CapDev-Ela CY 2013-2016 - San Jose Municipal Government

Transcription

CapDev-ELA
For the Calendar Years 2013-2016
MUNICIPAL GOVERNMENT OF SAN JOSE
Rizal Street, Barangay Poblacion VII
San Jose, Occidental Mindoro 5100
Capamunicipal Development and Executive Legislative Agenda
(043) 491-2087
Municipality of San Jose, Occidental Mindoro 5100
[email protected]
Page 0 of 123
OFFICE OF THE MUNICIPAL MAYOR
November 8, 2013
THE HONORABLE MEMBERS
Office of the Sangguniang Bayan
San Jose, Occidental Mindoro
Thru: ATTY. REY C. LADAGA
Vice-Mayor and Presiding Officer
Gentlemen:
As our initial take off in the definition of our municipality’s direction in the next three years,
through your cooperation together with the heads of offices of our local government unit, we
were able to formulate the Executive-Legislative Agenda 2013-2016 of this Municipality. A copy
of it is hereby endorsed to your good office for reference and study.
Said agenda is our written report and formulated plans of investments for the sectors of
administrative governance, economic, social services, and environment. Through careful
analysis and observation, we were able to plot the needed priorities for each sector which will
serve as our guide in developing the municipality for the welfare of our constituents.
Thus, this Office is requesting your approval of a resolution/ordinance as follows:
Adopting and Approving the Capamunicipal Development and Executive-Legislative Agenda
(CapDev-ELA) for the Calendar Years 2013-2016 of the Municipality of San Jose, Occidental
Mindoro
Your immediate and favorable action is highly anticipated.
Very truly yours,
ROMULO M. FESTIN
Municipal Mayor
C.c.:
Office of the Sangguniang Bayan (four sets)
MBO, MHRMO, Admin Office (one set each)
MPDO – File Copy (two sets)
-dvbb-
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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
projects through efficient tax collection;
development
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.
Page 11 of 125
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
Commercial
Residential
Institutional
Industrial
Parks and Playgrounds
Infrastructures
Agriculture
Mining/Quarrying
Grassland
Special Use (Dumpsite)
Others
Forest
TOTAL
AREA (has)
43.22
1,619.59
80.31
333.47
11.23
145.53
15,797.14
24.00
1,045.56
8.00
1835.09
34,192.94
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.
Page 15 of 125
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 (agroindustry) 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
management, leave administration, career development, employee discipline, and
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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
communication hassles and maintenance.
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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-àvis its present organizational structure and this could be done by applying the “demanddriven” concept of organizational formation. At present, the office has resorted to multitasking 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
programs and projects.
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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

Giving proper valuation of real properties to increase revenue through taxation
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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
convenience.
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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
guarantees to an effective allocation and optimum utilization of financial resources.
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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
accounts

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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.
7.3

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

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
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area, and/or shift to other cultivation due to diseases affecting the crop. Marine resources in
the Mindoro Strait is depleting so much so that each fishermen catch more or less an
average of 10 kg/day, not enough to feed a family of five.

Addressing the profitability needs of the farmers and fishermen and improving
significantly crop and fishery production

Increasing agricultural production while promoting sustainable agriculture

Protection of prime agricultural lands or irrigated areas and irrigable lands

Prioritize programs that will support agricultural development like irrigation
service area expansion, strengthening of extension services, marketing and
financial assistance, and provision of post harvest facilities, among others.

Empower small farmers through livelihood programs, trainings, and subsidies,
and encourage cooperative building

Maximum utilization of underutilized lands and suitability reevaluation of misused
lands

Provision of income-generating opportunities through livelihood programs

Agricultural Development Program. This program intends to provide holistic
approach to agricultural sector. The program shall have the following subcomponents:
a) Extension services. The farmers shall be provided with technical skills
on improving crop production through use of various technologies.
Regular visits of agricultural field workers shall be ensured reaching
even the far flung barangays.
b) Introduction and support to high value crop production and support to
seaweeds production
c) Capability Building. Conduct of seminars and trainings for farmers and
fisher folks. Support from various sectors like NGOs and POs and shall
be solicited. This activity shall be spearheaded by the Agriculture Office.
Organic farming shall be encouraged to reduce dependency in inorganic
farming systems.
d) Identification of fund source for agriculture development and the
development of markets to absorb production.
e) Construction/improvement of farm to market roads

Continuous Capability Upgrading. The technical staff of the Municipal Agriculture
Office shall continue to undergo training towards a more efficient technical
assistance extended to farmers.
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a) Establishment of demonstration farms. This shall serve as a venue for
practical hands-on training to farmers.
b) Educational trainings and school-on-air
c) Conduct of livelihood trainings

Productivity Enhancement Programs. The technical staff of the Municipal
Agriculture Office shall continue to undergo training towards a more efficient
technical assistance extended to farmers.
a) Establishment of demonstration farms and research center. This shall
serve as a venue for practical hands-on training to farmers.
b) Construction of Agricultural Support Facilities like cold storage, bagsakan,
reservoir, irrigation system, tube wells, etc.
c) Acquisition of agricultural equipment
d) Subsidy programs for organic fertilizers, certified seeds, etc.

Provision of Livelihood Assistance through Tulong Kabuhayan Program or
livelihood programs. This is aimed at improving the livelihood of each family by
providing income-generating opportunities.

Mangrove reforestation and reviving the Bantay Dagat
artificial reefs and establishment of payao

Support to livestock industry

Improvement of fishport slaughter house office, and fencing of the slaughter
house
and installation of
2. Entrepreneurship, Business and Industry Promotions
Still in the Economic Governance, this sector is a priority area for improvement that
has a performance scale of ‘fair’. The suggested action is to ensure the ease of doing
business. Strategize to effect issuance of building, occupancy, and business permits in a
more expedient manner.
The creation of Business-One-Stop-Shop (BOSS) is needed to be established to
facilitate processing time of securing business permits. The BOSS may be headed by a
created and/or designated Business Permits and Licensing Officer. However, business sector
still find it difficult. On the part of the government, the perceived difficulty is the compliance
with is the requirement of Pag-ibig and SSS clearances. This concern needs review of
existing system in the permits & licensing issuance.
The number of businesses operating in the municipal from 2005 to 2010 shows a
fluctuating trend but has managed to register a growth rate of at least a percent. Trading is
still the most preferred type of business capturing majority of the chunk of the total
number, followed by services and manufacturing and agri-business.
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
Establishment of network with the external market while facilitating smooth local
exchange of goods

Promotion of locally made products

Enhance existing major commercial district

Provision of support facilities like cold storage, warehouses or designation of site
as “bagsakan” or a trading center for centralize exchange of agricultural produce.

Give preference to industries that utilizes local raw materials in processing and
local labor force

Establish monitoring
establishments

Support production of raw materials identified as primary input for industrial
production

Promotion of skills development through continuing education of existing labor
force
system
to
ensure
compliance
among
business

Encouragement of tourism and community development-related enterprises

Training program for skills improvement

Support to local products

Construction and installation of physical support facilities. This program entails
designation of adequate parking spaces within the commercial area as well as
installation of adequate water supply, sanitary waste disposal. Proper loading
and unloading zones shall be designated within commercial business district.

Networking and linkages with the external market

Provision and construction of business-friendly infrastructures such as uniform
food stalls, better regulation of the Aroma Beach

Improvement of the tourism and agriculture industry in providing better
opportunities
3. Infrastructure
Infrastructure plan looks into five major categories namely circulation system,
communications, power supply, water supply, and public buildings. Basically, these are
support amenities that facilitate economic production and exchange, and population
movement.
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Being the premier urban area in the province and the gateway to southern Occidental
Mindoro, higher ranks of infrastructure facilities are found in San Jose. However, it has to
adequately cope with rapid population growth that poses challenge on:





Effective traffic management
Sufficient potable water supply
Adequate power distribution
Higher access to communication services
Business-encouraging infrastructure projects
Furthermore, provision of several landmark infrastructure projects should be given
attention as San Jose aims not only to be business district in the province but as a tourism
and investments hub. This will make it not only a gateway but also a getaway.

Developing and pump-priming the municipality’s economy by investing to public
infrastructure and improving several public establishments

Promote convenient inter-island and urban-rural linkages

Improve circulation system within the business nucleus area

Facilitate higher accessibility and greater mobility

Promote efficient and convenient communication system both in urban and rural
areas

Provide adequate potable water supply and efficient water distribution system in
all barangays

Equal access to power service by all barangays

Coordination with power distributing facilities for continuing program on energy
extension and service development

Construction of school and multi-purpose buildings

Training Program for Skills improvement

Creation of the San Jose Traffic Management Office and prepare traffic
management plan putting highlights on the following:
a) Restriction on roadside parking within the business nucleus area and major
thoroughfares;
b) Provisions of traffic signs/road markings;
c) Fixed schedule for delivery and entrance of heavy transport vehicle within the
business nucleus area
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d) Review of traffic flow and ordinances

Mini Piers. Establish small seaports within the three major islands that will
complement not only economic activities but will also facilitate access to social
services within the inland San Jose and its island barangays. This will also
encourage and accommodate passenger and cargo motorboats sailing island
barangays, Panay and Semirara islands, and Coron, Palawan

Improvement of the existing seaport in Caminawit. This will enhance servicing
large passenger ships plying Batangas and Metro Manila may be used to enhance
convenience in inter-island transport. Landing area to be utilized for said
purpose may be developed at the existing seaport.

Project to construct a “central terminal” outside business nucleus area to
accommodate north-bound and south-bound routes

Road Network Development Program focusing on:
a)
b)
c)
d)
e)

New access road development connecting Poblacion to its urban periphery
Upgrading of bridges
Barangay road construction
Rehabilitaion of communal irrigation systems
Reclamation of roadside pedestrians especially along major thoroughfares
Drainage and flood control development:
a) Construction of new drainage systems
b) Improvement of existing drainage systems
c) Seawall construction

Coordination with telephone companies for continuing household connection and
provision of public calling office in rural barangays

Postal Office Efficient Service Program. Renovation of the current post office for
better and convenient services.

Establish and saturate rural barangays with cell sites to allow use of mobile
phones by rural population

Ilin Island Water Supply System

Ilin-Ambulong Island Electrification Project. This project will be entailed in
partnership with national government agencies

Water Improvement Project. Upgrading of water pumps, through the San Jose
Water District, must be coupled with installation of additional
pipelines for
convenient household distribution. Additional sources of water shall likewise
be identified and developed.
4. Tourism
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The abundance and quality of natural, rich cultural and historical heritage is one of the
factor and strength in the development of tourism industry in San Jose. However, this sector
is one of the most underdeveloped and poses a lot of potentials. The development of San
Jose Domestic Airport plays an important role to accommodate and increase the number of
commercial flights and air traffic in accordance to projected demands. This will also include
the improvement of the present telecommunication facilities. The enhancement and
rehabilitation of tourist sites destination should be pursued to attain and sustain the
development.
Number of tourist arrivals increases during the month of April, May and December
since this is the vacation time and holidays.
In reality, there is an existing low level of program awareness and lack of an effective
plans of San Jose Tourism for tourism in general that serves an engine for economic growth
declares the industry as an indispensable element of the national economy and an industry
of national interest and importance, which must be harnessed as an engine of socioeconomic growth and cultural affirmation to generate investment, foreign exchange and
employment, and to continue to mold an enhanced sense of national pride for all Filipinos.
The absence of an need-based plan and program that effectively ensure the
development of San Jose local tourism that is for and by the San Joseños and the Filipino
people in general, and be able to conserve and promote their heritage, national identity and
sense of unity; the question of is there any concrete and executable Tourism Sustainable
Development Plan existing is still a clear and present issue. If there are, unfortunately nor
quite felt down to the grassroots level.
So much attention given politically-centered affairs/events in San Jose rather than
uniting to develop the tourism potentials of the municipality and the populace at the same
time help promote the development of its ecology and socio-cultural climate to attract both
local and foreign investors as an engine for poverty reduction.
Low capability to recognize sustainable tourism development as integral to the national
socio-economic development efforts to improve the quality of life of San Joseños and the
Filipino people, providing the appropriate attention and support for the growth of this
industry; less impact on the promotion of a tourism industry that is ecologically sustainable,
responsible, participative, culturally sensitive, economically viable, and ethically and socially
equitable for local communities.
Objectively, if there are any available tourism activities focused more on engaging with
external activities/events indirectly compared to those related to the real issue of tourism
development such as low level of awareness and participation of the populace in learning
and being equipped to market San Jose as the cultural hub of the Philippines.
The tourism-based website development wherein even the information about its actual
projects and programs were not even available for the public to know and be updated on
the latest developments initiated by its office, indeed, this must be reviewed and executed.
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Tourism Accomplishment Reports should be present in order to have any vital
benchmark tool for future tourism related plans in order to create a favorable image of San
Jose within the MIMAROPA Region, national and international community, thereby
strengthening the municipality's attraction as a tourism destination and eventually paving
the way for other benefits that may result from a positive local and global view as a historic
and culturally-enriched municipality.
At present there is no directly implemented/involved project in increasing the number
of investments geared towards the establishments of convention /seminar facilities larger
than existing non-DOT accredited facilties.
On the lighter side, the status of sustainable tourism projects anchored in connection
with San Jose’s real estate (which is stagnant), history, culture and natural endowments,
and ensuring the protection, preservation and promotion of these resources remains to be
very positive which is a possible comparative advantage for investment promotions geared
towards establishment of potential centers of national or even world congresses and
conventions leading to employment generation and business development as a whole.
With the GO and NGO collaboration an action plan on how to strengthen the role of
tourism councils and encourage the participation of non-government organizations (NGOs),
people's organizations (POs) and the private sector in initiating programs for tourism
development and environmental protection serves a positive indicator and an
encouragement to many.
At present, though there is still an issue on how many number of projects/programs
where participation of non-government organizations (NGOs), people's organizations (POs)
and the private sector in initiating programs for tourism development and environmental
protection. But moving forward the new administration’s initiative and drive to boost the
tourism industry provides an encouragement to continue in the development of the
Municipality.

