The document discusses the city development strategy (CDS) planning process according to the World Bank. It describes the key phases and tools used in each phase. The phases include assessing the current situation, defining a vision for the future, identifying priority issues, building consensus, formulating strategies, and determining actions. Tools range from stakeholder consultations and SWOT analyses to project prioritization matrices and monitoring frameworks. The goal of the CDS process is to establish a strategic plan to guide a city's sustainable development through participatory and evidence-based decision making.

1. City Development
Strategy
League of Cities of the Philippines
2001-2004
Prof. Josefina B. Bitonio, DPA
MPA 213 Management of Rural Urban Development

2. Globally, urbanization has been the
dominant demographic trend since the late
20th century. The number of people living in
cities increased from 600 million in 1950.
According to UN (2014) more than half of
humanity now lives in cities, and even more
will soon. The world will have to confront how
to make cities more fit for human habitation.
to over
http://www.un.org/en/development/desa/news/population/world-urbanization-
prospects-2014.html Accessed Aug 15, 2018

3. “As one of the fastest urbanizing countries in
the region, urbanization presents a great
opportunity for economic growth, job
creation, and poverty reduction for the
Philippines. Today, about 45 percent of the
people live in cities. By 2050, that number will
increase to 102 million people, or about 65
percent of the total population,” World Bank
country director Mara K. Warwick (2017)
http://newsinfo.inquirer.net/900745/world-bank-filipinos-living-in-urban-
areas-to-double-to-102m-by-2050 Accessed Aug. 15, 2018

4. “Cities in the Philippines generate more
than 70 percent of the national GDP [gross
domestic product], with Metro Manila
dominating more than half of it. The seven
largest cities host 54 percent of formal jobs in
this country,” Warwick (2017) added,
referring to the National Capital Region, Metro
Cebu, Davao, Bacolod, Cagayan de Oro,
General Santos and Zamboanga.
http://newsinfo.inquirer.net/900745/world-bank-filipinos-living-in-urban-
areas-to-double-to-102m-by-2050 Accessed Aug 15, 2018

5. City Development StrategyThe cities alliance has long supported
strategic planning activities to improve the
efficiency and impact of urban development in
support of city-based, consensus-building
processes. These processes enable cities, local
authorities and stakeholders to define a common
vision for their city and establish city development
strategies with clear priorities for action and
investment. Given the complexity of strategy
development and urban governance, there are
many different views on what a city development
strategy is and how it should be developed into
consideration.

6. In 2009, several Cities Alliance members - United
Cities and Local Governments UCLG, UN-HABITAT,
UNEP and GIZ, facilitated by the cities alliance
secretariat-created a subgroup to discuss the diverse
views on City Development Strategies (CDS) and to
share their experiences in implementing CDS. The
subgroup devised a harmonized, basic conceptual
framework for a CDS that is flexible enough to
incorporate diverse experiences and methodologies
while ensuring that certain crucial steps have been
taken into
http://documents.worldbank.org/curated/en/525101468338965216/City-
development-strategy-a-conceptual-framework Accessed Aug. 15, 2018

7. Principles of A Sustainable City
1. Livability- “what can be done to ensure a
healthy and dignified standard of living for the
city residents?”
Vienna, Austria was ranked No. 1 in
the world as the most livable out of 140
cities surveyed in the Global Liveability
Index 2018, an annual report by the
Economist Intelligence Unit released on
August 14, 2018

8. 2. Competitiveness- How can the cities be more
competitive in the global economy?
30 indicators: Government
Efficiency, Government Efficiency, :
Infrastructure, : Resiliency

9. 3. Bankability – How can the
cities be more financially
sustainable and how can public
private sector partnership be
promoted or enhanced

10. 4. Good Governance – How can a city’s
management be improved? And how can
accountability, integrity and transparency
become integral part of a city’s management?

