Module-7_harmonized-clup-cdp_20140108.pdf

Module Subject:
Harmonized CLUP and CDP
Published by
Module
7

Imprint
Published by
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
Registered offices
Bonn and Eschborn, Germany
T +49 228 44 60-0 (Bonn)
T +49 61 96 79-0 (Eschborn)
Environment and Rural Development Program
Decentralization Program
2/F PDCP Bank Center Rufino cor. Leviste StreetsSalcedo Village, Makati City Philippines
T +63 2 892 9051
I: www.enrdph.org
Responsible
Dr. Walter Salzer
Environment and Rural Development Program
Program Director and Principal Advisor
E: walter.salzer@giz.de
Dr. Andreas Lange
Chief Adviser Local Governance
E: andreas.lange@giz.de
Dr. Walter Salzer
Source and Copyrights
© 2013 Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
Contributing Authors
Cecilia Astilla, Agnes Balota, Andrea Barcelona, Anselmo Cabrera, Filma Calalo, Corinne Canlas, Arce Chua, Lilian Dela
Vega, Erlinda Dolatre, Gino Garcia, Dr. Andreas Lange, Edlin Lumanog, Loreto Marinas, Elmer Mercado, Marifel T. Moyano,
Sarah Muniz, Dolores Nuevas, Ed Quitoriano, Jay-ar Ragub, Jerson Sala, Ma. Calpiza Sardua
Thomas Hänert
Copyright on Photos
The photos in this publication are owned by GIZ unless otherwise indicated on the photo.
Maps
The geographical maps are for information purposes only and do not constitute recognition under international law of bound-
aries and territories. GIZ does not guarantee in any way the current status, accuracy or completeness of the maps. All liability
for any loss or damage arising directly or indirectly from their use is excluded.
Printed and distributed by
Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ) GmbH
Place and date of publication
Manila, Philippines
May 2013
As a federally owned enterprise, we support the German Government in achieving its objectives in
the field of international cooperation for sustainable development.
Items from named contributors do not necessarily reflect the views of the publisher.

Module Subject:

Module Contents
Module 7 Harmonized CLUP and CDP
PAGE
7.1
Module Overview
Objectives
Duration
Scope and Coverage
Training Methods
Resources Needed
References
Activity Flow
Vision Setting
7.7
Session Overview
Objectives
Content and Activity Plan
Situational Analysis
7.22
Session Overview
Objectives
Data Management in the CLUP and CDP
7.31
Session Overview
Objectives
Lecture Points
7.1 Vision Setting
7.2 Situational Analysis
7.3 Data Management in the CLUP and CDP
Exercises
7.1.1 Vision Statement, Descriptors, Success Indicators
7.1.2 Identifying Development Indicators
7.2 Problem Analysis
7.1
7.2
7.3

7.1
Boxes
7.1.1 Illustrative example of a vision statement incorporating
climate change concerns
7.1.2 General goals of the Regional Physical Framework Plan
7.1.3 Characteristics of a good vision statement
7.1.4 Matrix of vision elements with example of descriptors
7.1.5 Example of vision elements and descriptors
7.1.6 Example of successful indicators for General Welfare Goals
7.1.7 Matrix showing Vision Statement and Situational Analysis with
CCA-DRRM lens
7.2.1 Why use secondary sources
7.2.2 Why use PRA tools
7.2.3 Why use Participatory Mapping
7.2.4 Comparison and contrast between CLUP and CDP
7.3 Distinguishing characteristics between CLUP and CDP

7.1
MODULE GUIDE Module 7
OVERVIEW
The preparation of the Comprehensive Land Use Plan (CLUP) and the
Comprehensive Development Plan (CDP) is imperative as these two local plans are
mandated to be formulated and/or updated. Current decentralization processes
emphasize holistic development planning and decision making at all levels of
government. Ideally, local planning at the provincial level involves the integration of
both the physical framework and the development plan in one document; while at
the city and municipal level, it focuses on the preparation of the LGU’s multi-sectoral
(or comprehensive) development plan (CDP), which springs from a process that, at a
certain point also yields a comprehensive land use plan (CLUP).
Using JMC 001 s. 2009 as backdrop, Module 7 deals with harmonizing the procedures in
the CLUP and the CDP preparation and how data from these major plans fit
together. The need to harmonize the CLUP and the CDP is in keeping with the
harmonization and rationalization efforts among national government agencies to
address a simplified planning process for LGUs.
Harmonization of planning processes and activities should enhance good working
relationships, lead to better consultation among stakeholders, sharing of resources
and expertise, rational use of community time and ultimately lead to better co-
ordinated plans and ownership of interventions that will enhance service delivery and
sustainability at all levels of government.
OBJECTIVES
.
At the end of the module, the participants are able to:
1. Identify major converging steps and processes in the preparation of the
CLUP and CDP;
2. Identify tools and methods to arrive at a harmonized data sets for the
CLUP and CDP;
3. Identify data and information as well as their sources relevant/useful
in the preparation of both the CLUP and CDP.

