The document outlines the objectives and process for a participatory barangay development planning workshop in Barangay San Francisco, Panabo City. It discusses establishing development objectives through formulating a vision, mission, and goal statement for the barangay. Key points covered include: defining the differences between vision and mission statements; examples of effective vision statements; essential elements to include in a vision; and guidance for developing SMART goals and objectives that are specific, measurable, attainable, realistic, and time-bound. Sample vision, mission, and goal statements for different barangays are also provided.
Philippine Development Plan oral report (madayag, laarni grace f.)LaarniGraceMadayag1
REFERENCES
Philippine Development Plan 2017-22 Abridged Version. 2017. Retrieved from http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-2022_Final.pdf
About AmBisyon Natin 2040. (n.d.). Retrieved from http://2040.neda.gov.ph/about-ambisyon-natin-2040/
This document provides an overview of Collective Mining's first Environmental, Social and Governance (ESG) report. The report summarizes the company's significant efforts since beginning operations in Colombia over a year ago to discover the next major mineral deposit while adhering to high environmental and social standards. It discusses the company's exploration activities and community engagement. It also provides an index of key performance indicators related to topics such as health and safety, environmental management, social programs, and economic impacts.
ICMA Conference 2013 - Center for Priority Based Budgeting Presentation (2/2)Chris Fabian
This document outlines steps for priority-based budgeting. It discusses determining community results that a government aims to achieve, clarifying definitions of results through "result maps", identifying specific programs and services, and valuing programs based on their influence on results. The document provides examples from various cities. It emphasizes that priority-based budgeting allows allocation of resources based on prioritization of programs according to their influence on important community results.
This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's relational model for growing caring communities, and negotiating through design to better connect planning and implementation. This connection we call agile planning.
This document discusses the mission and goals of an organization aimed at providing community support through food, education, and social programs. The organization seeks to help communities come together during difficult times by offering various forms of support to improve quality of life. Its marketing plan involves community outreach and conversations to share its message and advocate for its mission of supporting communities in need.
The Place-based Enterprise Manifesto for Local Government is a response to the search for better ways to build stronger communities. It is a framework developed to focus decisions and help develop more effective action plans.
Philippine Development Plan oral report (madayag, laarni grace f.)LaarniGraceMadayag1
REFERENCES
Philippine Development Plan 2017-22 Abridged Version. 2017. Retrieved from http://www.neda.gov.ph/wp-content/uploads/2017/12/Abridged-PDP-2017-2022_Final.pdf
About AmBisyon Natin 2040. (n.d.). Retrieved from http://2040.neda.gov.ph/about-ambisyon-natin-2040/
This document provides an overview of Collective Mining's first Environmental, Social and Governance (ESG) report. The report summarizes the company's significant efforts since beginning operations in Colombia over a year ago to discover the next major mineral deposit while adhering to high environmental and social standards. It discusses the company's exploration activities and community engagement. It also provides an index of key performance indicators related to topics such as health and safety, environmental management, social programs, and economic impacts.
ICMA Conference 2013 - Center for Priority Based Budgeting Presentation (2/2)Chris Fabian
This document outlines steps for priority-based budgeting. It discusses determining community results that a government aims to achieve, clarifying definitions of results through "result maps", identifying specific programs and services, and valuing programs based on their influence on results. The document provides examples from various cities. It emphasizes that priority-based budgeting allows allocation of resources based on prioritization of programs according to their influence on important community results.
This presentation describes the Shreveport Choice Neighborhood Transformation Planning (CNTP) process that merges the discipline of "strategic doing" to guide loosely connected open networks, CRI's relational model for growing caring communities, and negotiating through design to better connect planning and implementation. This connection we call agile planning.
This document discusses the mission and goals of an organization aimed at providing community support through food, education, and social programs. The organization seeks to help communities come together during difficult times by offering various forms of support to improve quality of life. Its marketing plan involves community outreach and conversations to share its message and advocate for its mission of supporting communities in need.
The Place-based Enterprise Manifesto for Local Government is a response to the search for better ways to build stronger communities. It is a framework developed to focus decisions and help develop more effective action plans.
the goree project-Program Prospectus_Rev-6-POSTPatra Afrika
The document outlines plans for the Gorée Project, a 10-year initiative to promote sustainability in the African diaspora. It details several programs and activities, including establishing a cultural heritage website, developing a diaspora bond, creating a green school and agricultural pilot program using industrial hemp. It provides organizational frameworks, stakeholder analyses, and funding structures like sponsorship packages to support the project goals over multiple phases of implementation through 2025.