Preservation of natural resources

Improving significantly the bulk of foreign and local tourists in the area


Improving potential tourist destinations
Preserve cultural heritage and promote appreciation of natural resources

Promote and enhance environmental awareness

Establishment of tourism and eco-tourism destination sites and protected areas

Encourage private sector involvement in the development of physical facilities
within tourist destinations

Standardization and monitoring of tourism-frontline establishments like hotels
and restaurants, and tricycle operators
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Projects and Programs

Ground visits to undertake inventory of potential tourism and eco-tourism sites.
Eco-tourism development and formulation of municipal guidelines regarding the
same.

Full operationalization of the Municipal Tourism and Community Development
Office. This will include the study of the locality and its Tourism Plan.

Creation of the Municipal Council for Tourism, Arts, and Culture. Program to
adopt measures to protect cultural integrity of the existing indigenous people in
the area and uphold environmental protection.

Additional street lighting of all major roads to ensure efficient management of
critical tourist sites for sustainability and security of the tourists. Maximum
number of tourist to enter in critical areas shall be identified. Preferably, major
roads in the town proper may be installed with ‘attractive’ street lights.

Potential sites shall be developed and identified through signs or bill boards.
Establishment of trails shall be encouraged but should be within the guidelines
set by the municipality. One is the Aroma Beachwalk and the development of the
White Island.

Training and orientation of local tourist guides. The tourist guides shall be
equipped about the area’s basic information and shall be capable of imparting
information to promote environmental consciousness among tourist. In this case,
the tour will not only be for leisure but environmental awareness as well.

Educational campaign and promotions

Maintaining and improving the tourism website through the LGU website.

Upholding events and gatherings which directly and indirectly tackle tourism and
the preservation of culture.

Establishment of exhibits and municipal museum

Construction of island mini ports
SOCIAL DEVELOPMENT PLAN
Socially Protective and Safe Local Governance
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As the locality move towards higher level of urbanization, problems on efficient provision
and delivery of social service become evident. The growing population demands for more social
services like education, health, and among others.
More often, formation of informal settlers are the most difficult to address due to intensive
cost requirement of providing decent housing. San Jose is facing the same problems particularly
settlements in Pandurucan River and other areas in Poblacion, Labangan Poblacion, Pag-asa,
San Roque, and Caminawit. The local government should adopt a comprehensive strategy that
deals on increasing access of the majority
particularly indigent population to basic social
services.
Actions may be guided through achieving the following objectives:





To discourage and control the growth and development of informal settlements
especially along critical areas
To uphold affordable and efficient health services
To increase quality standards for education especially for public schools
To advance and protect the interest of the disadvantaged and vulnerable members of
the community
To create balance and safe environment for all
Since social services are already in place and key issues that needs to be addressed has
been recognized, strategy may focus on facility improvement and upgrading and improvement
on delivery of services rendered.
1.
Housing and Urban Poor
San Jose continues to face the problems on shelter or housing and therefore should be
attended to. Being a constituent of San Jose clearly has its own housing benefits that are
not available to other areas. This year has brought more importance for relocation and the
urgency should be reflected in government programs while the Municipal Shelter Program
should be drafted, approved and implemented.
Identification of sites and sourcing out of funds should be simultaneously done by the
LGU in order to ensure the implementation of housing programs in the near future.
Families that may be served by the program, however, may not only be provided with
decent housing but will hopefully be given a chance to augment their income with the
livelihood ventures in the area which in the long run, will embark on economic and/or
investment opportunities transforming and alleviating poverty among the lives of its
recipients and the underprivileged as a whole.
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
Design comprehensive housing program
affordability of the target beneficiaries
parallel

Identify socialized housing sites and relocation site

Provide an inventory of informal settlers
with
accessibility
and

Community profiling

Adoption of the Municipal Housing and Urban Development Ordinance

Creation of the Municipal Housing and Urban Development Board. This will be
the policy-making body of all the housing programs of the local government
while looking into feasible areas for housing development.

Relocation Programs. The priority is to relocate informal settlers specifically
families within danger zone.

Community Mortgage Program. This program provides mechanism for existing
communities to own their occupied lands. The local government unit shall
endeavor to act as originator for and on behalf of the dwellers within the
informal settlements to facilitate the development of a housing project. However,
this will be a long-term project and fundamental bodies and ordinances should
be made
2. Health, Nutrition and Sanitation

Ensure health protection among the low income groups or indigent community

Establish and strengthen linkage with various health agencies

Promote proper use of alternative medication

Encourage community participation and promote volunteerism

Substantially decreasing the number of animal bites, and increasing the
contraceptive prevalence by 70%

Maintain a 95% fully-immunized children coverage and increasing the percentage
of households with access to potable water, preventing the existence of waterborne, food, and excreta related diseases

Reduction of diarrhea, malaria, dengue rate, as well as the reduction of the
prevalence and mortality from tuberculosis, STD/HIV, and pneumonia cases
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
Improvement of malnutrition situation in the area

Improvement of the services rendered by the rural health unit

Health Insurance Program. Consider adoption of a localized “Indigent Health
Insurance System” offered by the PHILIHEALTH.

Establishment of a comprehensive health and nutrition action plan. This is aimed
at providing a holistic approach on answering the issues and concerns of the
health sector.

Expansion of the services of the San Jose Diagnostic and Public Health Center.
This will be the improved rural health unit which gives a 24-hour service (for the
maternal clinic) complete with facilities and equipment.

Continuance of free medicines for the poor

Additional ambulance and assurance of enough drugs

Acquisition of medical equipment and medical bus

Strengthening the health benefits for the aged

Deployment of additional and benefits for health personnel. This will include
barangay health workers, barangay nutrition scholars, midwives, and sanitary
inspectors.

Health Education Program. As preventive approach for health care, efficient
information dissemination and education shall be provided giving highlight on
balanced diet, proper hygiene, immunization and among others

Herbal Use Education Program and other educational/promotional campaign.
This program shall promote the use of natural medicines as supplement or
alternative to synthetic medicines. Households shall be encouraged to establish
small backyard herbal garden.
The rural health unit must disseminate
comprehensive information as to type of diseases that can be cured by a
particular herb, preparation, dosage, and other basic information.

Medical missions in all barangays and free medical service to the aged

Intensify nutrition programs. This will be done through feeding programs and
community/backyard gardening.

Maintaining all other services rendered by the RHU and review/implementation of
health-related laws and ordinances
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
Adoption and enactment of the Health and Sanitation Code, National Action Plan
for Infant Care and Breastfeeding Programs, the localization of the ASIN Law,
and ordinances concerning animal custody and animal bites

Establishment of a Center for Animal Custody, Titration Laboratory and a
BEMONC Facility and strengthening the PPMD unit.
3. Education and Manpower Development
Education is essential to development and a key to attaining the Millennium
Development Goals. It is one of the most powerful instruments for reducing poverty and
inequality and lays a foundation for sustained economic growth. It is generally seen as the
foundation of society which brings economic wealth, social prosperity and political stability.
The Department of Education, in four districts in San Jose, faces many great challenges
during the past years. Various priority programs and projects of DepEd seemingly demand
instant results but as days gradually enfold, it successfully addresses its concerns one after
the other towards better performance through Education for All (EFA) 2015.
The Local Government of San Jose continues to pour out their support and assistance
to every DepEd program and project which leads to the establishment of additional
classrooms for the preschools, elementary and secondary schools, creation of both
nationally and locally funded items of teachers, donations of educational materials for
learning and enrichment of pupils and students. The LGU’s intensification of the Alternative
Learning System (ALS) which focuses on functional literacy and skills training aims to
support and maintain participation rate and to provide livelihood and entrepreneurial skills
to its target beneficiaries.

Upgrade quality of education in all levels and increase participation rate

Intensive training on non-formal education

Providing amenable environment in day care centers

Increasing literacy rate while improving the educational system

Improving educational facilities and infrastructures

Value formation among the teaching force and priority school needs inventory

Rehabilitation/upgrading of school facilities
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
Lakbay-Aral within San Jose to appreciate better the culture and heritage of San
Jose

Construction of additional classrooms

Hiring of additional LGU teachers, day care workers, and child development
workers


Continuous training assistance for non-formal education and support to
educational trainings and research
Support to alternative learning system

Establishment of additional supervised neighborhood plays

Value formation through the Municipal School Board

Acquisition of school supplies, and other educational/instructional materials
4. Social Welfare and Development

Equal access to basic social welfare and development support facilities

Identify households below poverty threshold and help them uplift their living
condition

Encourage participation and support of the private sector in the provision of
social services especially for the aged, children in conflict with laws, and persons
with disabilities

Increasing the number of day care centers and supervised neighborhood play
(SNP) zones by at least 20%

Development of a disaster risk reduction and management plan

Ensuring the functionality of barangay councils for the protection of children

Provide enabling environment for children in day care centers

Provide a child-friendly municipality by exemplifying in the child protection

Improvement, monitoring, and evaluation of day care centers

Mobilization of barangay councils for the protection of children through trainings
and monitoring

Adoption of an updated Municipal Disaster Risk Reduction and Management Plan
and creation of a Local Disaster Risk Reduction and Management Office
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
Acquisition of equipment needed for rescue operations

Continuing on the orientation and monitoring for the early childhood care and
development, and persons with disabilities

Parents’ congresses

Establishment of 10 additional SNP sites especially in island barangays

Construction of a rehabilitation/formation center and a center for children in
conflict with the law

Adoption of a Youth Development and Welfare Code
5. Gender and Development (GAD)

Define and identify the boundaries set by the GAD program.

Promote legislative awareness for the appropriation of the GAD plan

Provision of trainings, workshops in coordination with NCRFW (National
Commission on the Role of Filipino Women), DILG (gender specialist) and
NGOs.