7.2
DURATION
Three (3) days
SCOPE & COVERAGE
Session 7.1 – Vision Setting
Session 7.2 – Situational Analysis (Focus on Sectoral Studies)
Session 7.3 – Data Management in the CLUP and CDP
TRAINING METHODS
 Lecturette with visual support
 Plenary and small group discussions
 Workshop group activities
 Use of videos, games and structured learning exercises
RESOURCES NEEDED
 Manila papers, metacards of various shapes and colors, bond papers, flip chart,
marker pens, masking or transparent tape, tack/push pins
 White and/or pin boards
 Laptop/desktop computer, LCD projector and screen, VCD or DVD player
 Internet/web connection
 Handouts and photocopies of printed materials and documents
REFERENCES
DILG. 2005. Rationalized Local Planning System of the Philippines. Manila, Philippines:
Bureau of Local Government Development, Department of the Interior and Local
Government.
DILG. 2008. Guide to the Preparation of the Comprehensive Development Plan.
Manila, Philippines: Bureau of Local Government Development,
Department of the Interior and Local Government.
GTZ. 2010. Facilitator’s Guide to Participatory Land Use and Development
Planning. Environment and Rural Development (EnRD) Program and
Decentralization Program.
GTZ-DP. 2009. Process documentation report on the practical harmonization of the
CLUP and CDP preparation held on 23-25 November at the SEAMEO- INNOTECH,
Quezon City.

7.3
GTZ-DP. 2010. Process documentation report on the first roundtable discussion on the
CLUP and CDP harmonization held on 16 and 17 February at Parklane Hotel, Cebu
City.
GTZ-DP. 2010. Process documentation report on the second roundtable discussion on
the CLUP and CDP harmonization held on 15 and 16 June at Richmonde Hotel,
Pasig City.
GTZ-DP. 2010. Process documentation report on JMC 001 s. 2009 workshop on joint
CLUP-CDP preparation: Detailing joint vision setting and situational analysis for
the CENECCPRD Alliance LGUs held on 4-6 August at L’Fisher Chalet Hotel,
Bacolod City.
HLURB. 2006. CLUP Guidebook: Volume 1. A Guide to Comprehensive Land
Use Plan Preparation
JMC 001 s. 2009. Guidelines on the harmonization of the CLUP and the CDP
preparation.
TRAINING FLOW
DAY 1
AM Session Arrival and Registration
Opening Program
Introduction
Objectives and Expectation Setting
Overview of the Day’s Activities
Session 7.0: Module Overview
Lunch Break
PM Session Session 7.1: Vision Setting
Break
Workshop; Exercise
Break
Plenary Presentation
Wrap up
DAY 2
AM Session Recap of the Previous Day
Session 7.2: Situational Analysis
Break
Workshop; Exercise
Lunch Break
PM Session Session 7.3: Data Management in the CLUP-CDP
Workshop; Exercise
Plenary Presentation
Wrap Up and Closing

7.4
LECTURE POINTS:
Module 7
Major convergence points in the preparation of the
CLUP and the CDP in terms of the vision statement:
“There should only be one vision statement for both the CLUP and the CDP.
It is highly desirable that the visioning exercise be done during the CLUP
preparation stage.”
“The vision statement for the locality should incorporate, directly or
indirectly the generic goals of physical planning I the country as embodied
in higher level plans.”
The Integrated CLUP and CDP Process Flow and
Responsibility Centers1
 The preparation of the CLUP and the CDP shall be harmonized by dividing the
process into four modules. The sequence for conducting activities under Modules I
and II may be interchangeable, some of which can even be undertaken
simultaneously.
 Module I is the formulation of new or revalidated/revised vision statement and
goals.
Outputs:
 Vision statement
 Vision elements and their respective descriptors and success indicators
 Vision reality gaps (VRG) transformed into goals
Responsibility Centers:
 Stakeholders
 Political and technical components
 Module II is the generation of the planning database consisting of statistics and
maps and application of certain analytical tools and techniques to derive various
indicators of development or underdevelopment, of problems and constraints as
well as opportunities and challenges for development.
Outputs:
 Updated ecological profile
1 JMC 001 s. 2009.

