Annual Accomplishment Report - Malita, Davao Occidental · Report 2010 Annual Accomplishment Report and State of Local Governance Performance (SLGPR) of the MUNICIPALITY OF MALITA

2010 Annual Accomplishment Report

and State of Local Governance Performance

Report (SLGPR) of the

MUNICIPALITY OF MALITA PROVINCE OF DAVAO DEL SUR

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Republic of the Philippines DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT MUNICIPALITY OF MALITA

OFFICE OF THE MLGOO

June 23, 2011 FOR : MR. ANANIAS M. VILLACORTA, CESO IV Regional Director, DILG RO XI Matina, Davao City THRU : MR. ABITO D. BERNASOR Provincial Director, DILG Davao del Sur SUBJECT : SUBMISSION OF THE STATE OF THE LOCAL

GOVERNANCE REPORT (SLGR) OF THE LGU-MALITA, DAVAO DEL SUR FOR CY 2010

With the directive to implement the Local Governance Performance Management System (LGPMS), this level hereby submits this State of Local Governance Report (SLGR) of the LGU-Malita for CY 2010.

This said SLGR presents the LGU assessment undertakings including the findings and

the recommendations made by the LGPMS Municipal Task Force. Per assessment results, this Overall Performance Rating (By Level of Indicators) of the Municipality of Malita for CY 2010 is 4.45 with an equivalent adjectival rating of HIGH.

It is hoped that this management tool will be of great help to the concerned local

government unit in achieving a substantive and improved service delivery performance as well as serves as a benchmark instrument for the other benevolent LGU assistance-providers.

As regards the completion of this report, we acknowledge the cooperation extended to

us by the LGU-Malita more particularly the Municipal Officials headed by Mayor, Benjamin P. Bautista, Jr., all Department Heads, and some employees of the municipality. Likewise, specially the LGPMS Municipal Task Force and to the Municipal Planning and Development Coordinator‘s Office and Staff who helped us in the preparation of this report. We also appreciate the DILG Davao del Sur Management and this DILG Regional Office XI for their valuable inputs and continued support throughout the LGPMS undertaking.

EDNA D. RUIZ

MLGOO

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Republic of the Philippines Province of Davao del Sur

Municipality of Malita

OFFICE OF THE MAYOR

M E S S A G E Our warmest greetings to our beloved constituents of Malita! Once again, we in the Municipal Government by the humble stewardship of yours truly, are pleased to present our 2010 Annual Accomplishment Report now also known as the State of Local Governance Performance Report (SLGPR). As we resolved to make advances from the previous year’s achievements, we took pains and sacrifices that we believe would redound to some higher degree of welfare to our people. Indeed, the year 2010 can be said as very fruitful as we took every opportunity within our reach to convert our resources and our capacities into very positive factors of growth and development. Facts that have been established in this report are the results of our painstaking efforts towards attaining higher level of performance in governance. Yes, your forbearance, cooperation and understanding have paid off well. By this report we can see that there is a very significant difference from the way we performed in the past years of this dispensation. And of course, we are truly elated that the high marks we got, we can proudly claim that we did right and better. With still several things that needed to be closely attended to, we still expect more challenges to hurdle in the coming years. With the people’s confidence in our capability to govern effectively, I urge my colleagues in the Municipal Government of Malita to always be favorably responsive to the needs of our people at all times. Neither now nor at any future time shall we slacken our pace in taking the lead responsibility of realizing our dreams and attaining our goals as a community. With dogged determination and with God’s guidance, we shall not fail. BENJAMIN P. BAUTISTA, JR.