The Wings of Daniel program aims to help youth struggling with addiction in their community. It seeks to lessen overdose and death rates among young people through Daniel's story and by providing housing, job and education opportunities, life skills training, and counseling. The program will track client progress and outcomes using a binder system to document accomplishments, notes, and quality of life changes for monthly evaluations.
Strategic discourse on how to develop work plans for non-government organisations. Teaches on the international best practices and 'modus operandi' of workable work plans with achievable deliverables.
The document presents a strategic plan for Youth Alliance for National Unity, Development & Peace Building (YANUDP) for 2013-2015. Mr. Assan Jallow, the CEO and founder, outlines the objectives of developing a corporate plan and work plans to guide the organization's activities and ensure its goals and visions are achieved. This includes creating awareness of youth issues, providing education and empowerment programs for youth, and promoting responsible leadership and participation. The presentation covers developing a results-oriented work plan with clear objectives, timelines, responsibilities and monitoring indicators to effectively implement the organization's strategies.
The document discusses how youth can become social entrepreneurs and drive social change. It outlines 3 questions to uncover ideas for change: 1) personal life, 2) community/country, 3) campaigns to support. It then summarizes findings from a youth report on desired changes, including environmental issues and education. Specific issues raised by Filipino youth are reducing poverty and hunger. Social entrepreneurs are defined as those who create social enterprises and innovative ways to provide social/economic services to the poor. An example social enterprise called SoupOfTheDay aims to address hunger and poverty through training students as social entrepreneurs.
SUN Civil Society Learning Route: innovation plan submitted by the National Civil Society alliance. More info: http://suncivilsocietynet.wixsite.com/learningroute/rwanda-learning-route or contact C.Ruberto@savethechildren.org.uk
SUN Civil Society Learning Route: innovation plan submitted by the National Civil Society alliance. More info: http://suncivilsocietynet.wixsite.com/learningroute/rwanda-learning-route or contact C.Ruberto@savethechildren.org.uk
Ranu Kulshrestha has over 20 years of experience in CSR and NGO leadership. She currently serves as the Group Head of CSR and Chief Functionary of the Moser Baer Trust for Hindustan Power Projects Private Limited, where she leads a team of 11 professionals and 60 para-professionals. In this role, she is responsible for developing and implementing CSR strategies, managing programs, stakeholder engagement, reporting, and financial management with an annual CSR budget of 22 crore INR. Previously, she held CSR leadership roles at Moser Baer India Limited and FICCI, and has expertise in strategic planning, program design, execution, partnership development, and training.
This document provides an overview of the City of Port Coquitlam Sustainability Initiative. The initiative was established in 2005 to integrate economic, environmental and social aspects of development through policies and programs. It includes developing a sustainability checklist for development applications, promoting green building standards, protecting water sources, and conducting social planning reviews. The goal is to foster sustainable development that balances economic prosperity, environmental protection and high quality of life for current and future residents.
NEDA -Edited Briefing on PDP_RDP 8817.pptFerdieRulona
The document provides an overview of AmBisyon Natin 2040, the Philippines' long-term vision, the 0-10 Socioeconomic Agenda, Sustainable Development Goals, and development plans for the Philippines and Caraga region from 2017-2022. It discusses how these plans aim to achieve the collective aspirations of Filipinos for a prosperous, predominantly middle-class society where no one is poor by 2040. The presentation also outlines Caraga's vision to become the center for fishery, agro-forestry, minerals, and ecotourism by 2022 and the strategies to pursue this vision through functional roles for provinces and cities and a polycentric regional spatial framework.
The document provides an overview of a city's Social Inclusion Plan aimed at improving quality of life for all citizens. It outlines the process of developing the framework, including establishing guiding principles and identifying priority areas of housing choice and affordability, urban agriculture and food security, mental health, education and training, and inclusion and diversity. The document also discusses the city's roles and responsibilities in implementing the plan and ensuring accountability.