7.5
 Local Development Indicators (LDI) system
 Situational Analysis (SA) e.g., demographic, land use, sectoral studies,
Problem-Solution Matrix (PSM), Goal-Achievement Matrix (GAM), etc.
 Technical component
 NGAs
 Module III is the formulation of the city/municipal CLUP to include the following
activities:
 Generation of alternative spatial strategies
 Formulation of policies on land and water uses
 Formulation of the Land Use Plan, Zoning Ordinance
Outputs:
 Draft City/Municipal Comprehensive Land Use Plan
 Proposed land use maps
 Draft Zoning Ordinance and Zoning Map
 Sanggunian
 NGAs
 Module IV is the preparation of the Multi-Year City/Municipal Comprehensive
Development Plan and its main implementation instrument – the LDIP. Activities
include:
 Formulation sectoral objectives and targets
 Prioritizing sectoral programs, projects, activities
 Local Development Investment Programming
 Identifying new legislations needed to carry out the sectoral plan.
Outputs:
 Multi-year sectoral development plans
 Multi-year LDIP
 Annual Investment Programs (AIP)
 Suggested legislative measures

7.6
Fig. 7.1. CLUP-CDP process flow.
(SOURCE: DILG 2009 on the Enhanced CDP Preparation).

7.7
SESSION GUIDE:
Module 7 Session 7.1
Vision Setting
OVERVIEW
Visioning is a consensus building technique. To do visioning within a development planning
process means bringing the community together as people and recognizing their shared
values and purposes, articulating them in a shared vision of their community. A visioning
exercise creates a sense of ownership in community residents to the extent that they want
to see their vision come in fruition over a period of years. This is the focus of Session 7.1.
OBJECTIVES
At the end of the session, the participants are able to:
1. Understand and appreciate the importance of having a common vision as one of
the major converging points in harmonizing the CLUP and the CDP preparation;
2. Formulate an acceptable and adoptable vision statement congruent with higher
level vision using appropriate tools and techniques.
CONTENT AND ACTIVITY
PLAN
1. Preliminary Activity. Distribute copies of the Guidelines on the harmonization of
the CLUP and the CDP preparation (JMC 001 2. 2009) so that participants are given
ample time to go over the document.
2. Introduction to the topic.
 Guided by the JMC 2009 document, review the major convergence points in
the preparation of the CLUP and the CDP particularly in terms of the vision
statement.
 Discuss the Integrated CLUP and CDP Process Flow and Responsibility Centers
as well as the Simplified Planning Process.
3. Lecturette on Vision Setting – See Lecture Points 7.1
4. Topics for Discussion:
 What is a vision?
 Components of a good vision
 Steps in formulating a good vision statement
 The Local Development Indicators System (LDIS)
 Use of the LDIS in data analysis
 Generating information from maps

7.8
 The Vision-Reality Gap (VRG) Transforming
the VRG to sectoral goals Importance of
goals in planning
5. Workshop/Exercises. Vision statement, descriptors and success indicators.
The objectives of this exercise is for participants to 1) revisit/review the LGU’s
[existing] vision statement; 2) analyze the LGU’s [existing] vision statement and
re/formulate the same in light of the characteristics of a good vision statement as
well as the absence/presence of the critical elements.
6. Wrap-up and Synthesis

7.9
LECTURE POINTS:
Setting the Vision
What is vision? A vision is a desired state or scenario of the LGU
and its people. It is the stakeholders’ shared
image of the LGU’s future. It describes what the
LGU wants to become or where it wants to go;
it serves as an inspiration and a guide to
action; it keeps the LGU in its course despite
changing demands of constituents and shifting
political and economic forces. It answers the
question: How do you see your LGU in the future?
Box 7.1.1 - Illustrative example of a vision statement incorporating climate change
concerns:
Vision vs. goal The terms “vision” and “goal” carry no
substantial difference as both pertain to the
future. They differ only in form. A vision
describes an end- state scenario as though it were
already attained. Hence, it is often stated in the
present tense or past participle. A goal, on the
other hand, also specifies a desired future state
but does not assume that it is already
attained. Hence, a goal is normally stated in the
form of an infinitive. Goal statements can be
transformed into a vision statement as in the
example below.

7.10
Box 7.1.2: - General goals of the Regional Physical Framework Plan.
 To achieve a rational distribution of the region’s population
 To ensure access to economic opportunities and social services
 To obtain optimum utilization of natural resources
 To preserve and maintain the integrity of the environment
When transformed into a vision statement:
“A place where the population are distributed rationally and have
access to economic opportunities and social services, where the
resources are optimally utilized, and where the integrity of the
environment is preserved and maintained.”
Why is it important
for LGUs to have a
vision?
An end toward which all future
actions specified in the plan are
directed;
Criteria for evaluating alternative strategies,
approaches and policies; and
Standard against which success of each
action is measured.
What is a good
vision for an LGU?
Two major components to
reflect LGU dual function as
apolitical subdivision
A good LGU vision should not deviate from, but
rather, be a local variation of the very
aspiration of the national government that
LGUs, as political and territorial subdivisions,
attain their fullest development as self- reliant
communities and become effective partners
in the attainment of national goals (Sec. 2, a.
RA 7160)
1. Desired role of the LGU or the best
contribution it can make to the development
of the nation. This “outward-looking”
component:
identifies the wider region to which the
LGU relates or makes a unique or
substantial contribution; and
defines the desired LGU’s role or roles
the LGU will play in that
region both at present and in the future.