Municipal Mayor

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TABLE OF CONTENTS TABLE OF CONTENTS

PPARTICULARSARTICULARS PAGEPAGE

Transmittal Letter i Message from Key Officials ii TABLE OF CONTENTS iii-iv

List of Tables List of Figures

EXECUTIVE SUMMARY v-vi PART 1. The State Of Local Governance Performance Report

(SLGPR) e-SLGPR

1. Administrative Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1-3 1.1 Local Legislation 1.2 Development Planning 1.3 Revenue Generation 1.4 Resource Allocation and Utilization 1.5 Customer Service 1.6 Human Resource Management & Development

2. Social Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4-5 2.1 Support to Health Services 2.2 Support to Education Services 2.3 Support to Housing and Basic Utilities 2.4 Peace, Security, & Disaster Risk Management

3. Economic Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6-7 3.1 Support to Agricultural Sector 3.2 Support to Fishery Services 3.3 Entrepreneurship, Business & Industry Promotion

4. Environmental Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8-9 4.1 Forest Ecosystem Management 4.2 Freshwater Ecosystem Management 4.3 Coastal Marine Ecosystem Management 4.4 Urban Ecosystem Management

5. Valuing Fundamentals of Governance . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10-11 5.1 Participation 5.2 Transparency 5.3 Financial Accountability

PART 2. Financial Performance

1. Revenue Generation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12-16 1.1 Cost of collect revenues 1.2 Locally-source revenues 1.3 Regular revenue to total income 1.4 Locally-sourced revenue per capita

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1.5 RPT Accomplishment Rate 2 Resource Allocation and Utilization. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15-16

2.1 Personal Services Expenditure Ratio 2.2 Total Expenditure Per Capita

ATTACHMENTS

1-Brief LGU Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17-22 2-Budget Performance and Financial Statements . . . . . . . . . . . . . . . . . . . . . 23-30 3-Plans, Programs and Accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . 31-49 4-List of Executive Orders Issued CY 2010 . . . . . . . . . . . . . . . . . . . . . . . . . . 50-51 5-List of Resolution and Ordinances Approved CY 2010 . . . . . . . . . . . . . . . 52-54 6-Pictorials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

LIST OF TABLES

Table No.

Title Page

1 State of Local Governance Performance Report, PY 2010 v 2 Highlights of the Financial Performance of LGU –Malita vi 3 Highlights of the State of Local Development of LGU –Malita vii

LIST OF FIGURES

Figure

No. Title Page

1 Administrative Governance, Municipality of Malita, PY 2010 1 2 Social Governance, Municipality of Malita, PY 2010 4 3 Economic Governance, Municipality of Malita, PY 2010 6 4 Environmental Governance, Municipality of Malita, PY 2010 8 5 Valuing of Fundamentals of Governance 10 6 Cost to Collect Revenues 12 7 Locally-Sourced Revenues to Total Income 13 8 Regular Revenue to Total Income 13 9 Locally-Sourced Revenue per Capita 14

10 Locally-Source Revenue Level 14 11 Real Property Tax Accomplishment Rate 15 12 Personal Services Expenditure Ratio 15 13 Total Expenditure per Capita 16 14 Debt Service Ratio 16

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EXECUTIVE SUMMARY EXECUTIVE SUMMARY

The overall rating of the State of Local Governance of the Municipality of Malita has a

numerical rating of 4.50 or equivalent to an adjectival rating of HIGH. The rating was attributed from the five (5) Performance areas namely: Administrative Governance with numerical rating of 4.10, Social Governance with a numerical rating of 4.80, Economic with a numerical rating of 4.03, Environmental Governance with a numerical rating of 4.80 and Valuing Fundamentals of Governance with a numerical rating of 4.50. The Performance Level by Service Area are shown on the table below:

Table 1. STATE OF LOCAL GOVERNANCE PERFORMANCE PY. 2010

Performance Areas/ Service

Performance Level by Service

Area

Average Result by

Performance Area

1. ADMINISTRATIVE GOVERNANCE 4.10 1.1 Local Legislation 3.64 1.2 Development Planning 4.18 1.3 Revenue Generation 3.59 1.4 Resource Allocation and Utilization 4.79 1.5 Customer Service 4.60 1.6 Human Resource Management & Development 3.80 2. SOCIAL GOVERNANCE 4.80

2.1 Support to Health Services 4.66 2.2 Support to Education Services 4.90 2.3 Support to Housing and Basic Utilities 5.00 2.4 Peace, Security, & Disaster Risk Management 4.63

3. ECONOMIC GOVERNANCE 4.03 3.1 Support to Agricultural Sector 3.62 3.2 Support to Fishery Services 3.69 3.3 Entrepreneurship, Business & Industry Promotion 4.77