KSA Vision 2030 Strategic Objectives and Vision Realization Programsbanerjeerohit
Vision 2030 aims to transform Saudi Arabia's economy and society. It outlines three pillars - a vibrant society, thriving economy, and ambitious nation. The document then breaks down each pillar into strategic objectives and levels, with the highest level being overarching objectives, followed by more specific sub-objectives, and then detailed objectives to develop action plans. In total, the Vision is broken down into 96 strategic objectives across the three pillars to guide implementation of the Vision.
Developing the Local Development Roadmap: Processes, Challenges and StatusWBKDC
This document outlines the process of developing the local development roadmap and executive-legislative agenda for Dumaguete City from 2014-2016. It establishes a vision for sustainable development and accountable leadership. The goals are to promote education, business, infrastructure, access to services, transparency, environmental protection and land use. The agenda was created through a participatory process involving stakeholders to identify and program 3-year priorities based on research and existing plans.
The document provides an evaluation and suggestions for planning a town in accordance with Local Agenda 21. It summarizes that the quality of life in Kota Bharu is high but can be improved through better environmental health. It suggests reducing greenhouse gas emissions, improving transportation options, and increasing social progress and employment opportunities to maintain economic growth. The document also notes the town's high waste generation and low recycling rates, and suggests increasing recycling centers and promoting reduction, reuse, and recovery to improve natural resource use.
The document provides an evaluation and suggestions for planning a town in accordance with Local Agenda 21. It summarizes that the quality of life in Kota Bharu is high but can be improved through better environmental health. It suggests reducing greenhouse gas emissions, improving transportation options, and increasing economic growth and job opportunities. Maintaining social progress by improving skills, health, and reducing crime is also recommended. Increasing recycling efforts and centers is suggested to improve prudent use of natural resources.
This document outlines a school-based training program on values restoration for instructional and school leaders. It discusses the vision, mission and goals of restoring Filipino values such as patriotism, integrity, excellence and spirituality. It identifies the top 10 national illnesses as graft and corruption, and explains how restoring values in individuals can help change the nation. The training emphasizes personal transformation and developing a Godly nature to overcome selfish interests and bring genuine national change from the inside out.
This document outlines the key components of successfully implementing social responsibility programs through a university course. It discusses developing a social responsibility plan aligned with good governance indicators, models for implementation, and processes and procedures. Examples are provided of Starbucks' and Toyota's corporate social responsibility strategies. The document also discusses evaluating programs based on sustainability, accountability, and transparency principles and creating an action plan template with goals, actions, responsibilities, and timelines.
Restart+ Module 1 Introduction to Building Sustainable Communitiescaniceconsulting
This document provides an overview of Module 1 of a course on building sustainable communities. The module explores the concept of community regeneration in the context of communities facing decline or crisis. It breaks down the concepts of sustainable community and causes of decline. It looks at building strong teams and regeneration case studies. The final section provides exercises and templates to assess communities before planning regeneration projects.
this was previously conceptualized for the purpose of establishing what spcd hs batch 87 can do to help its batchmates and its immediate families... atleast in any way that the batchmates offer their talents, time, treasure, not only to fellow Paulinians, but to local communities as well... when resources are available for sharing.
the goree project-Program Prospectus_Rev-6-POSTPatra Afrika
The document outlines plans for the Gorée Project, a 10-year initiative to promote sustainability in the African diaspora. It details several programs and activities, including establishing a cultural heritage website, developing a diaspora bond, creating a green school and agricultural pilot program using industrial hemp. It provides organizational frameworks, stakeholder analyses, and funding structures like sponsorship packages to support the project goals over multiple phases of implementation through 2025.
The Wings of Daniel program aims to help youth struggling with addiction in their community. It seeks to lessen overdose and death rates among young people through Daniel's story and by providing housing, job and education opportunities, life skills training, and counseling. The program will track client progress and outcomes using a binder system to document accomplishments, notes, and quality of life changes for monthly evaluations.
Strategic discourse on how to develop work plans for non-government organisations. Teaches on the international best practices and 'modus operandi' of workable work plans with achievable deliverables.
The document presents a strategic plan for Youth Alliance for National Unity, Development & Peace Building (YANUDP) for 2013-2015. Mr. Assan Jallow, the CEO and founder, outlines the objectives of developing a corporate plan and work plans to guide the organization's activities and ensure its goals and visions are achieved. This includes creating awareness of youth issues, providing education and empowerment programs for youth, and promoting responsible leadership and participation. The presentation covers developing a results-oriented work plan with clear objectives, timelines, responsibilities and monitoring indicators to effectively implement the organization's strategies.