7.11
2. Desired state of the LGU as an environment
for its inhabitants to live in and where they
can make a living. This “inward-looking”
component defines the desired conditions of
the following reflecting CCA-DRRM lens:
Local population (social sector) including
resiliency to risks to impacts of CCA/DRRM
or, particularizing the vulnerable
population to these;
Local economy (economic sector) same
greening the economy
Natural environment (environment sector)
bearing measures for CCA-DRR
Built form (infrastructure sector)
Local leadership/ governance (institutional
sector)
Box 7.1.3: Characteristics of a good vision statement.
 Achievable. Though a vision is ambitious, it certainly must be achievable or well-
grounded on reality.
 Inspiring. It should encourage commitment and inspire enthusiasm. It should be
powerful and compelling so that the people concerned can relate to it and work
hard to achieve it. It should be a driving force even at trying times. It should
capture the imagination, engage the spirit and inspire performance.
 Easily understood. It should be well articulated using simple language.
 Distinctive. It should build on the distinct character or unique role of the LGU,
i.e., Marikina City as a river city should highlight in its vision its river resource.
 Complementarity. Neighboring LGUs should have complementary not competing
visions, i.e., municipalities along the same zone do not all have to serve as ports.
When is a vision
developed
A vision must cover a fairly long time horizon.
Therefore, the proper occasion for drafting one
is in connection with the preparation of the
Comprehensive Land Use Plan (CLUP). The CDP
and other short – term plans must NOT have
another vision statement. Short-term plans
should simply adopt the vision in the CLUP
and must contribute towards its eventual
realization.
But if the vision is crafted during the CDP
preparation process, the Synchronized Local
Planning and Budgeting Calendar suggests that
the LGU vision may be formulated or re-visited
within the month of July during an election year.

7.12
How a vision is
developed
There is no hard and fast rule in determining the
process for developing a vision statement. It may
be done through one or a combination of the
following:
a. household survey
b. barangay consultations,
c. seminar-workshops, and
d. interviews
If the city or municipality is crafting its vision for
the first time, a series of workshops or focus
group discussion involving various stakeholders
representing the different development sectors
and sub-sectors (social, economic, infrastructure,
environment and institutional), and as many
1. Begin by explaining the meaning, importance
and the characteristics of a good LGU Vision.
2. Elicit from the participants ideas on what they
would like their city or municipality to be say,
12 to 30 years from now by posing trigger
questions, such as the following:
To capture the “outward – looking”
component of the vision – What role do you
like your city/ municipality to perform in
relation to the “outside world”, i.e., the
province, the region and/or the country in
general?
3. Assign to sectoral committees each of the
elements which correspond to the five
development sectors.
4. Then, ask the participants to characterize the
following “elements” of a vision by using
“descriptors” or adjectives to describe the
desired:
 Qualities of the people as individuals
 Qualities of the people as society
 Nature of the local economy
 State of the natural environment
 Condition of the built environment
 Capacity and qualities of the local
leadership

7.13
To capture the “inward – looking” component
of the vision –
- What do you want your people to be? What
are your aspirations as a people? (Social
Sector)
- What do you desire to be the state of your
local economy? (Economic Sector)
- What do you dream to be the condition of
your city’s/municipality’s natural and built
environment? (Environment and
Natural Resources and Infrastructure
Sectors)
What do you desire from your local
government? (Institutional Sector)
5. Match the descriptors with the vision
elements, as shown in the example
below:
Box 7.1.4 – Matrix of vision elements with examples of descriptors.
ELEMENTS DESCRIPTORS
(examples)
Natural environment Scenic, ecologically balanced, etc.
Local economy Self-reliant, diversified, etc.
People as society Empowered, vigilant, etc.
People as individuals Disciplined, honest, law-abiding, etc.
Local leadership Transparent, responsible, firm, etc.
Built environment Orderly, clean, vibrant, etc.
Assign success indicators corresponding to each
descriptor of the vision elements. The success
indicators are the desired end-state scenarios about
the development of each sector and sub-sector.
Sample vision elements and descriptors is shown
below:

7.14
Box 7.1.5 – Example of vision elements and descriptors.
VISION ELEMENTS DESCRIPTORS
People as society and as individuals God-loving, well-informed, healthy, self-
reliant, empowered, vigilant
Local economy Competitive, diversified, environment-friendly
State of the natural environment Clean, safe, restored
Condition of built environment Balanced, planned, attractive
Capacity and quality of the local
leadership/governance
Firm, decent, progressive
Collate the outputs of the different workshop or
brainstorming groups and endorse to a style
committee which will put the vision statement in
its final draft form. From the sectoral committee
outputs, only the descriptors are collated to be
incorporated into the vision statement. To make
the final vision statement easier to read the
style committee may reduce the number of
descriptors further to one or two or else select
a word that encompasses the meaning of all
the descriptors generated by a particular sector.
The success indicators are saved for use in the
vision-reality gap analysis
Examples of success indicators for the general
welfare goals:

7.15
Box 7.1.6 – Example of success indicators for general welfare goals.
GENERAL WELFARE GOAL SUCCESS INDICATORS
1. Preservation and enrichment of
culture
1.1. Public library/museum and archives well
maintained
1.2. Historical/heritage sites preserved
1.3. Adequate school facilities for pre-school,
elementary and high school levels per
municipality
1.4. Public parks well patronized by the
community
1.5. Local language and literature promoted
1.6. Local festivals observed
1.7. Citizens illiterate in at least one
language other than their native tongue
1.8. Local and foreign tourism vigorously
promoted
2. Promotion of health and safety 2.1. Health center in every barangay
2.2. RHU/puericulture center/general hospital in
every municipality
2.3. Pedestrian sidewalks/crossings or traffic
signals provided in busy streets
2.4. Well-lighted streets
2.5. Drugstores or pharmacies in every
barangay
2.6. Fire station and fire-fighting equipment in
every municipality
2.7. Flood control and drainage structures
functional
2.8. Widest possible coverage of Level III
water supply
2.9. Facilities to rehabilitate the mentally ill
and drug users available
2.10. Health insurance coverage for all
2.11. Institutional capability to respond to
disasters
2.12. No users/pushers of dangerous drugs
2.13. Physical fitness exercises well
attended
2.14. Low incidence of mental illness
3. Enhancement of people’s right to a
balanced ecology
3.1. Acceptable ratio of built form to open
space
3.2. Clean air monitoring and enforcement
effective
3.3. Plenty of greeneries in public and private
places
3.4. Acceptable waste management systems
(liquid and solid) in place
3.5. Wildlife preservation areas well protected
3.6. Tree parks and green belts in abundance
3.7. Built up spaces not completely
impervious

7.16
4. Encouragement and support for
appropriate self-reliant technology
4.1. Technical/vocational schools established
4.2. Complete coverage/adequate supply of
electric power
4.3. Technology research and dissemination
program for the use of indigenous
resources and the reuse of recovered
waste materials consistently pursued
4.4. Research and development programs for
new products and processes
4.5. Indigenous property rights protected
4.6. Native ingenuity recognized
4.7. Regulated use of biotechnology
5. Improvement of public morals 5.1. Churches and other religious
organizations actively involved in
community affairs
5.2. Community reading centers well
equipped and widely used
5.3. Freedom parts available
5.4. Bulletins/billboards in public places
5.5. Properly located and regulated gaming
and amusement activities
5.6. Transparency in government transactions an
established practice
5.7. Venues for airing complaints and
grievances available
5.8. Public awareness of safe sex at a higher
level

7.17
6. Enhancement of economic prosperity
and social justice
6.1. Adequate infrastructure support for
production activities
a. Irrigation systems
b. Farm-to-market roads
c. Commercial/industrial zones d.
Agricultural supply stores
6.2. Adequate infrastructure support for
distribution/consumption
a. Grain drying
b. Agricultural products processing
plants
c. Public markets
6.3. Modern communication systems in place
6.4. Banks and other financial institutions
available
6.5. Well distributed farm lands
6.6. Cooperativism widely accepted
6.7. Rural industries proliferate
6.8. Reduced insurgency and labor militancy
6.9. Increased number of small entrepreneurs
6.10. Increase local government revenues
and receipt
6.11. Full participation of the poor, the
underprivileged, the homeless and landless
citizens in opportunities to better their lives
and livelihood
7. Promotion of full employment 7.1. Optimally utilized farm lands
7.2. Fisherfolk given territorial use rights in
municipal waters
7.3. Availability of non-farm jobs
7.4. Support facilities for informal businesses
and small enterprises provided
7.5. Opportunities for self-employment
assured
7.6. Investment information and job placement
services available
8. Maintenance of peace and order 8.1. Adequate facilities for police services
8.2. Well appointed courts
8.3. Well maintained jails and detention cells
8.4. Facilities to prevent drug abuse
available
8.5. Rehabilitation centers for vagrants,
beggars, street children, juvenile
delinquents and victims of drug abuse
available
8.6. Legal assistance to paupers offered
8.7. Sports promotion and development
consistently pursued

7.18
9. Preservation of comfort and
convenience
9.1. Well provided access facilities for the
handicapped and elderly in public
places and buildings
9.2. Clean functional public latrines
9.3. Public toilets well maintained
9.4. One-stop shops provided
9.5. Modern telecommunication systems
available and accessible