11. Objectives of CDS
• To guide the city’s direction for economic
development with the aim of creating more
employment opportunities?
• To develop a consensus building process to
the city’s priorities, strategies and actions;
• To assist local authorities outline their
financing and investment strategies; and
• To build local capacity for more effective
urban management

12. Benefits of CDS
• Preparing LGUs in facing the challenges of
emerging urban development needs;
• Establishes framework for the creation of a more
economy-focused and development responsive
LGUs;
• Fosters a more corporate approach to local
governance that encourages city executives to
shift their roles – from administrators and political
patriarchs to facilitators of economic growth,
change agents and managers of development

13. • Provide cities with an objective basis for decision-
making. Under this process the cities are encouraged
to maximize available resources , identify external
sources, explore innovative means for meeting the
needs more rationally and accurately;
• The participation of the city’s stakeholders in plan
formulation, foster its acceptance by as wide a
constituency as possible, thereby ensuring public
support even beyond the incumbent city
administration’s term. As such the continuity of policy
is better insured against changes in leadership.
Benefits of CDS

14. Tools Listed by Phase
of the CDS Process
Phase Tool
1. Where are we now • SWOT Analysis
• MBN Survey
• Poverty Profiling Analysis
• City Consultation
• Problem, Analysis
• Fishbone Analysis
• Participatory Issue Identification
• Preparation of financial Profile

15. Item
1. Local Sources ER AR Total ER AR Total
1.1 Tax Revenue
1.1.1 Real Property Taxes
1.1.2 Business Taxes
1.1.3 Miscellaneous Taxes
1.2 Non Tax Revenue
1.2.1 Fees & Charges
1.2.2 Eco enterprises
1.2.2.1 Public Markets
1.2.2.2 Slaughter House
1.2.2.3 Bus terminals
1.2.2.4 Other Eco
enterprises
1.2.3 Others
Revenue Forecast
2015 2016
ER- Expected Revenue AR Additional Revenue

16. Item
2. External Sources ER AR Total ER AR Total
2.1 Internal Revenue Allotment
2.2 Share from National Wealth
2.3 Grants & Aids
2.4 Others
1.2 Non Tax Revenue
3. Local Sources
3.1 Tax Revenue
3.1.1 Real Property Taxes
3.1.2 Business taxes
3.1.3 Miscellaneous Taxes
2015 2016

17. Item
3.2 Non Tax Revenue ER AR Total ER AR Total
3.1.1 Fees & Charges
3.2.2 Economic Enterprises
3.2.2.1 Public Markets
3.2.2.2 Slaughter House
3.2.2.3 Bus terminals
3.2.2.4 Other Eco
enterprises
3.2.3 Others
4. External Sources
4.1 Internal Revenue Allotment
4.2 Share from National Wealth
4.3 Grants & Aids
4.4 Others
TOTAL REVENUE
2015 2016

18. Expenditure Forecast
Items 2012 2013 2014 2015 2016
• General Public Service
• Education
• Health, Nutrition &
Population Control
• Housing and community
Development
• Social Welfare
• Economic Service
• Other Development Services
• Other Budgetary Obligations
Expenditure by Function/Sector 2012-2016

19. Items 2012 2013 2014 2015 2016
Personal Services
Maintenance and Other
Operating Expenses
Capital Outlay
Total
Expenditure by Allotment Classification
2012-2016

20. Phase Tool
2. Where do we want to be? • Brainstorming
• Visualization Card System
• Nominal Group System
• Stakeholders Working Group

21. Dagupan City • A globally-competitive business, education, health and
convention center of the North with God-loving, empowered,
unified and resilient citizenry of unique culture that lives in a
sustainable environment anchored on robust and sound
economy governed by transparent and accountable leadership
that values democracy and equality for all
Alaminos City •A peaceful city, well educated, healthy and God
centered citizens, sharing fully in a development
propelled by a competitive local economy
anchored on ecotourism, agriculture, commerce
and light industry, serving as the vibrant hub of
Western Pangasinan and as a living showcase of
a family-oriented, environmentally-sensitive
growth with equity.
Sample Vision Statement of Selected Cities

22. San Carlos City • A highly developed city, center of learning,
commerce and agro-industry, conducive to live,
work, and raise a healthy family.
Urdaneta City • a center of agro-industrial development and
educational advancement, a city with a viable
solid waste management, admirable traffic
system, sustainable social services and
equitable opportunity, and a community of
God-loving, well-disciplined, self-reliant, and
development-oriented people. It shall be an
urban growth center and a model of good
governance in Northern Luzon.