Gender Sensitivity training for Employees

Gender and Development Planning Workshop/Training

Advocacy and Promotion of the GAD Plan

Preparation of GAD plan

Organization/ meeting of Local Council for Women

Adoption of a Gender and Development Code through Sangguniang Bayan
ordinances

Hiring of a local psychologist

Creation of a GAD Monitoring Council
6. Sports, Recreation, and Entertainment
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
Promote camaraderie and diversify sports preference and skills among the local
populace

Provide incentives on youth groups who are actively
events

Develop open access sports and recreation facility

Encourage and provide wholesome recreation and entertainment for the youth
and keep them away from drug abuse and other vices by providing alternative
past-time activities

Improvement of gymnasium collections
participating in sports

Sports Development Program
The following may be incorporated in the program:
a) Restoration of traditional Filipino games and incorporate the same to school
physical fitness curriculum
b) Free regular physical fitness exercise in functional open space like municipal
plaza
c) Construction of new sports facilities and rehabilitation of existing ones
d) Holding of basketball leagues and introduction of other sports activities

Linear Park Development. Linear boulevard along rivers/creeks/coast of the
urban area shall be developed for leisure activities

Continuity of Movie at the Plaza

Rehabilitation of the municipal gymnasium, public swimming pool, tennis court,
and gymnasium’s basketball court

Landscaping of the gymnasium compound
7. Peace and Order
In its notes presented in its official website, the National Economic Development
Authority claimed that peace and order is an essential ingredient to maintaining economic
development, social order and political stability. A condition of peace and order facilitates
the growth of investments, generates more employment opportunities and attracts more
tourists. Foremost in the government’s agenda is the promotion of peace and order. This is
exemplified in its continuous and active campaign against terrorism and criminality,
including kidnapping, illegal drug trade and smuggling and street crimes among others.
However, threats to peace and order continue due to a higher-than-tolerable level of
criminality caused by an ill-equipped and undermanned police force and the lack of desired
holistic and integrated approach to address rising criminality and terrorism. At present,
community participation in peace and order initiatives needs to be enhanced in a national
Page 53 of 125
perspective. The community must be a partner with the police force and other law
enforcement agencies to maintain peace and order. One clear example is the government
efforts to tap the community in the fight against crime through PATROL 117 have been
launched. However, there is still a big need for more programs to be launched and
continuous implementation and advocacy should also be pursued.
In San Jose, in line with the new administration’s advocacy to intensify the campaign
on moral transformation and promote nation-building with good governance by producing
righteous leadership, the municipal government exerted efforts to tap non-government
organizations to participate in peace and order initiatives such as the National Auxiliary
Chaplaincy Philippines, Inc. (NACPHIL), formerly National Auxiliary Chaplains, Inc. or NAC is
a non-government organization duly registered with the Securities and Exchange
Commission of the Republic of the Philippines and other faith-based groups that have been
existing for some time now in the promotion of peace and order through moral and spiritual
transformation programs in the municipality. There is also partnership with them in terms of
moral recovery programs. The initiative was further strengthened when the previous
national administration issued the Executive Order 713: Strengthening the Authority of the
Presidential Council on Values Formation Towards the Effective Pursuit of a Just and Moral
Philippine Society, Amending Executive Orders 314 and 347 and for Other Purposes dated
March 12, 2008 aimed at eradicating from all sectors of the country, the culture of graft and
corruption, patronage politics, apathy, passivity, mendicancy, factionalism and the lack of
patriotism and to be replaced with the love of country, honest public service, integrity,
honesty and good work ethics and Presidential Proclamation No. 828 - Declaring a Decade
(2005-2015) of Good Governance and Good Citizenship to Fight Corruption and to Eradicate
Poverty dated April 14, 2005.
In addition, an Executive Order was issued by the Municipal Government which
aligned the said mandate by issuing local executive order that Moral Recovery Program and
Chaplain Service (MRP) in all government departments, offices, agencies and governmentowned and controlled corporations through the establishments of integrity circles and other
PPAs relevant to it.
The concept of through the deployment of chaplains among local government units
(and barangay or grassroots government level) and other partner NGOs and POs that will
unite all the proponents of the mandate on values formation and moral recovery under the
spirit of cooperation and working together. One of the basic emphasis of the program is the
strengthening a family bond through its basic responsibility to enhance family relationship.
We believe that the family has a primary role for the transformation of our society. “Be
responsible member of your family”. The LGU of San Jose has organized the Peace and
Order Council (POC) in accordance with Section 1 of Executive Order No. 773 which meet as
often as necessary. Aside from the POC, the LGU is now set to outline its Integrated Area
Community Public Safety Plan which is updated annually. San Jose and its surrounding
towns are observed to be generally peaceful. In 2012, incidence of index as well as nonindex crime is very low with less than 1 case per 10,000 population. This is an outcome of
the different programs, projects and activities implemented by the police force. Among
these are:
Page 54 of 125














Increase awareness of local people on fire prevention and safety measures
Encourage participation of the people in promoting peace and order situation
Lessening the traffic congestion, decreasing traffic-related crimes and accidents,
and improving the traffic situation in the municipality
Improving the services rendered by the Lupon
Improving the services rendered by the municipal police station
Maximum police visibility
Just and dedicated law enforcement
Intensified intelligence gathering
Inter-agency coordination
Conduct of small combat patrol operations
Securing vital installations in the AOR
Massive implementation and enforcement of SP Ordinances and other laws
All out war against all forms of illegal activities
Conduct of public awareness

Program to provide incentives and benefits. Peace volunteers/ barangay tanods
shall be given due compensation to encourage them to actively participate in the
provision of peace and order

Moral recovery program

Fire prevention campaign. Conduct lectures and/or seminar on fire prevention
and safety measures putting highlights on faulty electrical wirings and grass fire
among various institutions (work area) and civic organizations

Employment of additional traffic enforcers and review of existing traffic
ordinances and if needed, enactment of Traffic Management Code

Provision of additional equipment and service vehicle for the police station and
construction of a new police station

Training of the members of the Lupon and all policemen and organization of
Special Weapon and Tactics (SWAT) Team, and Search and Rescue Operations
Team
8. Arts and Culture

Increase awareness of the local people and awareness of the municipality’s
culture and heritage
Page 55 of 125

Inculcating patriotism while promoting development of Filipino Aarts and culture

Provision of special social services for the indigenous people

Encourage participation of the people in promoting peace and order situation

Holding of Mangyan Week, Tamaraw Conservation Month, and cultural
gatherings

Promoting locally produced cultural and arts products and establishment of a
municipal museum
ENVIRONMENTAL DEVELOPMENT AND DISASTER MITIGATION PLAN
Environmentally Protective, Climate Change Adaptive and
Disaster Resilient Local Governance
Half of the world’s population lives in urban areas and a significant portion of the human
activities that lead to global climate change are concentrated in the cities.
Linking population, health, and environment (PHE) issues is becoming increasingly
important for the Philippines, where natural resources and public health and well-being are
often negatively affected by factors such as population pressures and poverty. Understanding
these connections—including the economic and social context in which they occur—and
addressing PHE issues in an integrated manner is critical for achieving sustainable development.
However, the Municipal Government still have considerable authority over land-use
planning and waste management and play an important role in transportation issues and
energy, which all have implications of Greenhouse Gas (GHG) emission. These human activities
are burning of fossils fuels like oil, coal, gas and others, in transportation, manufacturing
processes and industry among others, and land-use changes contribute to the increases of
carbon dioxide emissions; the process of decomposition in flooded rice fields causes the
emission of methane into the atmosphere.
Likewise livestock production and waste management system like landfills, also cause
increases in the concentration of methane; the use of chemical fertilizers and pesticides are
examples of activities that cause increases in the concentration of nitrous oxides and the use of
CFCs and its substitutes (HFCs) in refrigeration / air-conditioning causes the increase of
halocarbon concentration in the atmosphere.
Page 56 of 125
San Jose started the Forest Land Use Project in mid-2013 with the coordination of the
Land Evaluation Party (LEP)- DENR Regional office. The Local Government Code of 1991
mandates LGU’s to participate in the management and protection of the environment within
their jurisdiction. The Sangguniang Bayan has the power to enact ordinances regarding:
a. Management and Disposal of any waste from hospitals, clinics, and other similar
establishments
b. Abatement of nuisance
c. Establishment, maintenance and conservation of communal forests and waters, parks
and forests, mangrove and other similar projects
d. Establishment of an orderly, and effective system for collection and disposal of garbage
e. Granting of fishery privileges, establishment of fish cages, fishing and collection of fish
fry in municipal waters
f.
Granting of licenses to fishing vessels weighing not more than three tons and to enact
regulations in regard thereto.
g. Impose penalties on destructive fishers and prosecute those responsible for this
1. Forest Resources Management
The benchmark of the Local Governance Performance Management System (LGPMS) State of Local Development, Electronic Report (e-SLDR) forest cover should not be lower
than 50%. The establishment of tree plantation and other activities, cutting of trees for
charcoal is banned and will ensure the protection of the forest cover.
The strategy of improving the implementation of Mining Act in order to maximize
revenues to the government which protects the environment is one of the priorities of the
Municipal Government. The development of mining industry in San Jose shall be pursued in
accordance with the existing environmental laws and regulations. However, people are still
passive on this matter and thus, mining still range in quarry of sand and gravel.
The Mangrove (Bakauan Species) Development Project located at the coastal
barnagays which are is relatively flat terrain and once a mangrove forest that serves as
buffer zones against strong winds and big waves and as a breeding site for both terrestrial
and marine bio-diversity. Today most of its forest cover had been critically devastated and
became a bio-diversity hotspot. This is due to land conversion into fish and aqua farm,
unsustainable resource use practices, cover exploitation, poverty and population issues.
With its present situation, it needs an immediate rehabilitation to replenish the devastated
mangrove resources. Vegetative cover comprises mainly of agricultural crops such as
coconuts, vegetables, bananas and a few mangrove species and vines that grow over the
area. The area is awarded to the actual occupants through the Integrated Social Forestry
Project (ISFP) by the DENR and Fishpond Lease Agreement (FLA) by Bureau of Fisheries
and Aquatic Resources (BFAR).
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The Municipal Government has already enacted its Environmental Code. However, its
implementation and future is still uncertain. The Municipal Environment and Natural
Resources Office is given the full responsibility to formulate a tree-planting project along its
riverbank and the development of forest areas.

Protection and maintenance of the municipal forest and water territories

Educating barangay LGUs on the protection and conservation of natural
resources

Strict implementation of forestry and fishery laws

Eradicating the occurrence of illegal fishing activities while revitalizing marine
resources

Eradicating the occurrence of illegal logging activities

Educating upland farmers on soil and water conservation and protection

Introduction of SALT/contour farming

Protection and rehabilitation of denuding mangrove forests which serve as
nursery ground to fishes, prawns, crabs, and shellfishes

Protection of soil and estuaries from storm waves and soil erosion

Serving pollution sinks to near shore waters

Properly monitor sand and gravel extraction and other natural resources
extraction

Mangrove areas rehabilitation and protection program.

Coastal Zoning. Detailed allocation of coastal areas for various uses should be
undertaken to protect marine habitat and promote sustainable production. It
shall be a result of complex interplay from various factors.

Creation and mobilization of Municipal Water Resource Management Council and
the reviving of the Forest and Environment Protection Council

Mobilization of Bantay Kalikasan/Forest Guards and Bantay Dagat task Forces

Establishment and development of municipal nursery

Tree planting activities

Trainings and seminars on illegal fishing while giving alternative livelihood for
illegal fisherfolks
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
Acquisition of needed office equipment and procurement of vehicle for
monitoring

Livelihood projects for Bantay Gubat and Bantay Dagat

Full operationalization of the Municipal Environment and Natural Resources Office

Adoption of a Municipal Environment Code
2. Urban Ecosystems and Waste Management
The need to come up with a tangible and workable local environment audit will map
biodiversity hotspots and sensitive bioregions, track down land cover changes due to
deforestation and flooding and monitor actual status of fishing grounds and other
environmental resources present in the municipality. Actually, increasing population, overconsumption and dubious technology, and greed for money are driving the human impact
on our environment.
The “Ecological Solid Waste Management Act of 2000” or RA 9003, declares a policy
that adopts a systematic, comprehensive and sustainable ecological solid waste
management program, which shall among others ensure the protection of the public health
and environment with emphasis on the promotion of volume resource reduction and waste
minimization resources. The Municipality issued executive order and enacted local laws in
consonance with the environmental law as basis for the implementation of the municipal’s
Ecological Solid Waste Management Program (EWSM). San Jose generates about more than
a ton per day waste collection and served thirty-eight (38) barangays, specifically 13 of the
urban barangays, to come up with an environmentally safe waste management and
disposal. The local government is now in study and preparation for the decentralized the
EWSM program to the barangays and puroks requiring all barangays to implement a
comprehensive barangay solid waste management program that will highlights waste
segregation, reduction and recovery schemes. These will enjoin barangay officials, all
sectors and households to cooperate and implement the program. To fully implement, the
LGU set a pick-up point and compost pit for households for biodegradable waste. Other
stakeholders such as schools, businesses, NGOs and local government were also mobilized
since they play an important role and to actively participate in the program. The
establishment of air quality monitoring station in the municipality through the logistical
support from Department of Environment and Natural Resources- Environmental
Management Bureau (DENR-EMB) must also be conducted. However, a massive
Information, Education Campaign (IEC) can fully support to the on-going Anti- Smoke
Belching Program and other related solid waste management programs.