The document discusses how youth can become social entrepreneurs and drive social change. It outlines 3 questions to uncover ideas for change: 1) personal life, 2) community/country, 3) campaigns to support. It then summarizes findings from a youth report on desired changes, including environmental issues and education. Specific issues raised by Filipino youth are reducing poverty and hunger. Social entrepreneurs are defined as those who create social enterprises and innovative ways to provide social/economic services to the poor. An example social enterprise called SoupOfTheDay aims to address hunger and poverty through training students as social entrepreneurs.
SUN Civil Society Learning Route: innovation plan submitted by the National Civil Society alliance. More info: http://suncivilsocietynet.wixsite.com/learningroute/rwanda-learning-route or contact C.Ruberto@savethechildren.org.uk
SUN Civil Society Learning Route: innovation plan submitted by the National Civil Society alliance. More info: http://suncivilsocietynet.wixsite.com/learningroute/rwanda-learning-route or contact C.Ruberto@savethechildren.org.uk
Ranu Kulshrestha has over 20 years of experience in CSR and NGO leadership. She currently serves as the Group Head of CSR and Chief Functionary of the Moser Baer Trust for Hindustan Power Projects Private Limited, where she leads a team of 11 professionals and 60 para-professionals. In this role, she is responsible for developing and implementing CSR strategies, managing programs, stakeholder engagement, reporting, and financial management with an annual CSR budget of 22 crore INR. Previously, she held CSR leadership roles at Moser Baer India Limited and FICCI, and has expertise in strategic planning, program design, execution, partnership development, and training.
This document provides an overview of the City of Port Coquitlam Sustainability Initiative. The initiative was established in 2005 to integrate economic, environmental and social aspects of development through policies and programs. It includes developing a sustainability checklist for development applications, promoting green building standards, protecting water sources, and conducting social planning reviews. The goal is to foster sustainable development that balances economic prosperity, environmental protection and high quality of life for current and future residents.
NEDA -Edited Briefing on PDP_RDP 8817.pptFerdieRulona
The document provides an overview of AmBisyon Natin 2040, the Philippines' long-term vision, the 0-10 Socioeconomic Agenda, Sustainable Development Goals, and development plans for the Philippines and Caraga region from 2017-2022. It discusses how these plans aim to achieve the collective aspirations of Filipinos for a prosperous, predominantly middle-class society where no one is poor by 2040. The presentation also outlines Caraga's vision to become the center for fishery, agro-forestry, minerals, and ecotourism by 2022 and the strategies to pursue this vision through functional roles for provinces and cities and a polycentric regional spatial framework.
The document provides an overview of a city's Social Inclusion Plan aimed at improving quality of life for all citizens. It outlines the process of developing the framework, including establishing guiding principles and identifying priority areas of housing choice and affordability, urban agriculture and food security, mental health, education and training, and inclusion and diversity. The document also discusses the city's roles and responsibilities in implementing the plan and ensuring accountability.
KSA Vision 2030 Strategic Objectives and Vision Realization Programsbanerjeerohit
Vision 2030 aims to transform Saudi Arabia's economy and society. It outlines three pillars - a vibrant society, thriving economy, and ambitious nation. The document then breaks down each pillar into strategic objectives and levels, with the highest level being overarching objectives, followed by more specific sub-objectives, and then detailed objectives to develop action plans. In total, the Vision is broken down into 96 strategic objectives across the three pillars to guide implementation of the Vision.
Developing the Local Development Roadmap: Processes, Challenges and StatusWBKDC
This document outlines the process of developing the local development roadmap and executive-legislative agenda for Dumaguete City from 2014-2016. It establishes a vision for sustainable development and accountable leadership. The goals are to promote education, business, infrastructure, access to services, transparency, environmental protection and land use. The agenda was created through a participatory process involving stakeholders to identify and program 3-year priorities based on research and existing plans.
The document provides an evaluation and suggestions for planning a town in accordance with Local Agenda 21. It summarizes that the quality of life in Kota Bharu is high but can be improved through better environmental health. It suggests reducing greenhouse gas emissions, improving transportation options, and increasing social progress and employment opportunities to maintain economic growth. The document also notes the town's high waste generation and low recycling rates, and suggests increasing recycling centers and promoting reduction, reuse, and recovery to improve natural resource use.