4. ENVIRONMENTAL GOVERNANCE 4.80 4.1 Forest Ecosystem Management 5.00 4.2 Freshwater Ecosystem Management 5.00 4.3 Coastal Marine Ecosystem Management 5.00 4.4 Urban Ecosystem Management 4.13 5. VALUING FUNDAMENTALS OF GOVERNANCE 4.50 5.1 Participation 4.00 5.2 Transparency 4.73 5.3 Financial Accountability 4.77 OVER-ALL PERFORMANCE RATING OF LGU-MALITA

4.45

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The above table shows only the bird’s eye view of the over-all performance rating of the LGU-Malita for CY 2010 of which details can be gleaned in Part 1 of this document. Out of the five performance areas mentioned above, Environmental Governance and Social Governance garnered the highest identical results of 4.80 (very high) rating. Contributory factors would be the integration of the four mentioned ecosystems of the LGU in its municipal Comprehensive Development Plan as well as the involvement of the NGOs, people’s organization/private sector in the protection and management of the said ecosystems.

On the other hand, Economic Governance got the lowest result of 4.03 which is still a (High) rating. This had something to do with the low rating on the peace, security and disaster risk management service area as a consequence of the non-functionality of the Municipal Disaster Coordinating Council and the concerned LGU’s passive and/or reactive attitude in confronting. Table 2. Highlights of the FINANCIAL PERFORMANCE of LGU-Malita

Performance Service Areas/ Indicators

LGU-Malita

Ave 3rd Class Municipalities

National Ave. Municipalities

Revenue Generation 1. Cost to collect revenues 15.00% 99.52% 44.46% 2. Locally-Source revenues to total 99.94% 76.11% 82.64% 3. Regular revenue to total income 99.88% 88.60% 84.81% 4. Locally-Sourced revenue per capita 96.35% 408.83% 238.46% 5. RPT Accomplishment Rate 15.74% 86.06% 75.18%

Resource Allocation and Utilization 1. Personal Services Expenditure Ratio 39.00% 42.59% 49.68% 2. Total Expenditure Per Capita 1,380.21 1,966.03 2,222.46

Generally, the financial performance of the LGU-Malita for CY 2010 was commendable

since most of the indicators showed that the said LGU got higher results compared to both the average result of the 3rd class municipalities and the national average result. These could be reflected under the indicators on cost to collect revenues, locally-sourced revenues, regular revenue to total income, real property tax accomplishment rate and total expenditure per capita.

However, under the indicators of locally-sourced revenue per capita and personal services

expenditure ratio, it can be viewed that the LGU-Malita performed poorly as manifested by its poor ratings in comparison with the 3rd class municipalities and the national average result.

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PART I. The State of Local Governance Performance

e-SLGPR State of Local Governance Performance, Electronic Report

Municipality of Malita, PY 2010

Highlighted in this report is your LGU's performance in four (4) areas of governance: (1) Administrative Governance, (2) Social Governance, (3) Economic Governance, and (4) Environmental Governance. A special report is included to determine how the fundamentals of good governance such as Participation, Transparency, and Financial Accountability are valued in the LGU. It is to note that the LGU's performance was assessed based on the responses of the LGU's Team to the questions provided into the LGPMS database. A Performance Scale is used to identify areas with excellent performance and areas for improvement. A perfect scale of 5 denotes excellent performance while performance scales of 1-4 indicate areas for improvement. Although scales of 3 and 4 are relatively high, there are areas which can still be improved on. All these are explained in detail as you read the entire report.

1.) Administrative Governance

Administrative Governance looks into six areas: Local Legislation, Development Planning, Revenue Generation, Resource Allocation and Utilization, Customer Service and Human Resource Management and Development. Your LGU performance in each area of Administrative Governance is plotted in the graph below.

Figure. 01 Administrative Governance, Municipality of Malita, PY 2010


Area(s) with Excellent Performance

None of the 6 areas in Administrative Governance marked "excellent performance" so far. Meantime, dedicate more time and effort on the areas for improvement.

Area(s) for Improvement

The areas for improvement are listed by priority, starting from the area which gets the lowest performance scale followed by areas which get higher performance scales, respectively.

