Cy 2013 2016 cap dev-ela of sanjoseoccmdo


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Cy 2013 2016 cap dev-ela of sanjoseoccmdo

  1. 1. Page 0 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
  2. 2. Page 1 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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-
  3. 3. Page 2 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  4. 4. Page 3 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  5. 5. Page 4 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  6. 6. Page 5 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 “Ibalik ang Kapangyarihan sa Mamamayan!”: A Social Contract with the People by Hon. Romulo M. Festin Municipality Of San Jose, Occidental Mindoro Fellow San Joseños, it is with great appreciation that majority of our people have been given me a privilege to serve again our municipality. Because what we all wanted for San Jose is the best of everything, we owe you a government whose legacy are its people. However, this will not be Of all the challenges ahead of this challenge to serve, my assumption to office was beseeched by financial problems. Reflected on the reports submitted by the previous accountant indicated a negative balance as also confirmed by the reports from the present Municipal Accountant Pablo I. Alvaro. Consequently, balances in bank shows a combined total of 10.6 million but was not enough to cover all the liabilities of the LGU as of June 30, 2013. Non-liquidation of funds received by the LGU from national agencies out of trust funds is also a problem experienced by several offices including Municipal Agriculture Office, PESO and the Municipal Social Welfare and Development Office. These funds, by operation of law should have been intact and should have been disbursed only for the specific purpose as provided for by the program of each specific agency. These, at present, are the problems identified by this administration which affects the continuity of every program. Additionally, several records of the past daily transactions of the LGU were not properly handed to us making it harder for the present administration to immediately attend to several important transactions which has to be backtracked in order for us to effectively implement certain decisions. 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:
  7. 7. Page 6 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  8. 8. Page 7 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  9. 9. Page 8 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100
  10. 10. Page 9 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  11. 11. Page 10 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  12. 12. Page 11 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  13. 13. Page 12 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  14. 14. Page 13 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  15. 15. Page 14 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  16. 16. Page 15 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  17. 17. Page 16 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  18. 18. Page 17 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  19. 19. Page 18 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  20. 20. Page 19 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  21. 21. Page 20 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  22. 22. Page 21 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100  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
  23. 23. Page 22 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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. Policies and Strategies  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 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.
  24. 24. Page 23 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  25. 25. Page 24 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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). Policies and Strategies  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
  26. 26. Page 25 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100  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 Programs and Projects  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.
  27. 27. Page 26 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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%. Policies and Strategies  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 Programs and Projects  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,
  28. 28. Page 27 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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. Policies and Strategies  Full automation and processing of civil documents  Increasing the level of civil registration in the municipality
  29. 29. Page 28 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100  Increasing public awareness on the latest development in the local government unit  Improving transparency and accountability  Gathering information and suggestion /opinion from the public  Improving local governance through renewed public participation, education, and information Programs and Projects  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 -  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.
  30. 30. Page 29 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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. Policies and Strategies  Utilization of the cap given to the LGUs for debt servicing and personal services  Keeping the debt servicing and personal services expenditures at the cap level  Use of financing scheme for capital outlays and taking advantage of high-yield accounts  Improving transparency and accountability
  31. 31. Page 30 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 Programs and Projects  Implementation of LBC Nos. 100 and 100-A. This includes the proper treatment of LGUs economic enterprises and the proper computation of PS Cap.  Institutionalization of the Public Financial Management System in the LGU  Monthly reporting index made for all departments on the appropriation balances  Establishment of independent bank accounts for each trust fund account  Prioritization of mandated appropriations like 1% of IRA for Children, 1% of total resource fund for PWDs and Senior Citizens, 5% for GAD and 5% for LDRRMF 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
  32. 32. Page 31 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  33. 33. Page 32 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  34. 34. Page 33 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  35. 35. Page 34 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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
  36. 36. Page 35 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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.
  37. 37. Page 36 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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. Policies and Strategies/Programs and Projects  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  Improving transparency and accountability 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
  38. 38. Page 37 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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. Policies and Strategies/Programs and Projects  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
  39. 39. Page 38 of 125 Capamunicipal Development and Executive Legislative Agenda Municipality of San Jose, Occidental Mindoro 5100 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