23. San Fernando
City
• A People's City whose citizens are
economically and socially empowered with a
vibrant local economy, disaster resilient
communities and competent leaders.
Candon City • Candon will always be the major commercial
center in Southern Ilocos and aims to be a
leading economic growth center in the Greater
Ilocos Region, with empowered, secured and
God centered people, and effectively guided by
dynamic leaders in a sustainable environment to
ensure the well-being and socioeconomic
welfare of Candonians.

24. Vigan City • Vigan a habitable heritage city of
choice
Batac City • Together, we can make Ilocos Norte
great again
Laoag city • Laoag city, the sunshine city and
northern gateway of the Philippines will
be a metropolitan center in the North
where economic growth and
development abound for its people to be
equitably share and enjoy.

25. Private Sector Participation
Environmental Measures Technical Measures Administrative Measures
• Conduct in-depth
environmental and social
impact studies
• Adjust the land use
zoning
• install pollution
protection
facilities/equipment
• Coordinate with
environmental sector
guidelines
• jointly implement
environmental
engineeri8ng work
• Undertake periodic
environmental monitoring
• Examine project location
sites or scale
• Apply policy of PPP
polluter-pays-principle
• Examine availability of
alternative resource use
Train project personnel on
management
• Jointly implement social
and community
development activities
• Develop consensus with
residents
• Others • Others

26. Priority
Identifi-
cation
Consensus
Building
Strategy
formulation
What issues
do we need to
address to get
there?

27. Phase Tool
3. What issues do we
need to address to get
there?
Priority Identification
• Problem Analysis/Problem Tree
• Fishbone analysis
• Affinity Diagram
• Participatory Issue Identification
• Priority Identification using Simple
Ranking
• Simple Frequency Count
• Pairwise Ranking
• Prioritization Evaluation
Worksheet

28. Problem Tree
Illustrates how problems are linked and
interrelated in a situation. The illustration
defines the cause and effects of indentified
core problems and the other ramifying
problems that may result from these core
problems

29. Problem Tree
Bais city
Unemployment
Lack of
Livelihood
Lack of
Investors
Lack of
training
Lack of
land
resources
Lack of
skilled
workers
Lack of
infrastructure
Lack of
Education

30. Fishbone Analysis
Fishbone analysis is a way of establishing,
identifying, analyzing and presenting possible
causes connected with a problem or
condition. The tool is focused on presenting
the content of a problem, rather than its
history. It creates possibilities for collective
knowledge and consensus about possible
solutions to the problem

31. Indiscriminate
Dumping of wastes
City River Pollution
Lack of Social
Housing
Encroachment of
Informal Settlers
Example of Fishbone Analysis

32. Priority Evaluation Worksheet
Issues AA (1)
Subtotal
(2)
weight
Total
(1) (2)
Rank
Worsening traffic situation 3 3 3 9 2 18 1
Rapid increase informal
settlements
2 3 2 7 1 7 3
Solid Waste Disposal 3 3 3 9 1 9 2
Criteria
A B C
Code:
A- Respond to Strategic need of LGU
B – Resource requirements
C - Results in greater impact/opportunity loss
Rating Scale:
1 - Low
2 - Medium
3 - High

33. Simple Frequency Counts
City Problems Total
Scores
Ranking
A B C D E F
1. Worsening traffic
congestions
3 3 2 3 3 3 17 1
2. Rapid increase of informal
settlements
2 2 3 1 2 3 13 3
3. Solid waste disposal 2 3 3 2 3 3 16 2
Respondents
Legend: 3 biggest problem
2 moderate problem
1 smallest problem

