlungsod (SP) Secretary or, if available, theH P computerized legislative tracking system.E MN ES NI TVE
  27. 27. What is a Local Development Investment Program?  List of programs and projects that the LGU wants toCDP carry out. It should also contain a program forO E L planned financing or for using the investible portionM V A of the local budget to finance the implementation ofP E N those programs and projects. (Rationalized LocalR L Planning System)E OH P  A document that serves as the link between the planE M and the budget, thus putting into effect the directiveN E of the Local Government Code that says: “localS N budgets shall operationalize approved localI T development plans” (Sec. 305i, RA 7160)VE
  28. 28. What is “Local Development”? “Local Development” pertains to the mandates and responsibilitiesCDP of LGUs as defined in Sections 16 and 17 of the Local Development Code (RA 7160). The local developmentO E L component of the LDIP, therefore, consists of the following:M V AP E N  Projects that are in pursuance of the LGU’s exercise of itsR L powers and discharge of its duties and functions necessary forE O effective governance and essential for the promotion of the general welfare;H PE M  Projects that are in pursuance of functions traditionallyN E performed by national government agencies but which haveS N already been devolved to LGU’s; andI T  Projects that are necessary, appropriate or incidental to theV effective and efficient provision of the basic services andE facilities enumerated in Section 17 of RA 7160
  29. 29. Basic Concepts about the LDIP “INVESTMENT PROGRAM” is a program for utilizing theCDP investible portion of the local development fundO E L (LDF)M V A A portion goes into financing the cost ofP E N functions and services rendered by key officesR LE OH PE MN E Another portion of the LDF is used to financeS N Programs and projects in the AIPI TVE
  30. 30. What is “Investment Program”? “Local Development Fund” is that portion of the localCDP budget that is “plowed back” to the people in theO E L form of programs, projects and services. It consists ofM V A the following:P E NR L  20% of Internal Revenue Allotment (IRA)E OH P  Non – office maintenance and other operatingE M expensesN E  Non – office capital outlayS NI TVE
  31. 31. What comprises “Investment” in public finance?CDP  It is what remains after deducting all expensesO E L necessary to run government machinery, to satisfyM V A claims of creditors, and to comply with statutoryP E N reserves.R L  Investment in public finance does not have to beE O P savings first.HE M  Investment in the LGU budget is a regular outlay thatN E has to be funded whether or not excess overS N operations (savings) is realized.I TVE
  32. 32. Local Development Fund PERSONNEL SERVICES STATUTORY OBLIGATIONS Office MOOE Non - Office MOOECDP Non - Office CAPITAL OUTLAY Office CAPITAL OUTLAYO E LM V AP E NR LE OH PE MN ES NI TVE
  33. 33. Local Funds for Development Investment PERSONNEL SERVICES STATUTORY OBLIGATIONS Office MOOE Non - Office MOOECDP Non - Office CAPITAL OUTLAY Non - Office CAPITAL OUTLAY OfficeO E L MOOEM V A Office MOOEP E NR L Non - Office CAPITAL OUTLAYE O STATUTORYH P OBLIGATIONS Office CAPITALE M OUTLAYN ES NI T PERSONNELV SERVICESE
  34. 34. What is “Annual Investment Program”? For planning and investment programming purposes:CDP  The annual slice of the LDIP, referring to the indicative yearlyO E L expenditure requirements of the LGU’s programs, projects andM V A activities (PPAs) to be integrated into the annual budget.P E NR L For budgeting purposes:E O  The total resource requirements for the budget year, includingH P the detailed annual allocation of each PPA in the annual slice ofE M the LDIP and the regular operational budget items broken downN E into Personal Services, Maintenance and Other OperatingS N Expenses and Capital Outlay.I TVE
  35. 35. Local Development Investment Programming Pre – LDIP ActivitiesCDP  Distinguishing Projects from “Non – Projects” orO E LM V A Services and LegislationsP E N  Determining “Ownership”R LE O  Consolidating Redundant or Repetitive Programs andH P ProjectsE M  Classifying Programs and Projects by Level ofN E UrgencyS NI T  Preparation of Project Briefs for Projects Classified asV “Urgent”E
  36. 36. Pre – LDIP Activities (Sectoral Committee Level) 1. Sifting of Programs and ProjectsCDP PROJECTS NON – PROJECTSO E L 1. Specific life cycle Continuous life from year toM V A yearP E N 2. Definite start and completion No specific event tied toR L points with calendar dates calendar dates other than fiscalE O year budgetsH P 3. Can be abruptly terminated if Assured of continuous function M goals are not met; always even in a major reorganizationE terminated when the project isN E completedS N 4. Often unique; not done Usually involves performance ofI T before; not repeated when well – established functions andV completed. tasks are only slightly differentE from past efforts
  37. 37. Pre – LDIP Activities (Sectoral Committee Level) Sifting of Programs and ProjectsCDP PROJECTS NON – PROJECTSO E L 5. Total effort must be Maximum work is performedM V A completed within a fixed budget within the annual budget and schedule. ceiling.P E NR L 6. Prediction of ultimate time Prediction of annual and cost is difficult. expenditure is relatively simple.E O 7. Involves multi – disciplinary Involves one or a few inter –H P skills from different related skills and disciplinesE M departments or organizations within one well – defined stableN E which may change from one life organization.S N cycle to another.I T 8. Rate and type of expenditure Relatively constant rate andV constantly changing. type of expenditure.E 9. Basically dynamic in nature. Basically steady state in nature.