7.19
Box 7.1.7 – Matrix showing Vision Setting and Situational Analysis with CCA-DRRM
lens.

7.20
EXERCISE:
Module 7 Session 7.1.1
Vision Statement, Descriptors and Success Indicators
Objective/s:
The activity aimed to:
 Revisit/review the LGU’s [existing] vision statement;
 Analyze the LGU’s [existing] vision statement and re/formulate the same in
light of the characteristics of a good vision statement as well as the
absence/presence of the critical elements.
Procedure:
To guide the participants, a lecture presentation on visioning as basis for goal formulation
is made. Contents of the lecturette include defining what a vision is, the components of a
good vision, steps in the formulation of a good vision statement, as well as how to assign
success indicators for each element identified. Participants are then asked to identify the
descriptors and success indicators that will address how the vision of the LGU can be
achieved. To do this, the following matrix may be used to guide the participants in
working on the exercise.
VISION ELEMENTS DESCRIPTORS SUCCESS INDICATORS

7.21
EXERCISE:
Module 7 Session 7.1.2
Identifying Development Indicators
Objective/s: This exercise aims to enable the participants to identify appropriate
indicators for the various sectors.
Procedure:
A presentation on the Local Development Indicators System (LDIS) is provided, the
contents of which include: definition of indicators, types of indicators, thematic and
systems approaches to developing indicators specifically policy-related, the use of the
Local Development Indicator System (LDIS) as an analytical tool for planning, as well as
the use of the LGPMS and the CBMS for data analysis.
Participants are grouped into five sectors. Using the matrix as shown below, their task is
to identify a minimum of three indicators on the following sample sectors and stated
conditions:
 Social sector: Enlightened citizenry
 Economic sector: Diversified economy
 Natural Environment: Clean environment
 Infrastructure: Adequate infrastructure
 Institutional: Transparent governance
Sector Descriptor Indicator
Planning
Area
Larger
Spatial
Unit
Smaller Spatial Unit
Brgy Brgy Brgy Brgy Brgy
An explanation of each column is as follows:
- Sector - indicate the sector (e.g., social, economic, etc.)
- Descriptor – indicate the stated conditions (e.g., enlightened citizenry,
etc.)
- Indicator/s – minimum of three indicators for each sector
- Planning area – municipal level; indicate a hypothetical LGU if data to
which the indicator can be based is lacking)
- Large Spatial Unit – province level
- Smaller Spatial Unit – barangay level
If possible, a time frame (e.g., 2013) should be indicated. Based on the information
provided, the data are then analyzed.

7.22
SESSION GUIDE:
OVERVIEW
Situational Analysis (SA) is the analysis of the many interacting factors such as socio-
economic, demographic, physical, political, cultural and institutional affecting a locality
and its people. Similarly, an SA attempts to identify a locality’s strengths, weaknesses,
threats and opportunities (SWOT). SA reviews past and present conditions of an area and
asks the question: “How are we doing? Are the various conditions occurring in the locality
desirable or not? What factors contributed to the undesirable factors?”
OBJECTIVES
1. Understand and appreciate the importance of having a common database and
analysis of planning environment as major converging areas for both the CLUP
and CDP;
2. Identify, gather and/or update, organize and interpret properly data and
information relevant to the analysis of the existing socio-economic, physical,
and environmental characteristics of the LGU using a common framework for
CLUP and CDP;
3. Use a variety of tools and techniques to derive local development indicators.
PLAN
1. Lecturette on Situational Analysis – See Lecture Points 7.3
2. Topics for Discussion:
 The 12-step process to comprehensive land use planning
 Analyzing the situation
 What is a good situational analysis
 Data collection methods
Data collection analysis
Steps in situational analysis
Map preparation
 Conduct of sectoral studies and analysis
 Prioritizing problem situations

7.23
3. Exercise: Problem Analysis by Sector - The purpose of this exercise is to allow
participants to analyze their respective localities by sector.

7.24
LECTURE POINTS:
What is a good
Situational Analysis?
 Able to capture a comprehensive and correct
view of the situation.
 Based on adequate, timely, relevant and
reliable data and information.
How is data
generated in SA?
In the use of SIMPLE, data can be generated
through a number of ways:
 Review of secondary sources
 Use of PRA
 Participatory mapping
Review of Secondary
Sources of Data and
Information
Data and information about the barangay that are
lacking or not available may be sourced from any
of the following:
• Updated Community-Based Monitoring
Survey (CBMS) data
• Barangay Health Workers’ Monitoring
Sheet
• The Municipal/City Planning and
Development Office and other LGU
offices and departments as well as line
agencies
NGOs and community-based organizations could also
provide relevant and, more often, updated
information.
Other data generated by national agencies and
other organizations are also rich sources of useful
data for planning such as:
• Results of Millennium Development Goals
(MDG) surveys
• Minimum Basic Needs Survey
• Local Governance Performance
Management System (LGPMS)