Reduction of waste generation from different sources
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
Increase consciousness of the local populace regarding ecological waste
management

Prevent settlement formation within the disposal site and avoid encroachment of
conflicting uses

Develop sanitary waste disposal facility and inculcating to everyone that the
success of waste management lies on them

Sustain cleanliness and orderliness within the municipality

Development of a comprehensive action plan for ecological solid waste
management

Program on Ecological Waste Management
a) Information Campaign. Massive information campaign shall be undertaken to
b)
c)
d)
e)
disseminate ecological waste management system highlighting waste reduction
methods and techniques that will include segregation of household waste.
Designation of Eco-Aides. The Eco-Aides shall be responsible in collecting
segregated waste from households. Collected waste shall be returned to junk
shops and recycling stations.
Construction of Material Recovery Facility. Under RA 9003 otherwise known as
the Ecological Waste Management Act of 2002 every local government unit is
mandated to provide a Material Waste Recovery Facility (MWRF) at the
barangay level,
Construction and development of sanitary disposal site. Improvement of the 8hectare area allocated for waste disposal is essential to mitigate pollution to
rivers and other water bodies.
Efficient Solid Waste Collection. Collection of waste should be regularly
undertaken

Maintenance of a controlled dumpsite

Incentive scheme to barangays complying to RA 9003

Procurement of vehicle and equipment for monitoring
3. Freshwater and Marine Ecosystems
In mid-2013, the program for protection and preservation of water supply by the local
government of San Jose through the Municipal Environment and Natural Resources Office
has targeted the stretch of Pandurucan River for watershed development and that of the
Busuanga River to ensure that supply of water for household and industrial uses can be
sustained. The target is reflected in the FLUP and with the proposals made by the private
partner of the San Jose Water District.
Policies and Strategies/ Projects and Programs
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
Identification of more watershed areas and reforestation/mangrove reforestation
along it

Adoption of policies such as Watershed Management and Preservation Ordinance
and ensuring the Presidential Proclamations reserving these areas

Delineation of river shores and prevention of built-up and other activities like
livestock along the rivers

Construction of slope protection

Establishment of linear parks along the river

Mangrove reforestation in some coastal areas

Construction of breakwater near Barangay Poblacion IV and V

Mobilization of Bantay Dagat Task Force and provision of livelihood for each
member

Enactment of Fisheries and Aquatic Resources Code, Comprehensive Land and
Water Use Plan

Establishment of marine boundaries
4. Disaster Risk Reduction and Management
The Municipality of San Jose has been experiencing quite a significant number of
disastrous events of both natural and anthropogenic origin. Recent information on the
hazard profile of the Municipality and its vulnerability and capamunicipal assessment
shows that these disasters are related to drought, water and climate, locust invasion,
environmental degradation, floods and epidemics. Disasters have caused great losses to
lives in the past and property and have pushed several people into poverty. The
economic impact of disasters usually consists of direct damage e.g. infrastructure, crops,
housing, and indirect damage e.g. loss of revenues, unemployment and market
destabilization. It is therefore increasingly becoming a major developmental issue of
urgent concern for the government, development partners and local communities.
In view of this situation, the government had formulated a disaster management
policy and promulgated a disaster risk reduction and management bill (which was later
put into law, the PDRRM Act of 2010 in May 2010 while its Implementing Rules and
Regulations was later issued in September of the same year) aimed at building safe and
resilient communities by enhancing the use of and access to knowledge and information in
disaster prevention and management at all levels of society. This clearly testifies the
national concern on this hindrance to sustainable development. The policy and bill clearly
pave the way for ensuring that we work together for a safer world and country and in
order for the country to attain its Social Contract 2016, the SNAP Objectives by 2019,
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poverty reduction and millennium development goals, disaster management is crucial and
forms an integral part of the process.
The development of this strategic plan is undermined by a comprehensive disaster
management approach that seeks to achieve the right balance of prevention,
preparedness, mitigation and response. The strategy is based on the realization of the
multi-dimensional nature of disaster which needs to be mainstreamed into the overall
national, regional, provincial, and municipal development process and is a useful
document that will serve as the main reference material by all stakeholders in disaster
management during the three to five years implementation period.
The main objective of the strategy is to provide a pathway for the implementation of
the PDRRM Act of 2010 and policy at the municipal level. It coherently provides the logical
steps and actions required to bring about efficient and effective disaster management in
the country. The strategy is in divided in five different areas/concerns: (1) provides the
global and national and the local situation on disasters, (2) highlights the national and
municipal policy to respond and militate against disasters, (3) outlines the building blocks
of the municipal disaster strategy (4) provides the activity matrix in a logical manner with
the required resources and measurable benchmarks, and lastly (5) presents the
implementation framework and structure for the delivery of the identified activities within
the timeframe. There is also a monitoring and evaluation framework.
Anent with this, the DRRM sector is one which the Municipality must also be taking
into consideration. Thus, the following:

Ensure community resiliency and knowledge on disaster and protocols

Increase consciousness of the local populace regarding ecological waste
management, climate change and DRRM

Prevent settlement formation within the disposal site and avoid encroachment of
conflicting uses

Sustain cleanliness and orderliness within the municipality

Development of a comprehensive action plan for ecological solid waste
management

Integration of the forestland use, land use, water use and climate change in the
DRRM sector

Linkaging with NGO-POs, CSOs, barangay LGUs, academic institutions and other
LGUs

Access to donors and DRRM supporters

Establishment of Integrated Socio-Economic and DRRM database
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
Information Campaign. Massive information campaign shall be undertaken to
disseminate ecological waste management system highlighting waste reduction
methods and techniques that will include segregation of household waste,
climate change adaptation and DRRM related concerns.

Incorporation of DRRM concerns on barangay for a and assemblies as well as
conduct of flood and earthquake simulation activities

Operationalization of MDRRM Office and 24/7 Emergency Operations Center

Institutionalization of Incident Command System
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Competitive and
Business-Friendly
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Environment-Protective,
Climate Change-Adaptive
and Disaster-Resilient
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Socially-Protective
and Safe
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Accountable, Participative,
Transparent and
Effective Local
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Chapter 4
PRIORITY HUMAN RESOURCE/CAPAMUNICIPAL
DEVELOPMENT NEEDS AND INTERVENTION
Training is generally seen as a popular intervention to address performance gaps and
organizational enhancement needs. It requires a lot of investment. However, relevant studies
show that training for local government units (LGUs), aside from being generic, is provided
without prior assessment of the LGU needs and resources available. Reports are continuously
received by the DILG that there are training programs conducted which do not really respond to
the competency requirements of the LGU.
Ideally, a competency needs assessment is undertaken before any capamunicipal building
intervention is conducted. This process is generally overlooked. Hence, the challenge remains
for LGUs to come up with a strategic approach to minimize duplication of capamunicipal
building initiatives. The need to integrate and rationalize the implementation of training
programs is also very critical thereby a need for a system that will empower LGUs to define
capamunicipal building agenda based on their identified needs.
The need to harmonize development and implementation of training programs is necessary.
The Executive-Legislative of the present dispensation has already taken into account the
capamunicipal requirements with regard to its programs and projects. This includes
competency, structure, systems and procedure, policies, logistical, and others. The
Capamunicipal Development shall contain the LGU competency gaps and needs in local
governance areas that require capamunicipal development interventions which shall be the
basis for attendance/participation to any capamunicipal development activities. The United
Nations Development Programme (UNDP) defines capamunicipal development as the process
through which individuals, organizations, and societies obtain, strengthen, and maintain the
capabilities to set and achieve their own development objectives over time.
This has been further elaborated by the Wikipedia as a process of change, and hence is
about managing transformations. People's capacities and institutional capamunicipal and a
society’s capamunicipal change over time. A focus on what development policies and
investments work best to strengthen the abilities, networks, skills and knowledge base cannot
be a one-off intervention.
However, there can be short term results. And often in crises and post conflict situations,
there is a need for such. But even short term capamunicipal gains, such as increase in
monetary incentives or introducing a new information system, it must be supported by a
sustained resource and political commitment to yield longer term results that truly impact on
existing capacities.
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Capamunicipal development takes place at three different levels: the individual level, the
organizational level and the societal level. These three levels are interlinked and
interdependent. An investment in capamunicipal development must design and account for
impact at these multiple levels. It is about who and how and where the decisions are made,
management takes place, services are delivered and results are monitored and evaluated. It is
primarily an endogenous process, and whilst supported and facilitated by the international
development community, it cannot be owned or driven from the outside. At the end of the day,
it is about capable and transformational states, which enable capable and resilient societies to
achieve their own development objectives over time. In other words, it can be broadly
described as securing an organization’s ability to manage its own affairs. The Asian
Development Bank (ADB), as it revealed on its November 2004 leaflet A New Thematic Priority:
Capamunicipal Development, shares the growing consensus that nurturing and promoting
national capacities are needed for sustainable development and aid effectiveness.
Thus, it is an essential prerequisite for optimizing the impact and sustainability of
development aid. In its broadest sense, it symbolizes a shift toward measures that enable
national empowerment and a more balanced relationship among funding agencies, national
governments, and other organizations for it represents a process of constructive engagement in
development.
In the local level, while taking into consideration the above discussions, capamunicipal
development needs and interventions is focused mainly on capability building and facilities. This
will mean extensive and comprehensive trainings and seminars for servicemen should be given
attention even at the administrative level in order to ameliorate the services rendered by the
local government.
According to the ADB, the design of capamunicipal development interventions should
incorporate institutional assessment and stakeholder analysis, including identification of the
organization which has the prime mandate for achieving the objective; baseline assessment
which is judging the existing capacities of the group or organization to achieve the objective on
a sustainable basis; action plan, consisting of prioritized and sequenced capamunicipal
development activities and performance indicators for the entire results chain; and operations
for planning, implementing, and monitoring arrangements, which are results-based and
sensitive to the need for local ownership and sustainable impacts. Capamunicipal development
interventions will be primarily aimed at supporting processes through which national
organizations and groups become more capable of mobilizing and using resources to achieve
agreed objectives on a sustainable basis. Thus, where appropriate, these interventions will be
complementary to other crosscutting themes, including sustainable economic growth, inclusive
social development, gender and development, environmental sustainability, governance,
community cooperation, and private sector development. With the provision of the facilities and
equipment needed, accompanied by mobilized personnel and people involved through
comprehensive training programs, each development policy and strategy will have its take off.
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These provisions will be the springboard of every program to be initiated by the local
government.
However, an analysis of the overall organization should be given proper attention and an
assessment of the existing capacities of the LGU be inventoried in order to adhere on the least
possible cost of the implementation of the programs. Planning, implementing, and monitoring
operations should be results-based and considering the sustainable impacts in addressing all the
sectors of the society.
Human resource development needs should not only include capability building trainings
and seminars but also additional work force intended to answer the complexity of the local
government services. However, with the growing needs of the society and the expanding
services rendered by the municipal government, the demands for the restructuring of the
overall organization within the local government unit have now been seen to be a must. Thus,
in the light of this, it is deemed to have been included in the priority human resource needs, to
wit:
1. Restructure the present organizational structure of the local government. Analysis of the
present organizational structure of the LGU may reveal overcrowding to some offices
versus the degree of their functions and the processes they render. There are offices
that undermanned which in reality is requiring additional people for them. Taking a look
with the present processes, it is must that all departments should have a clear
delineation of their functions to avoid duplication and confusion in the processes. A
requisite of this is the drafting and enactment of the Human Resource Management
Code of the Local Government of San Jose, Occidental Mindoro which will include a new
organizational staffing, institutionalization of the PRAISE and Grievance Committee of
LGU, etc.;
2. Review and update the Citizens’ Charter and evaluate the extent of compliance of each
department on the Charter. The Charter must also be published and reproduced to a
reasonable number to ensure the awareness of the Municipality’s constituents;
3. Target higher revenues, work for it and attain. Three words that must be in the mindset
of the revenue generations sections of the LGU. Increasing the locally-generated income
accompanied by the increasing shares in the national income or IRA is an integral way
of providing the LGU more rooms for reorganizations, creation of positions and
allowance for personal services cap. With the issuance of the Local Budget Circular Nos.
2012-100 and 2012-100A of the Department of Budget and Management (DBM), which
provided for the guidelines on the treatment of economic enterprises and public utilities
such as public markets’ personal services shall not be included in the computation of the
PS;
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