Priority Area for Improvement

Performance Description

Interpretation

Revenue Generation 3.59 Fair

Existing measures in support of revenue generation need to be enhanced. This is an initial yet essential step in maximizing revenue generation potentials.



Interpretation

Local Legislation 3.64 Fair

The imperatives of quality legislation have to be looked into. This might mean looking into legislative staff competence and the greater use of legislative tools such agenda development, legislative tracking, backstopping committee and legislative performance.



Interpretation

Human Resource Management and Development

3.80 Fair

HRMD practices need to be improved. Transparency in recruitment and selection, valuing stability in employment, recognition of good performance, promotion of professional growth, and ease of being heard through a personnel grievance system are essential in organizational productivity.




Interpretation

Development Planning 4.18 High but not Excellent

Improvements in the following areas are underscored: (a) organizational performance; (b) consultation process; and (c) management of planning database. These areas are instrumental in quality land use and development planning, or lack of it.

Priority Area for

Improvement Performance Description

Interpretation

Customer Service - Civil Applications

4.60 High but not Excellent

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 ease of obtaining civil registry and real property documents.

Priority Area for


Interpretation

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.


2.) SOCIAL GOVERNANCE

Social Governance looks into four areas: Health Services, Support to Education Services,

Support to Housing and Basic Utilities, and Peace, Security and Disaster Risk Management. Your LGU performance in each area of Social Governance is plotted in the graph below.


Your LGU is doing an excellent performance in 1 out of 4 sub-areas of Social Governance. Sustain Performance in this area:


Interpretation

Support to Housing and Basic Utilities

An administrative mechanism dedicated to addressing the multiple requirements of housing services is in place. Mass housing project and donation of lots for socialized housing are twin-response to the housing backlog.



Figure. 02 Social Governance, Municipality of Malita, PY 2010




Interpretation

Peace, Security and Disaster Risk Management


Efforts are made to ensure Peace, Security and Disaster Risk Management. But much more need to be done. Factors that have the ability to improve performance in this area have to be considered.

Suggested Action(s) to Take � Ensure an annual financial allocation to the Katarungang Pambarangay. The Local

Government Code mandates it. Let us be reminded that this village justice system is principal in the promotion of community peace, harmony and solidarity.

� Enhance local government readiness to manage the risks of disasters, including relief, other associated services and rehabilitation



Interpretation

Health Services 4.66 High but not Excellent

The overall quality of the local health system deserves a second look. This is so because performance falls short in certain aspects. The principal support system on this matter is the Local Health Board. It might have to do more.

Suggested Action(s) to Take � Mobilize the Local Health Board � Improve the quality of primary health care or basic curative services � Improve the quality of child care services



Interpretation

Support to Education Services 4.90 High but not Excellent

A certain level of support to basic education is extended. However, further assistance to matters such as the following is encouraged. The Local School Board might have to do more to advance the cause of those in need of quality education.

Suggested Action(s) to Take � Mobilize the Local School Board


3.) ECONOMIC GOVERNANCE

Economic Governance looks into three areas: Support to Agriculture Sector, Support to Fishery Services, and Enterprise, Business and Industry Promotion. The report varies according to the nature of economic activities in the locality. Support to agriculture or fishery services are filtered out if not applicable. Your LGU performance in this area is plotted in the graph below.


None of the 3 areas in Economic Governance marked "excellent performance" so far. Meantime, dedicate more time and effort on the areas for improvement.



Priority Area for


Interpretation

Support to Agriculture Sector 3.62 Fair

Local government support is extended to the Agriculture Sector. But greater intervention is necessary.

Suggested Action(s) to Take � Improve infrastructure support, e.g., communal irrigation system, farm-to-market roads,

post-harvest facilities � Improve credit facilitation services to farmers

Figure. 03 Economic Governance, Municipality of Malita, PY 2010


� Extend adequate production support, e.g., planting materials, fertilizers, and laboratory services such as soil testing

� Provide assistance to research and development, e.g., techno-demo cooperators, and research institutes

� Improve market development services, e.g., trade fairs, exhibits, missions and congresses � Reach more farming-household beneficiaries



Interpretation

Support to Fishery Services 3.69 Fair

Support is extended to Fishery Services. However, more focused intervention and sustained engagement are important.