The document provides an evaluation and suggestions for planning a town in accordance with Local Agenda 21. It summarizes that the quality of life in Kota Bharu is high but can be improved through better environmental health. It suggests reducing greenhouse gas emissions, improving transportation options, and increasing economic growth and job opportunities. Maintaining social progress by improving skills, health, and reducing crime is also recommended. Increasing recycling efforts and centers is suggested to improve prudent use of natural resources.
This document outlines a school-based training program on values restoration for instructional and school leaders. It discusses the vision, mission and goals of restoring Filipino values such as patriotism, integrity, excellence and spirituality. It identifies the top 10 national illnesses as graft and corruption, and explains how restoring values in individuals can help change the nation. The training emphasizes personal transformation and developing a Godly nature to overcome selfish interests and bring genuine national change from the inside out.
This document outlines the key components of successfully implementing social responsibility programs through a university course. It discusses developing a social responsibility plan aligned with good governance indicators, models for implementation, and processes and procedures. Examples are provided of Starbucks' and Toyota's corporate social responsibility strategies. The document also discusses evaluating programs based on sustainability, accountability, and transparency principles and creating an action plan template with goals, actions, responsibilities, and timelines.
Restart+ Module 1 Introduction to Building Sustainable Communitiescaniceconsulting
This document provides an overview of Module 1 of a course on building sustainable communities. The module explores the concept of community regeneration in the context of communities facing decline or crisis. It breaks down the concepts of sustainable community and causes of decline. It looks at building strong teams and regeneration case studies. The final section provides exercises and templates to assess communities before planning regeneration projects.
this was previously conceptualized for the purpose of establishing what spcd hs batch 87 can do to help its batchmates and its immediate families... atleast in any way that the batchmates offer their talents, time, treasure, not only to fellow Paulinians, but to local communities as well... when resources are available for sharing.
Similar to Establishing Development Objectives.pptx (20)
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
United Nations World Oceans Day 2024; June 8th " Awaken new dephts".Christina Parmionova
The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
Food safety, prepare for the unexpected - So what can be done in order to be ready to address food safety, food Consumers, food producers and manufacturers, food transporters, food businesses, food retailers can ...
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
2. Session Objectives
At the end of the session, participants are
able to:
1. Revisit (Formulate) the vision, mission,
goal statement of the barangay.
2. Achieve a common understanding of
the vision and direction of the barangay.
3.
4. Difference between Vision &
Mission
The Vision statement describes the FUTURE state:
Where do we want to be?
Where do we want to go?
A Mission statement describes the PRESENT state
of the organization:
Who are we?
Why are we here?
Why do we exist?
5. SETTING THE VISION
Vision statement identifies where the
organization intends to be in the future or
where it should be to best meet the needs of
stakeholders / community
Lays out what the citizens of the community
would like their barangay to look like in terms
of its PHYSICAL, ENVIRONMENTAL, SOCIAL
and ECONOMIC DEVELOPMENT
6. Define the future that you want. The
vision shall serve as the driving force
that will move the entire barangay
towards the achievement of a common
development direction and also guide
the succeeding stages of the planning
process.
SETTING THE VISION
7. Why have a VISION?
According to Yogi Berra:
“If you don’t know where you are going,
you probably aren’t going to get there.”
Identifying where you want to go in relation to
where you are is the key to identifying those
areas where you need to improve.
8. The Vision Statement has two
(2) components:
“Outward-looking” component is the desired role of the
barangay or the best contribution it can make to the development
of the localities, the barangay relates or makes a unique or
substantial contribution.
“Inward-looking” component is the desired state of the
barangay as an environment for its inhabitants to live in and make a
living. It defines the desired conditions of the following:
1. Local population (social sector)
2. Local economy (economic sector)
3. Natural environment (environment sector)
4. Built form (infrastructure sector)
5. Local leadership/ governance (institutional sector)
9. EXAMPLES OF A VISION
1. Silago, Leyte
“a leading agri-eco-tourism destination in the
region with climate resilient, empowered,
peace loving, healthy, God fearing, self- reliant,
and environment-friendly Silagonhons living in
a safe, clean and sustainable governed by
competent civil servants.”