7.25
BOX 7.2.1. - Why use secondary sources?
Using secondary sources enables the Planning Team to:
 build an initial picture of the profile of a site;
 cross-check and compare information from the assessment process with other sources of
information;
 use information that they would not otherwise have the resources to collect;
 compile information which will help in understanding problems.
Use of Participatory Rapid
Appraisal (PRA) techniques
If data needed are not available using secondary
sources, these may be generated using PRA tools.
While secondary data generated for the planning
activities are mostly quantitative, it is also
essential that the community is understood from
the perspective of the diverse community
constituents themselves. The use of participatory
tools and methods is integral to land use and
development planning.
A range of participatory tools that encourage the
participation of community members in discussions
are available. These tools use drawing and other
visual techniques to stimulate and facilitate
discussion among the members in order to learn
more about their concerns and needs and for them
to develop responses to identified problems.
BOX 7.2.2 - Why use PRA tools?
PRA tools are useful because:
 They can help people to overcome their fear of talking in groups.
 Participants in the group discussion are in control and do the drawing themselves.
This enables the participants to share their own views with each other, and not just with
the outside facilitator.
 They are fun to use, and offer a non-threatening way of sharing people’s ideas and
discussing sensitive issues.
 They provide a visual aid for, and record of, discussion of issues that can be complicated
and sensitive.
 They help to involve a number of people at once, stimulating discussion and highlighting
differences and commonalities.
 Careful sequencing of tools can help group members to analyze problems and discuss
responses to them.

7.26
Use of Participatory
Mapping techniques
Of all the participatory development methods that
have been adopted, adapted and applied in a
development context, it is “participatory mapping
that has been the most widespread” (Chambers,
2006, p.1).
Participatory mapping is a map-making process that
attempts to make visible the association between
land and local communities by using the commonly
understood and recognized language of cartography.
BOX 7.2.3- Why use participatory mapping?
PRA tools are useful because:
 To help communities articulate and communicate spatial knowledge to external agencies
 To allow communities to record and archive local knowledge
 To assist communities in land-use planning and resource management
 To enable communities to advocate for change
 To increase the capacity within communities
 To address resource-related conflict
Data Analysis  Temporal dimension – shows comparison
between past and present data to describe
changes over time.
 Spatial dimension – seeks to compare
different areas (e.g., LGUs with other LGUs
in the province or region)

7.27
Box 7.2.4 – Comparison and contrast between CLUP and CDP preparations.
CLUP CDP
The Sectoral Studies cover the following:
Demography
Social
Economic
infrastructure
Ecological Profile (EP) covers the
following key elements:
1. Population and demographic profile
2. Social sector
3. Local economy
4. Infrastructure sector
5. Environment sector
6. Institutional sector
Population and demographic profile Population and demographic profile
Population composition Population
Sex composition
Age composition
Population distribution Age-sex distribution
Population density
Population distribution and clustering
Population distribution and
urbanization
Population change Population projections
Migration patterns
Population Growth Rate
Other population descriptions Mother tongue
Marital status
Persons with disabilities
Core indicators

7.28
Social Sector Social Sector
Education Social characteristics of the area
population
Health
Housing Overall quality of life in terms of:
- Morbidity rates
- Mortality
- Infant Mortality
- Maternal Mortality
- Mortality Rate
- Malnutrition
- Literacy rate
Income/poverty line as a measure of
well-being
Availability and access to social services
Social justice
Social welfare services
Protective services
Sports and recreation
Economic Sector Local Economy
Agriculture Development of self-reliant scientific and
technological capabilities
Enhancement of economic prosperity
Promotion of full employment Food
self-sufficiency or security Size of
each sector of the economy
Level of urbanization using employment
as a measuring unit
Structural shift in the local economy
Commerce and trade
Industry
Tourism
Infrastructure Sector Infrastructure Sector
Transportation Infrastructure support for:
- Preferred spatial strategy or urban
form
- Eliminating current backlogs in the
provision of social services
- Upgrading the quality of services and
facilities to desired standards.
Another dimension of
- shortfalls is the standard of quality of
existing services and facilities
- Reducing vulnerability of the local
population to environmental risks and
disasters.
- Maintaining the integrity of the
environment.
Power
Water
Information and Communications
Technology

7.29
Institutional Sector
 Organizational structure and functions
of the LDC
 Functions of the LPDO
 Organizational structure and staffing of
the LPDO
 LPDO’s relationships the fiscal
management capability of the LGU
 Development orientation of the
Sanggunian
Non-government sector participation
Inter-government relations
Environmental Sector
Implementation and enforcement of
national policies and laws
Measures that safeguard and conserve
land, minerals, marine, forest and other
resources