Of the more than 50 positions/regular plantilla items under the Public Market, about
25 of which are actually working for the public market and/or for the fishport and
the slaughterhouse. Others are actually functioning in the different offices of the
local government;
Given the above premise, the LGU may conduct the following courses of actions in
compliance with the Circular and other mandates:
 Encourage the enactment of a comprehensive Market Code which will
institutionalize the operations of the public market and all other economic
enterprises of the municipal government. With the Market Code, it must adopt a
rule that the administration of which will be in compliance with the aforesaid
Budget Circular;
 All regular plantilla items must be reclassified and transferred to the offices they
are actually performing their duties;
 With the above, the LGU may have an additional PHP 7 million PS cap allowance
more or less, based on the proposed 2014 Annual Budget;
4. The enactment of Municipal Ordinance Nos. 754 and 755 which were reiterated through
Municipal Ordinance No. 786 and approved by the Sangguniang Panlalawigan gives a
fresh overview to the LGU’s recognition to the diversifying needs of the society. There
are about 20 positions created in different offices of the LGU including three (3)
additional offices. However, majority of the positions are still yet to be filled up and be
operational;

Office of the Municipal Mayor

General Services Office

Office of the Sangguniang Bayan

Municipal Tourism and Community Development Office

Municipal Environment and Natural Resources Office
Executive Assistant IV
General Services Officer
**Administrative Assistant II
**Administrative Aide IV
**Administrative Aide II
Senior Tourism Operations Officer
Information Officer I
**Tourist Receptionist II
Community Development Assistant
Administrative Aide III
**Municipal Environment and Natural Resources Officer
**Environmental Management Specialist II
Administrative Aide III (Ticket Checker)
Administrative Aide III (Driver)
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
Municipal Planning and Development Office

Municipal Human Resource Management Office
Assistant Municipal Planning and Development Coordinator
Administrative Assistant II
**Supervising Administrative Officer
**
These are positions which were appointed with LGU personnel in March 2013. However, after four months, the CSC Occidental
Mindoro disapproved the appointments. These are now under appeal to the Commission and are waiting for the latter’s reversal
or affirmation.
5. On June 2013, the Municipal Government through the Sangguniang Bayan has enacted
the Municipal Disaster Risk Reduction and Management Ordinance in compliance with
the enactment of the Republic Act No. 10121. The Municipal Disaster Risk Reduction and
Management Office have been created under this Ordinance. However, no position nor
organizational structure created to make the office fully operational;


Institutionalization of the incident command system as well as the early warning
system. This can easily be done through the operationalization of the 70% of the
Local Disaster Risk Reduction and Management Fund as approved by a functional
Municipal Disaster Risk Reduction and Management Council and adopted by the
Sangguniang Bayan;
Operationalize an emergency operations center that will be rendering a round-theclock service in support to other agencies as well as an act of preparedness. The
LGU should create the following positions that will support the MDRRM Office:
 Municipal Disaster Risk Reduction and Management Officer, SG 24/1 – will
function in consonance with the Republic Act No. 10121 and its Implementing
Rules and Regulations which must have met at least the minimum requirements
set by law. However, additional qualification should include attendance to Basic
and Intermediate Courses on Incident Command System, 40 hours of emergency
response and DRRM trainings, and other qualifications that may be set by the
municipal government;
 Administrative Officer III, SG 15/1 – in charge of training and administration,
must have met at least the minimum requirements set by law, and at least had
relevant trainings on emergency response and DRRM for at least 30 hours. Other
qualifications may be set by the local government. Attendance to Basic and
Intermediate Courses on Incident Command System will be a plus factor.
 Administrative Officer III, SG 15/1 – in charge of planning and research, must
have met at least the minimum requirements set by law, and at least had
relevant trainings on emergency response and DRRM for at least 30 hours. Other
qualifications may be set by the local government. Attendance to Basic and
Intermediate Courses on Incident Command System will be a plus factor.
 Administrative Aide VI, SG 6/1 – in charge of operations and warning, must have
met at least the minimum requirements set by law and at least had undergone
Basic and Intermediate Courses on Incident Command System. Other
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qualifications may be set by the local government. Attendance to several DRRMrelated trainings will be a plus factor.
 Administrative Aide IV, SG 4/1 (Linkaging and Monitoring) – in charge on
linkaging, weather data monitoring, data encoding, must have met at least the
minimum requirements set by law and at least had undergone Basic and
Intermediate Courses on Incident Command System. Other qualifications may be
set by the local government. Attendance to several DRRM-related trainings and
IT-related trainings/knowledge will be plus factors.
 Administrative Aide III, SG 3/1 (Encoder) – in charge of data encoding, weather
data and other monitoring and other support to the above functionaries/service
processing, must have met at least the minimum requirements set by law and at
least had undergone Basic and Intermediate Courses on Incident Command
System. Other qualifications may be set by the local government. Attendance to
several DRRM-related trainings and IT-related trainings/knowledge will be plus
factors.
 Administrative Aide III, SG 3/1 – driving and service processing, must have met
at least the minimum requirements set by law. Other qualifications may be set by
the local government.
6. After having fulfilled the above priorities in the human resource development, consider
also a priority, in the next courses of actions, the creation of additional positions for
different offices to make the organizational structure a more ideal one, to wit:

Municipal Administrator under the Office of the Municipal Mayor. Despite being in a
first class municipality status, the Municipal Government still no has a co-terminus
position Municipal Administrator which is the right hand and person in authority for
the executive department in the absence of the local chief executive. It is
understandable that there is Executive Assistant IV cited in the preceding pages.
However, the latter may play the role of a ‘chief of staff’ and be constantly
coordinating with the Municipal Administrator. The administrator position is seen as
an essential part of the workforce. On the other hand, with the extent of services
rendered by the LGU, sectoral affairs should be properly put into place. Under the
Office of the Municipal Mayor, aside from the office sections put into place (Security,
Public Information and Assistance, Records Management, Office of the Municipal
Administrator, and others) which was also discussed in the preceding pages, there
shall have at least, permanent offices with permanent personnel, in compliance with
the respective laws governing them, operating for the following:
 Office of the Senior Citizen Affairs (OSCA). It should have at least one permanent
personnel reflecting on the personnel schedule, of at least under salary grade
level 3 or higher as may be identified by the executive department. The aforesaid
position may be created, and/or transferred or reclassified position from the
excess backbone workforce of other departments that will be providing the
continuity of the overall operations of the office. The personnel should at least
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be trained and/or knowledgeable on basic IT-related/encoding services, office
management as well as records management. On the other hand, in compliance
with the laws, the office shall be headed by a senior citizen appointed by the
local chief executive who was selected from the nominees elected by the
municipal federation of senior citizens and conferred by the Sangguniang Bayan.
Term of office shall be governed by existing by-laws and rules manadated by the
law.
 Persons with Disability Affairs Office (PDAO). It should have at least one
permanent personnel reflecting on the personnel schedule, of at least under
salary grade level 3 or higher as may be identified by the executive department.
The aforesaid position may be created, and/or transferred or a reclassified
position from the excess backbone workforce of other departments that will be
providing the continuity of the overall operations of the office. The personnel
should at least be trained and/or knowledgeable on basic IT-related/encoding
services, office management as well as records management. In compliance with
the laws, the office shall be headed by a member of this sector appointed by the
local chief executive who was selected from the nominees elected by the
municipal federation of PWDs and conferred by the Sangguniang Bayan. Term of
office shall be governed by existing by-laws and rules manadated by the law.
 Office of the Youth and Barangay Affairs. There have been laws that government
the Sangguniang Kabataan Federation and the Liga ng mga Barangay. To
properly facilitate this office, it should have at least one permanent personnel
reflecting on the personnel schedule, of at least under salary grade level 3 or
higher as may be identified by the executive department. The aforesaid position
may be created, and/or transferred or reclassified position from the excess
backbone workforce of other departments that will be providing the continuity of
the overall operations of the office. The personnel should at least be trained
and/or knowledgeable on basic IT-related/encoding services, office management
as well as records management. These personnel shall be coordinating properly
with the ex-officio members of the Sangguniang Bayan as well as the Liga and
the SK barangays.
 Administrative Officer III under the Center for Government Excellence of the
Office of the Mayor. With the number of local special bodies that needs to be
facilitated. Added to these local special bodies are special committees, task
forces and teams created and mandated by national government. By logical
reasons, there shall be an office that will facilitate these endeavors, acting as the
overall secretariat of all these special bodies. To properly and effectively
operationalize, it should have at least two (2) permanent personnel reflecting on
the personnel schedule, of at least under salary grade level 3 or higher as may
be identified by the executive department which may be created, and/or
transferred or reclassified position from the excess backbone workforce of other
departments that will be providing the continuity of the overall operations of the
office. The personnel should at least be trained and/or knowledgeable on basic
IT-related/encoding services, office management as well as records
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management. While the other one, the AO III, is a salary grade level 14 which
will work as head of the secretariat whose members to each special body will be
representatives from key offices of each respective special body. Meeting the
minimum qualification standards, the employee should be a well-versed
individual being able to communicate very well as well as knowledgeable on local
governance and other mandates of the law. This office will also be the LGU’s
focal office, together with the Municipal Planning and Development Office, in
several full disclosure policies and LGU’s compliance on Seals that may be
conferred by the national line agencies.

For the Municipal Planning and Development Office, at least five (5) positions are
seen to be needed in order to function very well. The office is indeed in need of
permanent technical persons in order to comply with the growing bulk of functions
delegated to the MPDO. These positions are:






With the expansion of the services rendered by the Municipal Health Office and the
establishment of its diagnostic facility as one of the LGU’s economic enterprises, and
considering the growing population of the Municipality, the MHO is indeed in need of
additional permanent workforce to ensure the sustainability of its laboratory and
diagnostic services as well as its round-the-clock maternity clinic. Thus, the following
positions are needed to be created:







Engineer I
Draftsman II
Administrative Aide VI (Website Maintenance and IT Technician)
Administrative Aide V (CBMS Encoder and Clerk)
Administrative Aide IV (Zoning and LGPMS Encoder)
Assistant Municipal Health Officer
Microscopist II
Radiologic Technologist III
Nurse III
Three (3) Nurse II positions
Two (2) Midwife II positions
The Municipal Social Welfare and Development Office, on the other hand, has been
established with the first LGU-operated Child Protection Unit in the country and is
now in target for the establishment of a reformation center, Bahay Pag-asa, that will
cater children in conflict with the law (CICL) as well as abused women giving them
counseling, alternative learning systems and livelihood. With this, it will be requiring
at least:
 Psychologist II – shall be responsible in the operations of Child Protection Unit,
counseling on this office and for the Bahay Pag-asa
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 Two (2) Social Welfare Assistant positions – shall be responsible assisting all
other functions of the MSWDO together with linkaging and coordination to the
PDAO and the OSCA.