Suggested Action(s) to Take � Mobilize the Fisheries and Resource Aquatic Council to help protect and manage

municipal waters, and see to it that it does its mandated tasks. � Improve infrastructure support for the fishery sector, e.g., mariculture parks, fish ports,

seaweeds village ecozones, sea cages, among others. � Improve credit facilitation services to the fisherfolks � Extend adequate production support services, e.g. fingerlings � Provide assistance to research and development services, e.g., techno-demo cooperators � Improve market development services for the fishery sector � Reach more fishing-household beneficiaries



Interpretation

Entrepreneurship, Business and Industry Promotion


More need to be done to institutionalize a business-friendly environment. Factors such as the following need to be looked into:

Suggested Action(s) to Take � Improve the quality of permitting or licensing � Ensure the ease of doing business. Strategize to effect the issuance of building, occupancy,

and business permits in a more expedient manner


4.) ENVIRONMENTAL GOVERNANCE

Environmental Governance looks into four areas: Forest Ecosystem Management, Freshwater Ecosystem Management, Coastal Marine Ecosystem Management, and Urban Ecosystem Management. The report varies according to local ecosystems. Ecosystems which are not related to the LGU are filtered out. Your LGU performance in this area is plotted in the graph below.


Your LGU is doing an excellent performance in 3 out of 4 sub-areas of Environmental Governance . Sustain Performance in this area:


Interpretation

Forest Ecosystems Management

Forest ecosystem management is central to the concerns of the LGU. Long-term planning is paramount. CSOs and citizens are mobilized in forest protection. Areas for reforestation and protection are set, and that target areas for reforestation and protection are met.

Coastal Marine Ecosystems Management

Coastal marine ecosystem management is a core concern of the LGU. Long-term planning is practiced. CSOs and citizens are engaged in coastal marine protection and rehabilitation. Areas for rehabilitation and protection are set, and that target areas for rehabilitation and protection are met.

Freshwater Ecosystems Management

Freshwater ecosystem management is of importance to the LGU. Long-term planning is valued. CSO and citizen participation are recognized and are mobilized in fresh water protection and rehabilitation. Areas for rehabilitation and protection are set, and that target areas for rehabilitation and protection are met.

Figure. 04 Environmental Governance, Municipality of Malita, PY 2010




Priority Area for


Interpretation

Urban Ecosystems Management 4.13 High but not Excellent

Pollution control and proper solid waste management are essential in preserving the integrity of the environment. More need to be done. To gain better performance in this area, consider the following:

Suggested Action(s) to Take � Strengthen the Solid Waste Management Board � Prepare, if none has been formulated, or improve the quality of, the Solid Waste

Management Plan � Ensure that every barangay has a material recovery facility � Improve solid waste collection practices � Move from Open Dumpsite Facility to Controlled Dumpsite Facility to a Sanitary Landfill

as the final disposal facility. It makes sense. At the very least, inaction has legal implications. But more telling are the health and environmental imperatives


5.) VALUING FUNDAMENTALS OF GOVERNANCE

This section of the report describes how your LGU values and maintains good governance in the context of Transparency, Participation, and Financial Accountability.


None of the 3 areas in Valuing Fundamentals of Governance marked "excellent performance" so far. Meantime, dedicate more time and effort on the areas for improvement.



Priority Area

for Improvement


Interpretation

Participation 4.00 High but not Excellent

Strengthening CSO participation in Local Special Bodies and the Citizen Feedback system, including the maximization of CSO engagement in development projects is a MUST action. There are merits to it. In addition to the principal of participation, other desirable governance values like transparency, accountability and consensus-influenced decisions are reinforced.

Figure. 05 Valuing Fundamentals of Governance, Municipality of Malita, PY 2010


Priority Area

for Improvement


Interpretation

Transparency 4.73 High but not Excellent

Promoting transparency in governmental transactions and practicing it require a certain degree of urgency. Communicating information which the public should know or should be aware of such as plans, programs, services and special events is a step in the right direction. Maximizing communication channels like a Bulletin Board, a Public Information Office or Desk, the print or broadcast media, a website and public forum is desired. After all, good local governance is synonymous to transparent governance.