7.30
EXERCISE:
Problem Analysis
Objective/s:
The activity aimed to enable the participants to analyze their locality by sector.
Procedure:
A lecture on Sectoral Studies is presented in the Plenary Session. This covers steps
in Situational Analysis, characteristics of good situational analysis, use of various tools and
techniques for data collection and analysis, preparation of land use study, and preparation
of the different sectoral studies.
Using the following Integrated Sector Analysis matrix, participants are asked to
analyze their locality in terms of a specific sector (e.g., economic, etc.) and sub-sector
(e.g., tourism, etc.) making sure no two sub-sectors are the same. They need to explain
their observations, indicate the possible implications of actions aimed to resolve the
problems and lastly, indicate the policy options. Participants are to build on what they
have produced in the earlier exercises. Below the matrix will be the analysis.
Participants are also asked to go over the tools and the methodologies that their LGUs
have adapted.
OBSERVED
CONDITIONS (+ or -)/
TECHNICAL FINDINGS/
OBSERVATIONS
EXPLANATION/
CAUSES
IMPLICATIONS/EFFECTS
WHEN RESOLVED
POLICY OPTIONS/
INTERVENTIONS

7.31
SESSION GUIDE:
Data Management in the CLUP and CDP
OVERVIEW
Data management is an overarching term that refers to all aspects of creating, storing,
delivering, maintaining and retrieving data with the goal of valuing data as an asset.
Session 7.3 deals with data management in the CLUP and CDP.
OBJECTIVES
1. List down data and information that are common to both CLUP and CDP; and
2. Identify sources of these data and information.
PLAN
1. Lecturette on Data Management

7.32
LECTURE POINTS:
Data Management
Box 7.3 - Distinguishing between CDP and CLUP contents:
CDP (DILG) CLUP (HLURB)
PRELIMINARY PAGES
Resolution adopting the CDP
Foreword
Acknowledgement
Table of Contents
List of Tables
List of Figures
List of Boxes
RESOLUTION adopting the CLUP and enacting
the ZO
FOREWORD
Acknowledgement
Table of Contents
List of Maps
List of Figures
List of Tables
QUICK FACTS/BRIEF PROFILE
Brief Historical
Background
Geo-physical
Characteristics
Population and Demographic Profile
Social Services
Economy
Infrastructure
Environment
Institutional Machinery
Brief History
Human Resource
Population
Physical Features
Geographic location
Physical/Infrastructure Resources
Transportation Network
Social Services
The Economic Structure
Existing Land Use and Land Use Trends
Comparative/Competitive Advantages
Weaknesses: Priority issues and concerns
Functional Role of the City/Municipality
MATRIX OF LOCAL DEVELOPMENT INDICATORS
Vision
Vision – Reality
Gap Analysis
Cross-Sectoral / Special Issues and Concerns
Sectoral Development Plans
Local Development
Investment Program (LDIP)
Vision / Mission
Goals, Objectives, Strategies
The Concept/Structure Plan (text and map)
The Land Use Plan (Text and Map Format)
Priority Programs and Projects
SECTORAL DEVELOPMENT PLAN SOCIAL DEVELOPMENT PLAN
Goals
Objectives and Targets
Strategies
Programs and Projects
Proposed Legislations
Project Ideas or Project Briefs/Profiles/Ann exes
Profile
Issues, Problems, and Concerns
Land Use Requirements
Sectoral Matrix

7.33
Preliminary Pages: Contents are the same for both CLUP
and CDP except for the List of Maps required in the CLUP
and the List of Boxes required in the CDP.
Brief Profile/Quick Facts: There is slight difference in the
labeling of the section. CLUP refers to the section as Brief
Profile while the CDP refers to it as Quick Facts.
In terms of contents, both plans contain Brief History or Historical Background,
Physical Features or Geophysical Characteristics, Population, Social Services,
Economic Structure, Environment, and Institutional Machinery, with the last
two subsumed in other sectors in the case of the CLUP but which can be treated
as individual sectors.
In contrast to the CDP, the CLUP requires the Existing Land Use and Land Use
Trends as well as the Functional Role of the City/Municipality which refers
to the inward- and outward-looking aspects of the vision. Also data/information
o the Comparative/Competitive Advantages is required in the CLUP which
helps the LGUs find their niche in relation to the neighboring
communities.
In the CDP is the Matrix of Local Development Indicators (LDI).
Contents: In terms of contents, both the CLUP and the CDP requires the Vision
Statement with the Mission Statement added in the case of the CDP. The CLUP
however, requires the Vision-Reality Gap
Analysis; Cross Sectoral, Special Issues and Concerns; and Sectoral
Development Plans.
In the CLUP, aside from the Vision/Mission, are the Goals, Objectives and
Strategies (which are more general rather than sectoral); the
Concept/Structure Plan; and the Land Use Plan.
The CDP requires the Sectoral Development Plan while the CLUP requires
the development of the Social Development Plan which contains the Sectoral
Matrix.

Module-7_harmonized-clup-cdp_20140108.pdf

Recommended

Recommended

More Related Content

Similar to Module-7_harmonized-clup-cdp_20140108.pdf

Similar to Module-7_harmonized-clup-cdp_20140108.pdf (20)

Recently uploaded

Recently uploaded (20)

Module-7_harmonized-clup-cdp_20140108.pdf