On the other hand, the Municipal Agriculture Office, an office which is also bearing
diversified services ranging from the agricultural sector to fisheries and livestock.
However, none of the present positions do not actually function for the latter sectors
reflecting an urgency of its need to have at least:
 Veterinarian IV
 Fishery Officer II
 Chemist II (Fish Examiner)

With the demands of human resource management excellence as set by the Civil
Service Commission and the focus on the Human Resource Development, additional
plantilla positions under the MHRMO may be created as hereunder indicated. Those
positions may also function for the Gender and Development, counseling, etc.:
 Psychometrician II
 Administrative Officer II

Considering the stagnancy of positions in the Municipal Treasurer’s Office, a
movement in its workforce is seen one thing to do to encourage the upliftment of
each employee’s morale as well as those in other offices. The MTO is the primary
office that entails a great responsibility in the revenue generation and to improve its
performance, the following positions may be created:
 Supervising Administrative Officer (Business Permits and Licensing Officer)
 Administrative Officer III (Cashier III)

The onset of the Bottom-Up Planning and Budgeting System as well as the mandates
of the Public Financial Management System, cloud databasing has now been a trend
as well as automated databases in the budgeting system. An IT-knowledgeable yet
with keen capabilities on budget and financial analyses is deemed need in the
Municipal Budget Office considering that the next in rank in the department’s
organization is only a clerical position. Thus, it needs:
 Administrative Officer V (Budget Officer III)

The Municipal Civil Registrar, one of the primaries in the population data and other
registration services, perhaps has one of the biggest paperloads. However, only a
backbone workforce of its permanent personnel is indeed working for the office’s
continuity since, aside from the job order employees who are actually unsustainable
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in nature, only five (5) plantilla items are under this office. Thus, creation of at least
the following positions will do:





Population Officer I
Administrative Assistant II
Administrative Aide IV
Administrative Aide III
PFM and public accountability policies demands for a more aggressive work towards
a better audit system. As public offices and as a corporate institution, the LGU is
expected to have established a good internal audit system in the local government.
The positions below, aside providing support to the overall management of the
Municipal Accounting Office, will be very essential in the provision of a periodic
report and analyses of all the LGU’s transactions. They will act as catalysts of good
governance as they will be evaluating and validating transactions and projects of the
LGU:
 Assistant Municipal Accountant
 Administrative Officer IV (Audit and Financial Analyst)

Despite the degree of the functions being performed by the Municipal Engineering
Office such as inspection and certification to building and electrical
wirings/installation, public infrastructures, etc, there are lacking positions that are
essential in the performance of these functions such as:






The Municipal Assessor’s Office is also facing a challenge in the encoding and
computerization of the more than 40,000 real property units. Without these RPUs
encoded, assessed and appraised, the LGU may not be able to update the existing
land use of each RPUs, their market values and the receivables:





Electrical Engineer III
Mechanical Engineer I
Administrative Aide III (Utility II)
Administrative Aide III (Mechanic/Laborer)
Administrative Aide III (Carpenter/Laborer)
Supervising Administrative Officer (Land Assessments and Admin Division)
Engineer II
Draftsman III
Administrative Aide III (Encoder)
The Office of the Sangguniang Bayan, on the other hand, is indeed, accompanied by
its revenue-generating franchise section, lacking of permanent personnel in the
office. Ten (10) of which are elective while the other three are regular personnel
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including the Secretary to the Sangguniang Bayan. With the creations specified in
the preceding pages, technical personnel’s ratio to the overall permanent workforce
decline to 30% and it needs, at least:







Two
Two
Two
Two
Two
(2) Positions
(2) Positions
(2) Positions
(2) Positions
(2) Positions
for
for
for
for
for
Information Officer II
Administrative Officer II (Legislative Staff)
Researcher II
Stenographer II
Administrative Aide III (Utility/Driver)
Meanwhile, in the LGUs efforts to continue the rehabilitation, preservation and
sustainability of our environment especially that the Municipality has timberlands and
areas for conservation, cleanliness brigade, and other programs under the Municipal
Environment and Natural Resources Office; consequently is indeed in need of:





Senior Environmental Management Specialist
Forester II
7. In addition to the above positions, the local government should also put into
consideration the creation of additional departments/offices to institutionalize the
operations on the mandates devolved by the Department of Trade and Industry,
Department of Interior and Local Government, Department of Budget and Management
as well by the Department of Labor and Employment. At least three additional offices
have been identified to augment the needs, maximize the workforce available and
minimize the backlogs and non-compliance of the local government.

Municipal Public Employment Services and Affairs Office. Indeed, one of the needs of
the local government is to fully comply with the institutionalization of the public
employment services, on which the Department of Labor and Employment (DOLE) is
the partner-agency in the development. Once established, the LGU will have an
easier access to DOLE’s programs and grants and may also implement by
administration some programs that may be downloaded by the DOLE. It needs at
least the following personnel:
 Labor and Employment Officer V, SG 22/1
 Labor and Employment Officer II, SG 11/1
 It will also be absorbing two positions from the Office of the Mayor in order to
suffice the workforce and the functions that may be entailed to the office.
Plantilla Items Nos. 07 and 08 may be transferred to this office through
incorporating a stipulation in the ordinance for the creation of the above office
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and positions. These positions are Community Affairs Officer II, SG 15 and
Community Affairs Officer I, SG 11.
 To properly facilitate better, it should have also at least one permanent
personnel under salary grade level 3 or higher as may be identified by the
executive department. The aforesaid position may be created, and/or transferred
or reclassified position from the excess backbone workforce of other
departments that will be providing the continuity of the overall operations of the
office. The personnel should at least be trained and/or knowledgeable on basic
IT-related/encoding services, office management as well as records management
and labor laws and services.

Municipal Economic Development Office. On the onset of requiring the independence
and financial viability and capamunicipal of local economic enterprises and utilities,
an office that is under the plantilla of the local government that may oversee its
operations and financial opportunities, acting like the functions of the GOCC
Commission overseeing and making policies for the operations of government-owned
corporations. The DILG has likewise issued Memorandum Circular 2010-113
encouraging and mandating LGUs to designate and/or appoint Local Economic
Development and Investment Promotions Officer. It needs at least the following
personnel:
 Municipal Economic Development Officer, SG 24/1 may act as the local economic
development and investment promotions officer which will in direct contact with
the Department of Interior and Local Government as well as with the
Department of Trade and Industry. This position will be primarily monitoring the
economic enterprises run by the LGU as well as linkaging to potential investors in
the municipality. Must have met the minimum qualification standards set by the
law, one must have acquired substantial degrees in commerce, finance, economy
and other qualifications that may be set by the LGU.
 Administrative Officer III, SG 14/1 (Financial Analyst and Researcher)
 To properly facilitate better, it should have also at least two (1) permanent
executive department. The position may be created, and/or transferred or
reclassified position from the excess backbone workforce of other departments
that will be providing the continuity of the overall operations of the office. The
personnel should at least be trained and/or knowledgeable on basic ITrelated/encoding services, office management as well as records management
and economy, economic enterprise management and commerce. The other
position may function as encoder and service processor.