Interpretation

Financial Accountability


Efforts to improve financial accountability are acknowledged. However, administrative capacity to ensure observance of guidelines relative to accounting, internal control, procurement and financial transactions need to be strengthened.


PART II. Financial Performance e-Report

Financial Performance e-Report Municipality of Malita, PY 2010

This Report provides a practical tool to gauge your LGU's financial performance as compared to financial performance of all LGUs within the same LGU type and income class. The information lets you know whether your LGU is ahead or lagging behind with many LGUs for purposes of maintaining good performance, or catching up. Financial performance is divided into two parts: (1) Revenue Generation, and (2) Resource Allocation and Utilization. It is hoped that the information presented here would help you to plan ahead for the LGU and adjust revenue and expenditure priorities in accordance with the financial realities, projections and priorities of the organization.

Revenue Generation

Interpretation Guide

Indicator: COST TO COLLECT REVENUES Computation: (cost in collecting revenues/total local revenues collected) x 100 Significance: Determines local revenue collection efficiency Desired performance: Should be lower than the average of LGUs with the same LGU type and income class Exceptional performance: Lower for both conditions: (1) average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class.

Figure. 06 Cost to Collect Revenues



Indicator: LOCALLY-SOURCED REVENUES TO TOTAL INCOME Computation: (Amount of locally-sourced revenues/Total LGU Income) x 100 Significance: Determines local revenue collection effort and dependency from external revenue sources, eq. IRA & other inter-governmental fund transfer Desired performance: Locally-sourced revenues to total income should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Locally-sourced revenues to total income should be higher than the: (1)average of LGUs with the same LGU type and income class, (2)national average of the same LGU type regardless of income class


Indicator: REGULAR REVENUES TO TOTAL INCOME Computation: [(Locally Sourced Revenues + IRA)/Total LGU Income] x 100 Significance: Describes reliability of funding sources Desired performance: Should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

Figure. 07 Locally-Sourced Revenues to Total Income

Figure. 08 Regular Revenue to Total Income



Indicator: LOCALLY-SOURCED REVENUE LEVEL Computation: Amount of Locally-Sourced Revenue Significance: Describes locally-sourced revenue gap between the LGU and average of LGUs (by LGU type and income class) Desired performance: Should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class


Indicator: LOCALLY-SOURCED REVENUE PER CAPITA Computation:(amount of locally-sourced revenue/population) Significance: Describes locally-sourced revenue per capita gap tween your LGU and average of LGUs Desired performance: Should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Should be higher than the: (1) average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class

Figure. 09 Locally-Sourced Revenues Per Capita

Figure. 10 Locally-Sourced Revenues Level


Resourced Allocation and Utilization


Indicator: REAL PROPERTY TAX (RPT) ACCOMPLISHMENT RATE Computation: (Amount of RPT collected/Amount of projected RPT collectibles) x 100 Significance: RPT is one of the major sources of income of LGUs in general. This indicator local revenue collection effort on RPT. Desired performance: Should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2) national average of the same LGU type regardless of income class


Indicator: PERSONAL SERVICES EXPENDITURE RATIO Computation: (Personal Services Expenditures/Total expenditures) x 100 Significance: Determines the biases of the local government unit in terms of budget allocation Desired performance: Determines the biases of the local government unit in terms of budget allocation LGU type and income class. Should not exceed with the ceiling as mandated by law, i.e., for 1st - 3rd class LGUs – 45%, for 4th - 6th class LGUS - 55%. Exceptional performance: Met these three conditions: (1) lower than the average of LGUs with the same LGU type and income class, (2) lower than national average of LGUs with the same LGU type regardless of income class, (3) Did not exceed the 45-55 ceiling for P.S.

Figure. 11 Real Property Tax Accomplishment Rate

Figure. 12 Resourced Alloocation and Utilization



Indicator: TOTAL EXPENDITURE PER CAPITA Computation: Total expenditures/population Significance: Describes how much was actually spent by the LGU in a per capita basis. Desired performance: Should be higher than the average of LGUs with the same LGU type and income class Exceptional performance: Should be higher than the: (1)average of LGUs with the same LGU type and income class, (2)national average of the same LGU type regardless of income class.


