Cy 2013 2016 cap dev-ela of sanjoseoccmdo

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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
lgu_sjoccmdo@yahoo.com

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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)
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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

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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

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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

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“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:

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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

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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

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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.

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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

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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.

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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.

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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.

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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.

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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.

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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.

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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

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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

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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
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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
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 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

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Positioning System-Geographic Information System (GPS-GIS). To capacitate the
municipal government in this technology, participants from the municipal offices should
be trained on the GPS-GIS Compatibility Training. The purpose of the capability activity
is to sustain and expand the existing spatial information system the municipality has
acquired under its computer automation program.
 Enabling the municipality effect optimum development out of available limited
resources through effective planning
 Improving the service capability of the Planning and Development Office through
improvement of systems and provision of facilities needed
 Installing an effective control of land development and utilization through
efficient and religious implementation of zoning ordinances
 Assisting the implementation of municipal programs and projects
 Installation of Geographical Information Systems and Computerized Environment
and Land Resource System. The former comes in eight distinct systems, namely:
GeoAnalyst for Real Property, GeoBusiness Analyst for BPLS, Building
Information System, Business Information System, Land Information System,
Cube Transportation Forecasting System and Analysis Software, GeoBuilding
Analyst for Building Official Office, and Asset Tracking Inspection System. The
latter is an automated use information management system designed to aid the
planner for a better and faster way of analysis of the current situation of the
locality which is integrated with other GIS in order to come up with the most
appropriate actions and plans.
 Installation of Zoning Information System. This will show location, actual land
use, and zoning of proposed project site as well as identify existing
developments and facilities around the area.
 Maintenance and update of Community-Based Monitoring System. This will
enable the municipal government to establish a good basis in the planning and
development of the locality. CBMS provides the take off details for the planning
and development of the local government.
 Updating of the Comprehensive Land Use Plan and shift into Comprehensive
Land and Water Use Plan which will integrate the disaster risk reduction and
management policies as well as the results of the Forest Land Use Plan
 Establishment of a good municipal archival system
 Setting-up a Performance Scoreboard for monitoring and evaluation purposes of
developmental projects. This aims to know the impact evaluation of the
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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.