34. Phase Tool
3. What issues do we
need to address to get
there?
Consensus Building
• Nominal Group Technique
• Multivoting
• Conducting Effective Meetings
• Conflict Resolution Tool

35. Phase Tool
3. What issues do we
need to address to get
there?
Strategy Formulation
• Strategy Formulation using SWOT
Analysis
• Executive Summary Matrix
• Problem Solving Model (PDCA)
• Flowchart
• Force Field Analysis
• Urban Development Strategy
Formulation ( Ateneo School of
Government)

36. Executive Summary Matrix
Goals Priority Investment
1. Agricultural and fisheries
Sector
2. Trade & Industry Sector
3. Tourism Sector
Main Challenges
Strategies
Economic Development

37. Executive Summary Matrix
Goals Priority Investment
1. Health Care
2. Social Welfare
3. Education
4. Cultural Development
5. Disaster Preparation and
Management
6. Protective Services
Main Challenges
Strategies
Socio-cultural Development

38. Program & Project
Identification
Program & Project
Analysis
Project Prioritization
Preparation of Revenue
/Expenditure Projections
Preparation of City Capital
Investment Plan (CIP)
Consolidation of the City
Development Strategic
Plan
Development of
Monitoring and Evaluation
Tools
What actions
need to be
taken to get
there?

39. Phase Tool
4. What actions need to
be taken to get there?
Program and Project Identification
• Nominal Group techniques
• Problem Solving Model (PDCA)
• City Consultation
• Gantt Chart
• Activity Network Diagram (AND)
• ZOPP Method

40. Strategy
1
• Program/Project 1.1
• Program/Project 1.2
• etc
Strategy
2
• Program/Project 2.1
• Program/Project 2.2
• etc
Strategy
3
• Program/Project 3.1
• Program/Project 3.2
• etc
Why?
Why?
Why?

41. MUST 1 Must 2
Name of Projects Social and Political
Acceptability
Relevance to
Development
Policies
Decision
Improvement of
Airport facilities
/ x No Go
Construction of
access roads
/ / Go
Must Criteria 2 Assigned weight 3 Project Score 4 weighted Score
Financial viability 20% X1 W1=M1 (.2)
Connectivity to
National Policies
10% X2 W2=M2 (.1)
Capability to
implement
50% X3 W3=M3 (.5)
Number of
beneficiaries &
social Impact
20% X4 W4=M4 (.2)

42. Phase Tool
4. What actions need
to be taken to get
there?
Project Prioritization
• Decision Analysis

43. Lost list of
program
/projects(wish
list) Existing and
available
resources
Short term Plan
Long Term Plan
Project
Analysis &
Prioritization
Development
Action Plan
Formulation
Plan Monitoring

44. Phase Tool
4. What actions need
to be taken to get
there?
Preparation of Revenue/Expenditure
Projections
• Guidelines in Forecasting revenues
and expenditures

45. Phase Tool
4. What actions need
to be taken to get
there?
Preparation of City Capital Investment
Plan (CIP)
• Capital Investment Plan

46. Phase Tool
4. What actions need
to be taken to get
there?
Consolidation of the city Development
Strategic Plan
• Executive Summary Matrix
• Urban Pact

47. Phase Tool
4. What actions need
to be taken to get
there?
Development of Monitoring and
Evaluation Tools
• Participatory Monitoring
• Demonstration Project Monitoring
• Project Evaluation

48. Selected Urban Karte Indicators
Total Population
Urban Population
Average Population Growth
Rate
Administrative Land Area
(KM2)
Population density in
Urbanized area (people/km2)
Number of household
Commercials ports (air, sea,
rail)

49. City Development
Strategy (CDS)
Planning Process
World Bank
Report, 2000

50. Review of CDS
Experience
Process and
the role of
Monitoring and
Evaluation
(M&E)
Source: WB
Report 2005-
063

51. Source:
 The City Development Strategy Toolkit for
Philippine Cities (2007) League of Cities in the
Philippines
• WB Report 2005-063. Review of CDS
Experience Process and the Role of
Monitoring and Evaluation (M&E)