Indicator: DEBT SERVICE RATIO Computation: Actual debt service cost/regular income Significance: Considers the proportion of actual debt service costs to total regular income. Desired performance: Should not exceed 20% of the regular income. That is the debt servicing limitation set for under LG Code of 1991.

Figure. 13 Total Expenditure Per Capita

Figure. 14 Debt Service Ratio

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1. BRIEF LGU PROFILE

Vision Statement: A municipality that is fully geared up as A Readily-Prepared Special Economic Zone smoothly operating by the first quarter of the century

Mission Statement: To harness the municipality’s resources into the grinding machine of development without compromising the harmony of its people with the environment thereby providing a sustainable growth for the immediate and infinite future.

Developmental Role in the Province: Malita’s development being highly supplementary to its identification as a Special Economic Zone in terms raw materials supply development for manufacture or processing, the ten-year development period focuses mainly on two major areas of concern. Increased Agricultural Productivity and Intensified Infrastructure Development which must go hand-in-hand. Such priority attention leans on the viewpoint that productivity, given the basic factors of production, can effectively be enhanced if the goods and services are provided with easy access to the markets while on the balance infrastructure is necessary in the generation of more products and service required by the market. It is expected that within the ten-year period (2006-2015) the national highway connecting Malalag, Don Marcelino and Jose Abad Santos be finally concreted, as it is also significant to open arterial roads connecting General Santos City to the southern part of Davao del Sur via the Sarangani towns of Glan, Malapatan, Alabel and Malungon. With such road linkages established, inflow and outflow of goods and services shall be extensively availed by the municipalities lying within this Southwestern part of Davao Gulf. What remains of imperative importance in the meantime is the concreting of the Malalag-Jose Abad Santos Highway as the municipalities along this route are very significant points within the Special Economic Zone’s sphere of influence as well as of complementary importance to be the Provincial Industrial Center in Malalag – if Malita is to thrive as a major growth center of the Province. With the immediate products of agriculture being at present the main commodity of trade and commerce of Malita with other municipalities, cities and regions of the country, so must agricultural productivity be given primary emphasis in order that it maybe able to firmly support the conditions for self-sufficiency, sustainability and future industrialization should that be Malita’s ultimate desire. The experiences of various agricultural economies turning into the industrial states that they are now serve the examples by which Malita can anchor its own development thrusts. Considering the vast natural resources and its equally promising agricultural potentials, this approach in development is just as appropriate for Municipality. This, however, should be pursued in a manner that every venture be targeted for high-yield, top quality products to be able to come up the standards of consumption demands and preferences especially of those in the manufacturing and processing industries as well as the requirement of the global market.

Functional Role of the Municipality in relation to the Province, Region and country:

In the formulation of the land use plan, the major consideration is the functional role of the municipality in the province and in the broader context of regional and national development. Based on the Provincial Physical Frameworks Plan, Malita is identified as the minor growth center in the province. Its role is to provide room for expansion of the higher order centers.


In consideration of the foregoing, as well as the municipality’s development trends specifically in relation to the agro-industrial activities, the formulation or land use plan is premised in the municipality’s functional role.

Brief Historical Creation of the Municipality of Malita Malita’s establishment as a political subdivision or unit of the Philippine Government dates back to November 13, 1936 under the Philippine Commonwealth by virtue of Executive Order No. 64 issued by then President Manuel L. Quezon. Although said Executive Order provided that the municipality’s organization be effective on January 01,1937, the observance or commemoration of that eventful day was only made starting in 1970 under the administration of the then Mayor, the late Congressman Benjamin V. Bautista, Sr. However, said commemoration was held in the 17th day of November 1970 and replicated annually in the succeeding years until 2004. This was so because in the first celebration in 1970 the local officials then hastened to be in track with other municipalities throughout the country who were likewise, in a “frenzy” of celebrating their corresponding foundation anniversaries which was started by the City of Manila in 1960’s. The “Araw” celebration fever gained adherence and groundswelled at the height of the Marcos Era through the initiative and encouragement of then First Lady Imelda R. Marcos. Hence, to this day the “Araw” celebration has become part of local governments’ socio-cultural and political life and has in recent times even spread down to the barangay level. SB Ordinance No. 011 dated September 16, 2004 on the 18th Regular Session, Ordained “RESETTING THE DATE OF THE CELEBRATION OF ARAW NG MALITA FROM NOVEMBER 17 TO JANUARY 22…” In effect, this ordinance closely followed the provision of E.O. No. 64 putting the effectivity of Malita’s official organization on January of 1937. Hence, 2005 saw the start of Araw ng Malita Celebration every January 22.