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Electric posts/transformers are no longer exempted from imposition of tax. The
tax due for OMECO electric posts/transformers, including other business taxes due, for
the year 2010 and below, having a total amount of more than PHP 30 million is about to
be collected until the LGU is now in talks on how this matter can be paid. Continuous
updating of inventory of all real properties through revisions, adjustments and discovery
of new buildings and machineries were as well undertaken.
The Municipal Government is yet to conduct Real Property Assessment Tagging
since there have been lots of building that have not yet been recorded and assessed
including machineries.
The system on business tax of the municipality comprises tax record
management which is the conduct of business tax mapping, establishment of a revenue
data bank, and regular updating of the list of taxpayers. To boost revenue generation,
the Municipal Government of San Jose should improve its implementation of revenue
enhancement measures. One of this is having an Annual Revenue Generation Plan which
embodies local revenue policy direction/s of the municipality for the given year. It also
contains strategies that have to be undertaken by the LGU of San Jose in order to yield
the amount of revenues estimated to be collected for the given year, identifies the local
government personnel responsible for each strategy, and includes the amount of
revenues projected or estimated to be generated annually from real property taxes,
business taxes, fees and charges, and from other potential sources such as donations,
grants, and share from national wealth.
For such plan to be functional the municipality must see to it that monitoring and
evaluation is an integral part to it. This should also be utilized by the municipality’s
financial generation managers in monitoring accomplishments, lapses and misses in
revenue generation and used as a principal reference document in updating the Local
Revenue Code.
Benchmarking is employed in the assessment of how San Jose fared in
comparison to average, first class municipality and national average, municipality in
Revenue Generation in the following performance area, namely: cost to collect
revenues, locally-sourced revenues to total income, regular revenue to total income,
locally-source revenue level, locally-sourced revenue per capita, and real property tax
accomplishment rate.
The performance may be seen through the results of the Local Governance
Performance Management System, a self-assessment tool used by the Department of
Interior and Local Government (DILG).
 Increasing the locally-sourced revenue of the local government and encouraging
businesses to pay taxes locally and review of tax ordinances
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 Maintaining a systematic property identification and accounting system
 Effecting transfer of ownership in tax declaration
 Improving and enhancing performance in preparation and submission of financial
performance
 Improving and enhancing performance in preparation and submission of reports
 Formulating and implementing quality budget
 Ensuring that the obligations do not exceed appropriations
 Establishing efficient and effective budget preparation and utilization
 Installation of Revenue Generating Systems. This includes Property Assessment
and Tax Administration System, Business Permits and Licensing System, Budget
Operation System, New Government Accounting System, Treasury Operation
System, and Supply/Inventory Management System. By installing these new
systems in the LGU administration, the municipality will be able to collect the
exact and accurate amounts.
 Tax Mapping Activity and Assessments
 Creation of a Revenue Enforcement Unit. This aims to form a task force group
that is focus on revenue generation, thus, having a constant effort in the
collection of revenue generation.
 Review of all tax ordinances and consolidation with the records of the Building
Official
 Installation of needed softwares for tax mapping like AutoCAD and provision of
additional computers
 Setting-up a Performance Scoreboard for monitoring and evaluation purposes of
developmental projects
 Update and have a proper inventory of the Property, Plant and Equipment of the
local government
 Maintain proper barangay inventories, hiring of skilled personnel
 Adoption of a policy document and action on internal control standard
 Adoption of a systematic records and accounting system
 Acquisition of equipment like additional computers to revenue generating offices
like the Budget Office, Treasurer’s Office, Assessor’s Office, etc. This is aimed at
improving the document processing and faster preparation of reports and
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4. Local Legislation
Quality legislation is a hallmark of good local governance. The local government of
San Jose is way off-mark. It bears emphasizing that local legislation is desired,
deliberate and planned. The local legislative body has to accord importance to the
building of legislative staff competence by way of skills training and continuing
professional education. The use or the resort to research-based agenda development is
an important component to quality decision as well as legislative tracking program and
activity is computer-based. However, the system that tracks information on local
legislations is sadly lacking. One thing that might answer this in the future is the
implementation of “multi-tasking” among rank and file to backstop committees in the
municipality’s legislative body is an appropriate step to give a boost to legislative
performance.
In the past three years, the Sangguniang Bayan of San Jose has enacted several
ordinances and these are: (1) Environmental Code, (2) Institutionalizing the
Management of Children’s Playground, (3) Disaster Risk Reduction and Management
Ordinance, (4) Gender and Development Code, (5) Children’s Welfare Code and (4)
National Young Infant Child Feeding Ordinance. The rest of the codes have not been
enacted by the municipality’s sanggunian, namely: Code of General Ordinances, Market
Code, Health and Sanitation Code, Local Investment and Incentives Code, etc.
In the municipality’s Sangguniang Bayan, the percentage of ordinances over
legislative measures is below 80%, 25%. This is a way worse than its peers who,
though below 80% are performing above 25%.
 Developing and strengthening the capability of the Sangguniang Bayan to
efficiently and effectively discharge its duties
 Improving the performance of the Legislative Oversight Function
 Improving transparency and accountability
 Empowering local legislative council
 Passing ordinances and codes that aim to establish the common good of the
community in setting standards and procedures. The local administration aims to
enact several Codes, namely: Code of General Ordinances, Environmental Code,
Health and Sanitation Code, Children’s Welfare Code, and Gender and
Development Code.
 Installation of Legislative Management Information System and Legislative
Tracking System. These will automate archiving of ordinances and resolutions,
organizing of incoming and outgoing documentations in the secretariat office,

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archiving of correspondence documents, session information, and generating of
reports using various criteria in searching.
 Creation of a Backstopping Committee and Additional Regular Positions for SB
 Developing a Legislative Resource Center
 Setting up a Legislative Scoreboard
 Establishment of a good Sanggunian Archival System
5. Customer Service – Civil Applications and Public Relations
The civil application system needs to be transformed into a seamless
transactional process. After all, the inherent motivation of putting up such a system is to
ensure the case of obtaining civil registry and real property documents.
In the case of the LGU of San Jose, it has no data base of civil registry records
located in the Municipal Civil Registrar that is already computerized. The LGU is still
driven mainly by manual measures. How to avail of civil registry records are clearly
made known to the customers by set of steps printed in a tarpaulin placed
conspicuously right outside the door of the office. Posted also is the procedure which
includes the process flow chart. Personnel of the office are also on hand to answer
inquiries from customers such as processing time, processing fee, transaction hour and
others. Other means of making known to the public how to avail of registry records is
employed by the municipal such as the municipal’s website, barangay assemblies or
visitations, and through the tri-media. Similar pattern holds true in the civil application of
obtaining real property documents.
The Citizens’ Charter of which San Jose already has is an important innovation
on customer service. However, it has not been institutionalized and fully implement.
Citizens awareness about it as well as the publication and updating of which has never
been done. Citizen’s satisfaction is the foremost parameter of quality public service. With
this document, the public can easily follow the steps of the services offered, as well as
identify the loopholes in the given system. The posting of the individual office service
standard can make the transaction procedure simpler and easier.
The priority needs for this particular service area is to maintain and sustain a
Customer’s Feedback Corner or desk specific to offices delivering front-line services.
Another one is to establish a “counseling” procedure and/or advisory system for erring
employees as a result of customer’s feedback.
 Full automation and processing of civil documents
 Increasing the level of civil registration in the municipality