10. EXAMPLES OF A VISION
2. Makati City (CLUP 2013-2023)
“Makati shall lead the Philippines in the
21st century; its global and national
enterprises, leading the creation of a new
responsible and sustainable economy; its
citizens, productive, empowered and God-
loving.”
11. EXAMPLES OF A VISION
Tabaco City Vision Statement
“By 2027, we see Tabaco, the City of Love as the
gateway of international and domestic trade and
tourism, the agro-industrial center of Bicolandia,
with a globally competitive economy and the home
to a God-centered, progressive, healthy, disciplined
and empowered people living in a safe and well-
managed environment, led by strong and dynamic
leadership, supported by competent, client friendly
civil servants, all committed to the principles of good
governance, sustainable growth and balanced
development.”
12. ESSENTIAL ELEMENTS OF A
VISION
Qualities of the people as individuals
Qualities of the people as a society
Nature of the local economy
State of the natural environment
Condition of the built environment
Capacity of local leadership
13. ELEMENTS DESCRIPTORS
1) People as Individuals
Disciplined, Honest, Law abiding,
Peace-loving, Child Friendly,
Healthy (Drug-free, long life, low
morbidity)
2) People as Society
Vigilant (disaster prepared
citizenry)
Resilient
Empowered (Public consultation
made as an Integral part of
Decision making)
3) Local Economy
Diversified (Increase in number of
financial institution, Services
Establishments)
Self-reliant
14. ELEMENTS DESCRIPTORS
4)Natural
Environment
Scenic (Attractive, density of greens
w/in Urban centers)
Safe & Clean (Quality of water is w/in
the standard of Philippine Nat’l.
Drinking water)
Balanced (Built-up integrated with
open spaces)
Sustainable / Ecologically Sound (clean
water, improved air quality)
5) Built Environment Orderly, Clean and Vibrant
6) Local Leadership
(Governance)
Firm (enforcement of local laws-zoning
ordinance)
Transparent
Responsible
15. Evaluation of the vision may be guided by the
following questions:
Does it capture the ideas/descriptions generated?
Is it easy to remember/memorize?
Is it inspiring, motivating and powerful?
Can it be felt or experienced?
Does it capture the aspirations of the community,
and is it shared by all sectors of the community?
Is it attractive, ambitious and achievable?
Is it unique to the city/ municipality?
Does it capture the distinct character of the area?
16. MISSION
An organization's mission statement
describes what the group is going to do,
and why it's going to do that. Mission
statements are similar to vision statements,
but they're more concrete, and they are
definitely more "action-oriented" than vision
statements.
17. MISSION
Describes what the organization does
(current capabilities), who to serve
(stakeholders), and what makes the
organization unique (justification of existence.
18. MISSION
Believing in the saying,
“Poverty is not the hindrance to success”.
The Barangay Officials are commissioned to
unite all people. Hand in hand, together, we
will work to achieve our goals. The
development, Progress, Peace and Harmony
of the barangay its our main concern.
-BDP San Vicente
19. GOAL
A goal is a broad statement of desired
result or possible outcome that aims to
address a general problem situation of
the barangay as derived from the
situation analysis.
20. THINGS TO CONSIDER IN
FORMULATING GOAL/S
Must be able to translate the barangay’s
vision statement into more realistic terms
Must be multi-sectoral in nature to be able
to address more than one problem situations
May be formulated for each of the identified
key problem areas as necessary for the
attainment of the vision
21. GOAL
ECONOMIC
1. Mapataas ang kita
2. Kasigurohan sa
panginabuhian/panginabuhian ang mga
walay trabaho sa barangay (Employment for
the unemployed)
LOCAL DEVELOPMENT
ADMINISTRATION
Malinawon ug mauswagon ang barangay
SOCIO-CULTURAL
EDUCATION
- Ma-edukar ang mga kabataan sa epektibong
pamaagi
HEALTH
- Mahatagan og kalidad nga serbisyo sa
katawhan
22. GOAL
INFRASTRUCTURE
1. Makabaton og permanenting luna sa
barangay
2. Makabaton og konkreto nga dalan ug mayo
nga drainage system
3. Makabaton og manindot/standard nga
barangay hall
4. Makabaton og limpyo nga tubig mainom
5. Makabaton og maayong lugar kapasilungan
sa dinagkong aktibidadis sa barangay
6. Maserbisyuhan ang tanang lumulopyo sa
barangay
7. Makabaton og permanenting luna
sa eskwelahan sa high school
23. GOAL
INFRASTRUCTURE
8. Makabaton og bag-ong school shop
9. Mahatagan og luna nga bularanan sa mga
mag-uuma o negosyante sa barangay
10. Mahatagan og hapsay nga pagpuyo nga layo
sa kasamok sa krimen
11. Mahatagan og kasigurohan ang adlaw-adlaw
nga aktibidades sa mga mangingisda og
kasigurohan sa kinaiyahan/kadagatan
12. Makabaton og hustong lugar samtang
maghulat panahon kung adunay
immunization, check-up ug uban pang health
activities
24. OBJECTIVES
Are more specific statements of short-range
desired outcomes or results towards which
development activities of the barangay is
directed
Are subsets of a goal and therefore contribute to
the attainment of a stated goal.