Bids and Awards Committee (BAC) Secretariat. With the enactment of the Republic
Act No. 9184 otherwise known as the Government Procurement Act and its
Implementing Rules and Regulations (IRR) for its proper implementation, it
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stipulated a mandate encouraging all local governments to create a permanent office
that will function exclusively for the BAC. The same is in response to the expected
independence of the BAC and its Secretariat with each other as well as with the local
government. It needs at least the following personnel:
 Administrative Officer IV, SG 15/1 (Secretary to the BAC) may act as the
permanent secretary to the BAC. This position will be primarily monitoring the
courses of actions of the BAC as well as remind and/or orient the BAC of the
procurement policies, providing other modes and alternatives etc. One must forts
meet the minimum qualification standards for this position or as may be
identified by the local government. Ideally, one must have undergone
procurement/GPPB courses, etc. Administration of the office will also be the
responsibility of the above.
 To properly facilitate better, it should have also at least two (1) permanent
executive department. The position may be created, and/or transferred or
reclassified position from the excess backbone workforce of other departments
that will be providing the continuity of the overall operations of the office. The
personnel should at least be trained and/or knowledgeable on basic ITrelated/encoding services, office management as well as records management
and government procurement, GPPB policies and resolutions, GPPB procurement
web posting, etc. The other position may function as encoder and service
processor.
While, on the other hand, facilities and equipment should be accompanied by proper
training on its handling and operations.
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Chapter 5
PRIORITY LEGISLATIVE REQUIREMENTS
Implementing the different programs, projects and activities contained in the agenda
require legislative support, and mere adoption of the document by the municipal council or
Sangguniang Bayan (SB) is not enough to guarantee the needed legislative requirement. There
are interventions (programs, projects and activities or PPAs) that may go beyond the “omnibus”
adoption of the Capamunicipal Development and Executive Agenda, and such adoption shall not
be construed as the legislative support of all PPAs found in this document, instead, this
“omnibus” adoption will serve as a favorable act of the SB for further steps as the need arise.
This section presents the approach of getting hold of the municipal council’s support
through local legislation, and through the SB adoption and approval of the agenda; the entire
document becomes the Capamunicipal Development and Executive-Legislative Agenda or
CapDev-ELA of San Jose, Occidental Mindoro.
The Legislative Agenda is the guiding tool for locality's policy work and has never been more
important than in this pivotal year with the looming development of a new executive-legislative
agenda aiming a greater height for San Jose. Our agenda will be the starting point to inform
and respond to CapDev-Executive Agenda’s policy proposals and any other legislative initiatives
impacting the development and orderliness of the municipality. The legislative agenda, through
its presiding officer, shall outline its priority measures in consolidation with the local government
priorities in the medium-term.
Thus, in coordination with the executive agenda formulated by the local chief executive and
its department heads, the Local Government Unit of San Jose has deemed the necessity of the
following legislative measures and enactments for the benefit of the municipality and its people
at the most possible time:
1. Appropriation ordinances for the projects and programs of the local government
2. Review of the municipality’s Citizen’s Charter and aligning it with the different programs,
projects, and other pertinent actions for the welfare of all sectors of the society
3. Setting standards in the operationalization and implementation of all executive and
legislative actions and reviewing previous ordinances such as the Municipal Tax
Ordinances, the ASIN Law adoption and localization, and other ordinances and issuances
4. Urgent resolutions for the establishment and construction of additional municipal
institutions such as additional day care centers, additional SNP zones, rehabilitation
centers, etc.
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5. Passage of ordinances for the adoption of the following Codes:
5.1
5.2
5.3
5.4
5.5
5.6
5.7
5.8
5.9
5.10
5.11
5.12
5.13
Code of General Ordinances
Health and Sanitation Code
Review and/or amendments/supplements Environmental Code
Youth Welfare and Development Code
Municipal Traffic Management Code
Animal Welfare Code
Market and Economic Enterprise Code
Human Resource Management Code of LGU San Jose
Ordinances on the Creation of Positions and Offices
Local Investments and Incentives Code
Watershed Development, Preservation and Management Code
Fisheries and Aquatic Resources Code
Updating of the Zoning Ordinance and Approval of the Comprehensive Land and
Water Use
5.14 Tourism Development Code and Approval of the Comprehensive Tourism
Development Plan
6. Creation of a Sangguniang Bayan Backstopping Committee
7. Setting up of a Legislative Resource Center and Legislative Scoreboard
8. Ordinance Approving the Forest Land Use Plan of the Municipality
9. Adoption of the Annual Investment Plan of the municipality
10. Resolutions authorizing the LGU represented by the local chief executive into entering
memorandum of agreements with national agencies and other stakeholders for the
mobilization, regulation, and implementation of some programs like the localization of
the ASIN Regulatory Task Force with the Food and Drug Administration, the
computerization of all local government systems and process with the Department of
Trade and Industry and its service providers, the implementation of BReqS with the
National Statistics Office, and among others.
Likewise, with his legislative powers bestowed by the Constitution, the local chief executive
is deemed for a necessity for executive orders for the creation, reorganization, and mobilization
of ASIN Regulatory Task Force, Municipal Council for Tourism, Arts, and Culture, Bantay Dagat
Task Force, Forest and Environment Protection Council, among others.
During the planning exercise, matching these PPAs with the vision, mission, goals and key
result areas developed in the CapDev-Executive Agenda which serve as the major criteria in
including such PPAs in the agenda, was observed at all times.
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Nevertheless, procurement for these PPAs, after acquiring the necessary legislative
requirements, shall be subject to the rules and regulations as provided by the RA 9184 and local
ordinances.
1. Regular and on-going PPAs
1.1
Programs, projects and activities that are funded out of the local revenue. PPAs which
are inherent to the mandates of an office or offices are considered approved or gained
the legislative requirements if their respective budgets are included in the annual budget
of the municipal for the succeeding year (this is the reason why the planning exercise
must be finalized prior to the budgeting period so that “proposals” can be
accommodated through the office budget with the mandates that relate to or address
such proposals).
However, such PPAs may require the issuance of an Executive Order deemed
necessary in its operationalization or implementation.
1.2
Programs, projects and activities whose total financial requirements are partially funded
out of the local revenue with the balance being shared with other willing institutions,
may it be a non-government organization (NGO), private sector organization (PSO),
national line agency (NLA) or other external financing facility.
PPAs with these kind of funding arrangements shall seek first the authorization of
the SP otherwise the legislative requirements is present and only an EO is required. The
usual instrument used in materializing this arrangement is the Memorandum of
Agreement or MOA, and as such, the MOA shall be reviewed and approved first by the
SB prior to its act of authorizing the Municipal Mayor to enter into the agreement.
2. New or proposed PPAs
2.1
Programs, projects and activities that may require Executive Orders (EO). There are
PPAs whose nature of implementation only requires EOs in as much as the legal basis is
already present such as Department Memorandum Circulars, Presidential Executive
Orders, existing local ordinances and resolutions, and Republic Acts (RA). However,
there are Republic Acts that may require the action of the Sangguniang Bayan or
Municipal Council prior to its application at the local level or the issuance of EOs.
2.2
Programs, projects and activities whose total financial requirements are partially funded
out of the local revenue with the balance being shared with other willing institutions,
may it be a non-government organization (NGO), private sector organization (PSO),
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national line agency (NLA) or other external financing facility. PPAs with these kind of
funding arrangements shall seek first the authorization of the SP otherwise the
legislative requirements is present and only an EO is required.
The usual instrument used in materializing this arrangement is the Memorandum
of Agreement or MOA, and as such, the MOA shall be reviewed and approved first by
the SB prior to its granting of the “authorization” (An authorization coming from the SB’s
legislation for the Municipal Mayor to enter into agreement with a PSO, NGO or NLA).
2.3
Programs, projects and activities whose total financial requirements are funded out of
the local revenue but with “deferred or late payment” terms. There are PPAs that are
considered priority yet the financial capability of the municipal coffer cannot guarantee
on time payment (after matching the projects with the projected income by the
Municipal Finance Committee). Financing these kinds of PPAs shall be referred to as the
“modified-build-and-transfer” scheme, and as such, requires the approval of the SP.
of Agreement or MOA, that which, the MOA shall be reviewed and approved first by the
SB prior to its granting of the “authorization” (An authorization coming from the SB’s
legislation for the Municipal Mayor to enter into agreement with a PSO, NGO or NLA).
In as much as the MOA is the sole reference in funding these PPAs the
procurement requirements guided by RA 9184 shall bear or reflect the major conditions
stipulated in this agreement during the advertisement or invitation to bid, i.e., approved
budget for contract (ABC) on a “modified-build-and-transfer” financing scheme per SB
Resolution No., Series No. XXX…
2.4
Programs, projects and activities whose total financial requirements are funded out of
the local revenue but with a negotiated procurement. These projects prove dependent
on a suppliers’ classification such as “sole distributor”, “sole fabricator”, and “sole
manufacturer”. The products offered by these establishments or companies have the
specifications that fit or matched with the requirements of the PPAs and practically
escapes or defeats the spirit of competitive bidding as provided in RA 9184. (However,
prior to the negotiations, an announcement in the form of an advertisement [call for
offers] from the municipal government must be observed to determine whether there
are no other competitors with the offers that may match the required specifications of
the PPAs).
of Agreement or MOA, that which, the MOA shall be reviewed and approved first by the
SB prior to its granting of the “authorization” (An authorization coming from the SB’s
legislation for the Municipal Mayor to enter into agreement with the “sole supplier”).
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2.5
Programs, projects and activities whose total financial requirements are funded out of a
joint venture arrangement (JVA). PPA of these kinds that may spark the interests of
“would-be” proponents or partners is attained through public advertisement for
competitive bidding. Interested proponents shall be required to submit their proposals
and supporting studies to convince the local officials on the viability of operating such
PPAs, which may lead into the crafting of the agreement that will be later subject to the
review and approval of the SB for its act of authorizing the Municipal Mayor to enter into
such agreement.
2.6
Programs, projects and activities whose total financial requirements are funded out by
external financing facility i.e., PSO, NGO or foreign group of companies. Invitation for
competitive public bidding shall be initiated by the municipal government under the
variances of the “Build-and-Transfer” Law. Bid proposal shall serve as the basis for
negotiations that may lead in the crafting of the “Agreement”, which shall be reviewed
and approved by the SB for its action in authorizing the Municipal Mayor to enter into
such agreement.
This type of legislative requirement may apply to outsourcing of equipment
supply for medical activities like the supply and maintenance of x-rays for hospitals,
medical laboratories, supply and maintenance of information technology (IT)
equipments and others. This falls under the BOT variance: Build-Lease-Operate.
2.7
Programs, projects and activities whose total financial requirements are funded out by
external financing facility i.e., PSO, NGO or foreign group of companies. Proponents
interested to finance the PPAs listed in this document shall show their intent by way of
submitting their “unsolicited proposals” to the Municipal Mayor and to the local Bids and
Awards Committee (BAC). Such “proposal” shall serve as the basis for negotiations that
may lead in the crafting of the “Agreement”, which shall be reviewed and approved by
the SB for its action in authorizing the Municipal Mayor to enter into such agreement.
With the legal basis prepared, the BAC shall advertise for a competitor to “challenge” the
unsolicited proposal for a given period of time, and with no challenger to match the
proposal, the proponent (the author or owner of the unsolicited proposal) shall be
declared the winner. (Other requirements as provided for in the RA 9184 shall be
observed at all times).
This type of legislative requirement may apply to consultancy projects.
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Chapter 6
RESOURCE MOBILIZATION AND STRATEGIES
Developing a plan or strategy for resource mobilization can lead to creative efforts in using
your own local assets to gain support for the local government. Multiple sources of funding can
increase the LGU’s independence and flexibility to implement programs and reduce reliance on
external funding and the internal revenue allotment. With increased competition for scarce
grant resources, thinking of, and creating options for new, diverse, and multiple funding
streams will help the LGU manage its programs.
The strategy depends integrally on the manner in which the LGU develops and takes form.
The structure and governance of the LGU will largely determine the nature and magnitude of
resources to be mobilized and what those contributing resources may expect from other
government agencies. The municipal government’s priorities will determine who should be
approached and on what issue(s). The CapDev-ELA’s advocacy and communication strategy will
play an important role in determining the messages to be used when appealing to various
constituencies for resource mobilization. This overall work plan, and implementation strategies
will form the basis, and largely determine the success, of funding proposals. The following are
some factors involved in mobilizing funds to ensure adequate, stable funding for the local
government:









Build investor and private partnership confidence through the efficient delivery of the LGU
commitments
Make the case for the scaling-up of resources devoted to community development and all
sectors of the society
Move beyond the “generating interest” stage to offer concrete new, attractive, resultsoriented investment opportunities
Undertake strategic, regular dialogue with investors and potential partners in some local
projects and programs
Recognize the importance of, and develop strategies for, acquiring non-financial
resources, such as contributions of human resources
Provide satisfactory reporting and information on the use of public funds
Develop mechanisms to rapidly correct problems identified in consultation with the
stakeholders and use creative approaches and innovative resource mobilization techniques
with nontraditional partners and other government agencies
Looking into possible resources and partnering with government and private agencies
Setting financial targets through bold initiatives while reducing over-conservatism on
financial projections to achieve independence of IRA and reach its financial goal in the
near term
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This section considers the tabulation of all the PPAs listed in the agenda in a separate
document along with additional information including its funding requirements. Such document
is still integral to the agenda but with a separate title: 2014-2016 Municipal Development
Investment Program (2014-2016 CDIP). However, the CapDev-ELA alone, can be equally
important as to the Medium-Term CDIP since its planning period is somewhat equivalent to the
latter.
In this manner the classification of the PPAs can be easily evaluated whether the investment
requirements are sourced-out from the local revenue of the Municipality, a shared funding or
purely external.
Since the CapDev-ELA is term-based with time frame of three years, the total investment
requirements is programmed for three years with each year investment considered as the
annual investment amount.
Projected Fiscal Requirements of the CapDev-ELA vis-à-vis Projected Revenues
The projected annual revenue of the Municipality (assumed at constant prices) will be
ranging from PHP 250,000,000.00 to PHP 350,000,000.00 including the shares from the
national coffers and the same, is not enough to defray the investment requirements.
Comparisons within the 2014-2016 CDIP, year-on-year, and the projected annual revenue of
the Municipality for three years results in an imbalance between fund availability and
investment requirement. Personal services, maintenance and other operating expenses (PS and
MOOE) along with debt servicing ate up large amount of the total income of the municipal.
With this condition, the municipal shall seek out ways on how to complement these
investments in need of financing. The following outlines the different strategies in resource
mobilization and resource generation to cope up this enormous investment requirement.
Strategies for Resource Mobilization and Revenue Generation
1. Resource Mobilization
1.1
Strict implementation of the Project Procurement Management Plan (PPMP) and the
Annual Procurement Plan (APP) will result in appropriate resource mobilization. It seems
to have an indirect influence in resource mobilization but neglect or non-adherence to
the procurement schedules jeopardizes the fiscal administration of the municipal coffer.
The cash flow operation is affected that may lead to delayed payments which may
equate to penalties.
1.2
The application of Build-Operate-and-Transfer Scheme (BOT) law (or a modified BOT
along with the Joint Venture Arrangement (JVA) crafted at the local level and ratified
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through SB legislation, can be a way of mobilizing the funds for investments. There is a
need to review the PPAs by the Finance Committee along with the proponent offices
with regard to the “balancing” of projected revenues against investment requirements.
This is achieved through the selection of PPAs for BOT financing scheme.
1.3
Application for fund assistance program from donors with themes that are aligned with
the PPAs listed in the CapDev-ELA. Donors with global themes like 1) resourced-based
management and sustainable livelihoods, 2) climate change adaptation and disaster risk
reduction, 3) food security, 4) renewable energy and 5) eco-tourism are appropriate for
the realization of the PPAs in the CapDev-ELA. Likewise, fund assistance (in terms of
soft loans and grants) can be availed of from Office of the Development Assistance
(ODA).
1.4
The use of 20% Development Fund is another source of resource for mobilization.
However, it should be properly used in accordance with the utilizations set by the
Municipal Development Council and CONSTANTLY monitored by the proper office which
is the Municipal Planning and Development Office, the secretarial office of the MDC.
2. Revenue Generation
2.1
Increase efficiency of collection of local tax, fees and charges, and other revenue-related
resources. The need to attain a 100% collection efficiency of these local revenue-related
resources is a must since line items in the budget depends in the projection of revenuerelated resources due for collection. If the collection efficiency for this needed resource
fails by even a single digit, implementation of the PPAs is affected. There are cases
where some offices forces out the implementation of their PPAs thus depriving other
offices of their operation since realignments of budgetary allocations are resorted to.
Extreme cases that may prove counterproductive to the local government’s operation if
the requisitioning office pushed for the implementation of their PPAs to the extent of
making advances without proper or appropriate fiscal management or control at the
pretext of “emergency” situation. These conditions can be attributed to the failure of a100% collection efficiency for local revenue-related resources thereby making the
budget overstated.
2.2
Another revenue generation measure is through the updating of local investment code,
the market code and other “codes” related to revenue-resource generation including the
real property tax assessment. Punctual updating of these tax, fees and charges
collection measures will increase the expected income of the local government unit.
2.3
Conversion of cadastral land presently occupied by farmer-settlers into alienable and
disposable, and titling. Land Administration Program or LMP 2ND Generation was jointly
prepared by the Bureau of Lands-Department of Environment and Natural Resources
(BL-DENR), the Department of Justice (DOJ), the Department of Finance-Bureau of
Local Government Finance (DOF-BLGF) and the Australian Government through the
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Australian Assistance for International Development (AusAID) geared for the conversion
of presently occupied cadastral lands into alienable and disposable. The conversion will
in turn generate income by way of real property taxes.
2.4
Privatization or joint venture arrangements on government-ran services proved to be
losing in its operations. By way of “privatizing” these establishments, will in a way,
generate income, however, the basic mandate of the office must be preserved or
maintained, and shall be under the control of the government. Example to this is a
privatization of a government-ran slaughterhouse. Ante and post mortem charges shall
be under the control of the local government, and therefore shall not be subject to the
terms and conditions under a JVA or privatization agreement.
2.5
Prompt updating of plan documents like the comprehensive land and water use plan
(CLWUP) that can serve as promotion material for investments. Investments on housing,
commercial, industrial and institutional undertakings, and even large scale agricultural
endeavors are dependent on land use regulations of the municipal or any government
unit. External investments infuse fresh funds, thereby, generate employment and
increase revenue.
2.6
Opening of independent accounts and management of separate book of accounts and/or
bank books for trust fund accounts may also minimize joggling of funds as well as
deficiencies in the trust funds. This will also minimize borrowings from the trust funds by
the general funds which results to inefficiency in implementation of specifically-funded
projects by the trust.
Resource targets will be dependent on the overall work plan, and specific implementation
strategies developed by CapDev-ELA. For example the CapDev-ELA team would need to
mobilize the resources necessary to perform the following expected tasks: keeping track of
local-level activities and establishing databases on the municipal government activities;
developing advocacy and communications strategies; developing fund-raising strategies;
producing agreed CapDev-ELA ELA technical and advocacy/promotional materials as needed;
information sharing, communication with the members of the CapDev-ELA and the local
development council, interested parties/potential partners, media etc; identifying and promoting
setting-specific approaches; developing menus for action that can be tailored to the interests
and strengths of LGU; documenting promising approaches and results (case studies of good
practice); supporting and facilitating the development of LGU human resources (including
capamunicipal-building efforts); planning and management of special events, consultative
meetings and activities of the LGU as appropriate; and human resource, financial planning and
budgeting.
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Chapter 7
PLAN MONITORING AND EVALUATION
According to UNFPA (2004), program evaluation is a management tool. It is a timebound exercise that attempts to assess systematically and objectively the relevance,
performance and success of ongoing and completed programs and projects. Evaluation is
undertaken selectively to answer specific questions to guide decision-makers and/or program
managers, and to provide information on whether underlying theories and assumptions used in
program development were valid, what worked and what did not work and why. Evaluation
commonly aims to determine the relevance, efficiency, effectiveness, impact and sustainability
of a program or project.
The main objectives of program evaluation are:


To inform decisions on operations, policy, or strategy related to ongoing or future
program interventions;
To demonstrate accountability to decision-makers.
It is expected that improved decision-making and accountability will lead to better
results and more efficient use of resources.
Other objectives of program evaluation include:







To enable corporate learning and contribute to the body of knowledge on what
works and what does not work and why;
To verify/improve program quality and management;
To identify successful strategies for extension/expansion/replication;
To modify unsuccessful strategies;
To measure effects/benefits of program and project interventions;
To give stakeholders the opportunity to have a say in program output and quality;
To justify/validate programs to donors, partners and other constituencies.
Monitoring and evaluation are intimately related. Both are necessary management tools
to inform decision-making and demonstrate accountability. Evaluation is not a substitute for
monitoring nor is monitoring a substitute for evaluation. Both use the same steps; however,
they produce different kinds of information. Systematically generated monitoring data is
essential for successful evaluations.
Monitoring continuously tracks performance against what was planned by collecting and
analyzing data on the indicators established for monitoring and evaluation purposes. It provides
continuous information on whether progress is being made toward achieving results (outputs,
outcomes, and goals) through record keeping and regular reporting systems. Monitoring looks
at both program processes and changes in conditions of target groups and institutions brought
about by program activities. It also identifies strengths and weaknesses in a program. The
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performance information generated from monitoring enhances learning from experience and
improves decision-making.
Management and program implementers typically conduct
monitoring.
Evaluation is a periodic, in-depth analysis of program performance. It relies on data
generated through monitoring activities as well as information obtained from other sources
(e.g., studies, research, in-depth interviews, focus group discussions, surveys etc.). Evaluations
are often (but not always) conducted with the assistance of external evaluators. A clear
framework, agreed among the key stakeholders at the end of the planning stage, is essential in
order to carry out monitoring and evaluation systematically. This framework serves as a plan for
monitoring and evaluation, and should clarify:






What is to be monitored and evaluated
The activities needed to monitor and evaluate
Who is responsible for monitoring and evaluation activities
When monitoring and evaluation activities are planned (timing)
How monitoring and evaluation are carried out (methods)
What resources are required and where they are committed
In addition, relevant risks and assumptions in carrying out planned monitoring and
evaluation activities should be seriously considered, anticipated and included in the M&E
framework. In general, the M&E framework has three main components:
1. Narrative component — this describes how the partners will undertake monitoring and
evaluation and the accountabilities assigned to different individuals and agencies. For
example, at the UNDAF or national result level, it is necessary to engage with national
monitoring committees or outcome level groups (e.g. sector arrangements) as well as
with UN inter-agency monitoring working groups. If these do not exist, there might be a
need to establish such structures for effective monitoring and evaluation. In addition the
narrative should also reflect:
a. Plans that may be in place to strengthen national or sub-national monitoring and
evaluation capacities
b. Existing monitoring and evaluation capacities and estimate the human, financial
and material resource requirements for its implementation
2. Results framework — this should be prepared in the planning stage.
3. Planning matrices for monitoring and evaluation — these are strategic and consolidate
the information required for monitoring and evaluation for easy reference.
The planning matrix for monitoring given in illustration by the UNDP and could be used
at the country, regional and global program level to determine what needs to be monitored.
This matrix, as will be presented in the following pages, may be adapted as determined by local
Page 112 of 125
circumstances and conditions. In some cases, the columns could be modified to cover results
elements such as outcomes, outputs, indicators, baselines, risks and assumptions separately.
The need for an M&E framework applies for both programs and projects within a
program. Therefore both programs and projects should develop M&E frameworks in their
planning stages. The project-level M&E framework should cascade from the program level M&E
framework and could contain more detailed information on monitoring and evaluation tasks that
apply specifically to respective projects. Conversely, the program-level framework builds upon
the project-level frameworks. Monitoring and evaluation activities should be seen as an integral
component of program and project management. They take place throughout the program and
project cycles and should be reviewed and updated regularly (at least annually, for example at
the time of annual reviews).
Specific considerations for planning evaluations
It is mandatory for the CapDev-ELA Team to present an evaluation plan to every PPA
that is presented on the CapDev-ELA Team. The evaluation plan is a component of the M&E
framework and should include those evaluations that can be foreseen at the end of the program
planning stage. The plan should be strategic, including a selection of evaluations that will
generate the most critical and useful information for the CapDev-ELA Team and its partners in
decision-making.
The initial evaluation plan should, at a minimum, include all mandatory evaluations. For
program units in this Agenda, outcome evaluations and project evaluations required by
partnership protocols should be in place. The evaluation plan is not a static document. It should
be reviewed as part of the M&E framework and refined as needed during program
implementation. For example, as new projects are designed and the needs for evaluations are
identified, these new evaluations should be added to the evaluation plan.
It is advisable to assign responsibility for the data collection so that everyone is clear of
their roles and responsibilities. This also allows new staff to come onto the project and get a
sense of who is responsible for what, and what they may have to take on and when. Collection
of monitoring data may occur regularly over short intervals, or less regularly, such as half-yearly
or annually. Again, assigning timelines limits the excuse of ‘not knowing’.
The Team may also want to note any requirements that are needed to collect the data
(staff, budget etc). It is advisable to have some idea of the cost associated with monitoring, as
you may have great ideas to collect a lot of information, only to find out that you cannot afford
it all. In such a case, you will have to either prioritize or find some money elsewhere. The
following page will be presenting a simplified matrix for planning the evaluation to be conducted
by the monitoring team through a performance scoreboard that may be formulated by the
Municipal Planning and Development Office together with partner departments/offices.
Page 113 of 125
Evaluation Planning Matrix for Monitoring
Expecte
d
Results
(Outcomes
& Outputs)
Indicator
s and
Other Key
Areas to
Monitor
M&E
Event
(with Data
Collection
Methods)
Time or
Schedule
and
Frequenc
y
Responsibilitie
s
Means of
Verification
:
Data
Source and
Type
Resource
s
Risks
Level of detail
that can be
included
would depend
on the
practical
needs.
This
information
can also be
captured in
the Project
Monitoring
Schedule Plan
from Atlas.
Who is responsible
for organizing the
data collection and
verifying data quality
and source?
Systematic
source and
location where
you would find
the identified
and necessary
data such as a
national
institute, or
DevInfo.
Estimate of
resources
required and
committed for
carrying out
planned
monitoring
activities.
What are
the risks
and
assumption
s for
carrying out
the planned
monitoring
activities?
How may
these affect
the planned
monitoring
events and
quality of
data?
(with Baselines
& Indicative
Targets)
Obtained
from
developmen
t plan and
results
framework.
From results
framework.
Indicators
should also
capture key
priorities such
as
capamunicipal
development
and gender.
In addition,
other key
areas needs
to be
monitored
such as the
risks
identified in
the planning
stage as well
as other key
management
needs.
How is
data to be
obtained?
Example:
through a
survey, a
review or
stakeholde
r meeting,
etc.
Once completed the M&E plan, it is a must that the CapDev-ELA Monitoring Team be
able to highlight data sources that appear frequently. For example, the Team may be able to
develop surveys that fulfill the data collection requirements for many questions. Also consider
re-ordering the M&E plan in several ways, for example, by data source, or by data collection
timeframe. Finally, go through this checklist whether the M&E plan:






Focus on the key evaluation questions and the evaluation audience?
Capture all that you need to know in order to make a meaningful evaluation of the
project?
Only asks relevant monitoring questions and avoids the collection of unnecessary data?
Know how data will be analyzed, used and reported?
Work within your budget and other resources?
Identify the skills required to conduct the data collection and analysis?
It is important that an annual M&E output is available to ensure the status of this CDIP.
Matrixes and standards for M&E may be different since each project has a different nature in
reality.
Page 114 of 125
ACKNOWLEDGEMENT
The CapDev-ELA Team
of the Municipality of San Jose, Occidental Mindoro
ROMULO M. FESTIN
ATTY. REY C. LADAGA
Chairmen
• NOEL N. GUERRERO • JOSEPH SALGADO • JOSEFINA VILLAMAR • JOSEFINA PANGILINAN •
• NORMA BALINGIT • MYRNA AURELIO • RICARTE AGUILAR • MA. LOURDES ABELEDA •
• OLIVIA SALGADO • ZENAIDA DELA CRUZ • PABLO I. ALVARO • MARIDEL RALLETA • ALICIA CAJAYON •
• EDGAR MASANGKAY • ENID ASUNCION, M.D. • INY LOURDES PEROY • PERLITA ESPERANZA •
• MILDRED CASTRONUEVO • PULE BACAY • JAIME BOONGALING • MICHELLE RIVERA • RONALD REYES •
• CORAZON SANTOS • ALEGRIA FIGUERROA • PCI FREDERICK ALLAN MONTELLANA • FELMA AGUILAN •
Heads of Offices
• JOSE FRANCO MENDIOLA • NATHANIEL CRUZ • SANTIAGO JAVIER • PHILIP LIM •
• SENEN ZAPANTA, JR. • AUGUSTO ABELEDA • EMMANUEL AGUSTIN • JUNE PALMARES •
• DANILO CENTENO • JOVEN CRUZ •
Members of the Sangguniang Bayan
• MARISSA SIMON • ARLET MACTAL • DON VINCENT BUSTO •
• LENETTE CALAYAG • JOSIELEE SECO •
Key Officers and Employees
• The DILG Regional Office IV-B headed by Dir. James Fadrilan, Dir. Ulyses Ferraren, Mr. Jun Olave, et. al. •
• Municipal Local Government Operations Officer MS. MEMVILUZ L. BAURILE •
Facilitators
NOEL N. GUERRERO • JOSEPH E. SALGADO • DON VINCENT B. BUSTO • ARLET D. MACTAL
CapDev-ELA Team SECRETARIAT
Through the members of the CapDev-ELA Team who provided for the data and the tables that may be incorporated in this output, this development plan has been provided with narratives, analyses and other
consolidation and reports by Don Vincent B. Busto, a member of the CapDev-ELA Team Secretariat. The latter also prepared for the output’s packaging.

CapDev-Ela CY 2013-2016 - San Jose Municipal Government

Transcription

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