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 Increasing public awareness on the latest development in the local government
unit
 Gathering information and suggestion /opinion from the public
 Improving local governance through renewed public participation, education, and
information
 Installation of the Civil Registry System Information Technology. This includes
the Civil Registry Information System (CRIS) which is an automation of the
issuance of certified copies, certifications and authentication of civil registry
documents; and the issuance of Birth Registry Number (BreNs) establishment of
nationwide network to expand provisions of services and the Batch Request
System (BReqS) which will be provided by the NSO to issue authenticated
documents.
 Installation and utilization of an indexing software and setting up a Serbilis
Center
 Mobile registration and mass weddings to every barangay and remote areas.
 Information/educational campaign and training of barangay agents for civil
registry
 Establishment of a good archival system and a document tracking system
 Radio promotions, value spots, news releases, radio programs and news releases
 Creation of a Creative Team aimed at producing and branding the municipality
onwards development
 Creation of a non-free domain website - www.sanjosemindoro.gov.ph
 Setting up LGU extension offices for island barangays and northern barangays
for easy access of all administrative and social services where essential offices
like MSWDO, MHO, Office of the Mayor/Administrator’s Office, Tourism Office,
PESO, MENRO, SB etc. shall have their sub-offices in these areas.
 Production of Filipino-based monthly newsletter, yearend magazines, LGU
brochures, Sanggunian pamphlets, tourism brouchure, tarpaulin, flyers, and
documentary for public viewing
 Acquisition of equipment for the Public Relations Center and Municipal Civil
Registrar like computers, portable-foldable silver screen, high definition video
camera, mobile phones, and other needed equipment and software
6. Resource Allocation and Utilization
Management and coordination processes for budgeting and accounting are in
place. However, these processes need to be revisited and improved. They are
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Vital operations of the municipality could not move on without its approved
Annual Budget through an appropriations ordinance within the budget year. The
preparation of the municipality’s budget is not a sole undertaking but participatory in
nature by the different municipal government offices. The municipality’s approved
budget is responsive to the budgetary requirements of the Annual Investment Program.
It also satisfies the following budgetary, statutory, and contractual requirements and
general limitations.
More importantly, total appropriations covering the operating expenditures and
capital outlays do not exceed the estimated income of the municipal. Likewise, the
municipality has continually appropriated 20% of the Annual Internal Revenue Allotment
that amounted to PHP 34,000,000.00 for the year 2013 for development projects. The
municipaltiy has also set aside the amount of PHP 10,000,000.00 for debt servicing
which did not exceed 20% of the regular income. Provision for aid to barangays which is
not less than PHP 1,000.00 is continually observed.
On the aspect of general limitations, the municipal government’s appropriations
for discretionary purposes did not exceed 2% of the annual receipts from basic real
property tax. The municipality sees to it that the total appropriations whether annual or
supplemental for personal services did not exceed 45% which is required for a first class
municipality like San Jose.
With regard to other budgetary requirements, the municipality maintains an
appropriation of PHP 2 million for Gender and Development projects and activities which
is supposed to be at least 5% of the total budget. On the other hand, there are
programs and projects that are classified to be for the GAD which are integrated to
different offices and totaling those could amount to more than or even double the
prescribed amount of appropriation for GAD.
Similar to revenue generation, benchmarking is also applied in this particular
service area showing how San Jose performed in the following performance area of
personal services expenditure ratio as well as total expenditures per capita compared to
average, first class municipality and national average, municipality.
 Utilization of the cap given to the LGUs for debt servicing and personal services
 Keeping the debt servicing and personal services expenditures at the cap level
 Use of financing scheme for capital outlays and taking advantage of high-yield
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 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

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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

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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

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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

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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

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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.