Respond to specific problem situations usually
sectoral in nature
25. STEPS IN SETTING GOALS AND
OBJECTIVES
Review the vision statement and the major
problems, issues and opportunities identified in
the barangay
Results of the situational analysis are inputs and
bases for the formulation of the goals
Formulate the general goals that the BLGU wish
to attain within the planning period
26. OBJECTIVES must be SMART
Specific in terms of place
Measurable, preferably in performance terms –
what is achieved rather than how to achieve it
Attainable, otherwise it will backfire and create
failure
Realistic – obtained support of key stakeholders is
important, objective setting should be participatory
Time-bound – time frame should be linked to
political and social realities as well as to physical
development aspects
28. SAMPLE VMG
VISION MISSION GOAL
Barangay San Francisco
as the center of
commerce and
education
aims to promote God-
fearing people, quality
services, enhance
leadership for livelihood
programs, disaster-
resilient society and
peaceful environment
under a responsive and
accountable
governance.
To improve the quality of life of
every constituent, adopt
sustainable programs and good
governance and build up active
and participatory community
in the continuous promotion of
various progressive
development.
1. Provide efficient and
effective social and
economic services.
2. Strengthen moral and
spiritual aspect
3. Develop a responsive,
participative and
accountable governance
4. Inculcate values on the
protection and
preservation of livable
environment.
29. SAMPLE VMG
VISION MISSION GOAL
Barangay New
Malitbog
Usa ka Barangay nga
adunay mauswagong
panginabuhian,
himsog nga katawhan,
limpyo ug hapsay nga
jomunidad ug
dekalidad nga
edukasyon nga maoy
dalan paingon sa us
aka mainampoon ug
tawhanong syudad.
Ipadayon ang paghatag ug
saktong serbisyong
panglawas, de kalidad nga
edukasyon, saktong
ekonomiya, hinlo nga
kinaiyahan, institusyunal ug
inprastraktura pinaagi sa us
aka hanyag ug tinud-anay
nga panerbisyo alang sa
tanang katawhan sa New
Malitbog.
1. Pagpanindot sa
Barangay Hall
2. Ipadayon ang kahinlo
sa palibot labi na sa
mga kanal para layo
kita sab aha panahon
sa ting-ulan
3. Magdugan ug mga
poste ug suga sa mga
kadalanan para
malayo sa unsa mang
matang sa krimen ug
mapaubsan ang
aksidente sa
kadalanan
30. SAMPLE VMG
VISION MISSION GOAL
4. Maghatag ug igong
tambal ug serbisyong
medical para sa IP’s, 4P’s,
PWD, Senior Citizen ug sa
tanang lumulupyo sa
barangay
5. Ipdayon ang pagmentinar
sa kalinaw ug hapsay nga
komunidad
6. Ang Barangay New
Malitbog mamahimong
Environment-Friendly nga
komunidad
7. Patas-an ang paghatag ug
suporta sa mga mag-
uuma pinaagi sa paghatag
ug dugang ayuda sa ilang
pananum
31. SAMPLE VMG
VISION MISSION GOAL
8. Pagpalambo sa kinaiyang
bulontarismo
9. Pagpahibalo ug paghatag ug
dugang kahibalo sa mga
kabataan ug kababainhan
aron malikay sila sa posibleng
pagpangabuso
10. Pagpalambo ug paghatag
ug pundo para sa
organisasyon sa Senior Citizen
ug pagsuporta sa mga NGO’s
11. Dugang kasayuran ug
pagpalambo sa Solid Waste
Management
33. VISION
“Barangay San Francisco as the center of commerce, IND
and education with God-fearing, responsible and pr
citizen ____ quality services, enhance leadership for l
programs, disaster-resilient society and peaceful env
under a responsive and accountable governance gove
competent and transparent leaders ”
34. MISSION
“To improve the quality of life of every
constituent, adopt sustainable programs
and good governance and build up active
and participatory community in the
continuous promotion of various
progressive development.”