  38. 38. Upgrading “Non – Projects” to ProjectCDP Is there a definite output to Is time of the essence in Is the activity likely to beO E L be produced? producing the output? repeated in the next 3 years?M V A YES YES YES UPGRADEP E NR L YES YES NO UPGRADEEH O P CDP NO NO YES RETAINS AS REGULAR SERVICEE M Break down into activitiesN E Match with available officeS N (MOOE)I TVE
  39. 39. Pre – LDIP Activities (Sectoral Committee) 2. Identifying “Ownership” (Sec. 17, RA 7160)CDPO E L  National GovernmentM V A  Local GovernmentP E N  ProvincialR L  CityE O  MunicipalityH P  BarangayE MN E  Private Sector / Civil Society OrganizationsS NI TVE
  40. 40. Pre – LDIP Activities (Sectoral Committee Level) 2. Identifying “Ownership” (Sec. 17, RA 7160)CDP BARANGAYO E L  Distribution system for agricultural & fishery inputsM V A  Operation of agricultural & fishery produce collection & buyingP E N stationsR L  Maintenance of Barangay health and daycare centersE O  Services & facilities related to hygiene & sanitation, beautification & solid waste collectionH P  Administration & maintenance of Katarungang PambarangayE M  Maintenance of barangay roads, bridges & water supplyN E systemsS N  Multi – purpose hall, multi – purpose pavements, plaza, sportsI T center  Information & reading centersV  Satellite public market, where viableE
  41. 41. Pre – LDIP Activities (Sectoral Committee Level) 2. Identifying “Ownership” (Sec. 17, RA 7160)CDP CITY / MUNICIPALITYO E L  Dispersal of livelihood and poultry, fingerlings & other seedingM V A materials for agricultureP E N  Establishment & maintenance of seed farms for palay, corn &R L vegetables; medicinal plant gardens; seedling nurseries for fruitE O trees, coconuts & other tree crops; and demonstration farms;  Enforcement of standards for quality control of copra &H P improvement & development of local distributionE M channels, preferably through cooperatives;N E  Maintenance & operation of inter – barangay irrigation systems;S N  Implementation of water & soil resource utilization &I T conservation projects;  Enforcement of fishery laws in municipal waters, includingV conservation of mangroves;E
  42. 42. Pre – LDIP Activities (Sectoral Committee Level) 2. Identifying “Ownership” (Sec. 17, RA 7160)CDP CITY / MUNICIPALITYO E L  Implementation of community – based forestry projects;M V A  Implementation of programs & projects on primary healthP E N care, maternal & child care, & communicable & non –R L communicable disease control services;E O  Access to secondary and tertiary health services;  Purchase of medicines, medical supplies & equipment;H P  Programs & projects for the welfare of the youth &E M children, family & community, women, elderly & disabledN E  Community – based rehabilitation programs forS N vagrants, beggars, street children, scavengers, juvenileI T delinquents, and victims of drug abuse;  Livelihood & other pro – poor projectsV  Nutrition & family planning servicesE
  43. 43. Introductory Course on Comprehensive Development Plan (CDP)CDPO E LM V AP E NR LE OH PE MN ES NI TVE

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