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Synchronized barangay assemblies must also be conducted in the municipality
for these will provide the opportunity for barangay folks to hear and discuss the
semestral report of the Sangguniang Barangay concerning its activities and finances as
well as problems affecting the barangays. These matters were resolved first at the
barangay level. Any other problems or issues not resolved within their level were
elevated to higher level of the government hierarchy.
 Conduct of Usapang Barangay in all barangays at least twice a year, reporting
transparency measures and reports as well as LGU activities and programs
 Ensuring that reportorial documents are well posted at Full Disclosure Policy
Portal of the DILG Website, at the LGU’s website, newsletters, and at least three
bulletin boards at conspicuous places
7.3 On Financial Accountability
This is a priority area of the LGU of San Jose for improvement. Efforts to improve
financial accountability are acknowledged. However, administrative capamunicipal to
ensure observance of guidelines relative to accounting, internal control, procurement
and financial transactions need to be strengthened.
Measures to determine the effectiveness of the municipality’s financial
management system is on relevant management tools such as manuals or guidelines
available. Disbursement of funds is made only for approved purposes. Accounting
records are supported by source documentation such as canceled checks, paid bills,
contracts, subcontracts and other financial transaction documents.
Accountable officers such the Municipal Treasurer, Municipal Accountant, and
Municipal Budget Officer are known and their responsibilities clear. Erring local
government personnel regarding financial transactions are meted with sanctions which
are clear and enforced. Information about the procedure in transacting financially with
the LGU of San Jose can be obtained through the following medium, namely: posters,
bulletin boards, publications of the municipal government and through the municipal’s
website. Monthly financial reports are available as well as annual financial statements
are certified. Certified financial statements have undergone the process of review,
auditing and certification by COA.
Annual financial statements are submitted within 60 days after the 31st of
December. The posting of the Summary of Income and Expenditures of the municipality
in at least three (3) conspicuous places in the local government unit within 30 days from
year-end is done partially, which means it’s not true to all. Annual Financial Statements

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are available upon request but not published in the local media. However, the
municipality’s financial management information system is still in the manual way; thus,
a need to automate it.
The composition of the Bids and Awards Committee (BAC) of the municipality is in
accordance with Section 11 of Republic Act No. 9184, the Government Procurement
Reform Act. It is composed by key department heads of the LGU. Procurement rules and
procedure are enforced by the BAC. These are preparation of bidding documents,
posting of invitation to bid, conduct of pre-procurement and pre-bid conference, and
determination of the eligibility of prospective bidders. All its meetings were held in the
Municipal Hall with all of its proceedings documented. Minutes of its meeting are
available upon request. Request for a copy of the minutes of meeting of the BAC is
proposed to have an ordinance for a corresponding fee per page. Liquidation of cash
advances in the municipal government should also be done within the prescribed period.
Salaries and wages must be liquidated within five (5) days after each 15 day or end of
the month pay period most of the time.
Petty operating expenses and field operating expenses are ideally liquidated
within 20 days after the end of the year so to replenish as frequently as necessary
during the year. Official travels are also liquidated, if possible, within 60 days after
return to the Philippines (for foreign travel) or 30 days upon return to permanent official
station (for local travel) most of the time.
 Enforcements of the mandates of COA and the DILG’s Full Disclosure Policy
 Maintenance of bulletin boards, LGU websites and transaction monitoring
 Enforcement of Public Financial Management Policies
ECONOMIC DEVELOPMENT PLAN
Competitive and Business-Friendly Local Government
Despite of the municipality’s rapid urbanization growth, agriculture remains the backbone
of the local economy specifically crop production and fisheries. However, inadequate support
facilities such as post harvest facilities and infrastructure support limit agricultural potential.
Not to mention the unutilized space suitable for agricultural production and the underutilized
land due to financial and technical deficiency. To maximize agricultural production, pre and
post harvest facilities must be provided, whereas financial and technical assistance shall be
explored.
The integration of agriculture, commerce, and industries shall be pursued. Commercial and
industrial activities shall complement agricultural development. Enhanced commercial and
trading activities will boost agricultural development in the same manner with the establishment

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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

Cy 2013 2016 cap dev-ela of sanjoseoccmdo

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