36. VMG
SECTOR GOALS OBJECTIVES
INSTITUTIONAL To achieve a sound and
efficient income generating
sources.
To efficiently collect local taxes
To create mandated plans
according to existing laws.
Timely submission of
mandated plans
To ensure effective and
efficient enforcement of
barangay ordinances.
To strictly enforce existing
barangay ordinances
To ensure effective and
efficient enforcement of
barangay ordinances.
To create responsive and
effective barangay ordinances
To capacitate and increase
knowledge of local officials
and functionaries.
To conduct capacity
development trainings to
officials and functionaries
To duly represent sectors in
the barangay.
To ensure equal
representation from different
sectors
To acquire a new
establishment as a Barangay
Hall.
To construct a new Barangay
Hall
37. VMG
SECTOR GOALS OBJECTIVES
INSTITUTIONAL Maangkon ang saktong abot Saktong pagkolekta sa buwis
Pagbuhat/pagmugna sa
mgaplano haum sa
kasamtangang balaod.
Pagsumite sa mga plano sa
Barangay sa saktong oras.
Garantisadong/Saktong
pagpanday sa ordinansa sa
Barangay
Pahugtan ang napandat nga
kasamtangang ordinansa sa
Brgy.
Pagpabug-at ug pagpalambo
sa kaalam sa matag opisyales
sa mga functionaries.
Magpahigayon ug mga
seminar ngadto sa tanang
opisyales ug mga
functionaries.
Pagrepresetar sa sectors sa
Barangay
Adunay pantay nga
pagrepresentarsa mga sector
Makahimo ug bag-ong
barangay buildings
Magpundar ug bag-ong
Barangay Hall sa bag-ong
luna.
38. VMG
SECTOR GOALS OBJECTIVES
SOCIAL Mapaabot sa katawhan ang
saktong serbisyo ilabina sa
mga solo parents, senior
citizens ug PWDs
Mugamay ang kaso sa pang
abuso diha sa pamilya
Matitulohan sa tagsa tagsa
ang luna nga gitukuran sa
matag balay
Mapalambo ang kalidad sa
edukasyon
Mapatunhay ang kahapsay
ug kalinaw sa barangay
Mapalambo ug mahatagan
ug saktong serbisyong
panlawas
Himsog nga panglawas
pinaagi sa mga sports
39. VMG
SECTOR GOALS OBJECTIVES
ENVIRONMENT To preserve, protect and
promote Natural Resources
of Brgy. Including potential
areas for tourism.
To maintain a clean and
green environment.
To prevent natural disasters
and calamities or mitigate
the impacts.
40. SECTOR GOALS OBJECTIVES
INFRASTRUCTURE To make the Barangay easily
accessible.
To protect and prevent flood
and erosion.
Sufficient supply of clean
and potable water
To fully energize all areas in
the barangay
To adopt new technologies
41. SECTOR GOALS OBJECTIVES
ECONOMIC To provide economic
opportunities to all.
To generate employment in
the barangay.
Promote sustainable
Eco-Agri Tourism.
Generate more income
through business and trade
activities.
42. Activity Target Date Person responsible
Submission of First
Draft
Barangay
Review CPDO
Submission of Final
Draft
Barangay
Final review CPDO
Adoption and
Approval of BDP
Barangay
Packaging and
Endorsement of BDP
CPDO
NEXT STEPS
In social science, the term built environment, or built world, refers to the man-made surroundings that provide the setting for human activity, ranging in scale from buildings to parks. It has been defined as "the humanitarian-made space in which people live, work, and recreate on a day-to-day basis."[1] The "built environment encompasses places and spaces created or modified by people including buildings, parks, and transportation systems.