Municipal General Information

PROFILE YEAR - CY 2010 Municipality - MALITA Congressional District - 2nd Davao del Sur Region - XI Municipal Class - 1st Class Income Classification - Class – A Type of Municipality - Coastal Area Common Language - Cebuano or Bisaya Projected Population CY 2010 - 143,534 Total No. of Households (based 2000 NSO census) - 20,526 Total No. of Health Stations/Centers - 30 Total No. of Barangay Nutrition Scholars (BNS) - 26 Brgys. Total No. of Barangays - 30 Total No. of Sitios - 362 Total No. of Tanods - 600 Total No. of Police Head Quarters - 1 Total No. of Police Motor Vehicle - 5 Total No. of Policemen - 36 Personnel Total No. of Firemen - 7 Total No. of Fire Trucks - 1 Major Income Sources - AGRICULTURE TOTAL LGU ANNUAL INCOME (2010) - IRA Share - 156,640,672.00 Local-Sourced Revenues - 10,225,941.86 Other Revenues - 203,804.23 Total LGU Income - 167,070.418.09


20% Development Fund - 31,328,134.00 TOWN CELEBRATIONS Town Founding Anniversary - “ARAW NG MALITA” - Every 22nd day of January

Legal Basis of Creation - Executive Order No. 64 s.1963 Created on - November 17,1963 Resetting the Date of ARAW ng Malita - Legal Basis - SB Ordinance No.11, Sept.16,2004

ARAW NG MALITA The municipality’s celebrating the founding anniversary through a variety of socio-cultural shows and sportsfests. To top it all, we shall also conduct an Agri-Industrial Fair where local agricultural products shall be displayed side by side with the various products of technology especially machineries, equipment and other gadgets and services of varied products for personal, home and industrial needs. The objective for this exhibition is to provide a venue in which our constituents will be able to grasp & get a glimpse of the relationship between the immediate products of their farms and the many processes by which these are manufactured in various forms and uses. In other words, a better understanding of that relationship would in a way motivate them to strive to produce more and perhaps subsequently trigger a symbiotic response from industrial businesses who may want to invest in our area.

Town Festival -”GAGINAWAY” - Every 17th day of November Created on - November 12, 2007

GAGINAWAY Festival The occasion aims to revisit and renew an old cultural practice of our indigenous peoples particularly the Tagacaolo tribe, which comprise 80% of Malita’s populace. Taken from the Tagacaolo term which means unity, “Gaginaway Festival” depicts the cultural value of the lumads of being always united and living harmoniously as one tribe. For the B’laan, the term signifies love in friendship, for Muslim it connotes gathering, while for the Manobo, Gaginaway means getting together. The festivity showcases other practices prevalent to the local native culture and the usual display of tribal wares and products. Our local government aims to make the occasion as a springboard for the promotion of our town as an alternate tourist destination leading to future tourism development pursuits. Coincidentally, we also aim to pursue governance under an atmosphere and agenda of unity as the term Gaginaway signifies.

MUNICIPAL ELECTED OFFICIALS Municipal Mayor - HON. BENJAMIN P. BAUTISTA, JR. Municipal Vice Mayor - HON. BRADLY L. BAUTISTA

SANGGUNIANG BAYAN (SB) MEMBERS: 1. HON. ROMEO T. LOPEZ 2. HON. ALI G. COLINA, JR. 3. HON. RAYMUND G. DANWATA 4. HON. MARIANELA C. MALINAO 5. HON. ZALDY S. LATABAN 6. HON. JIMMY L. DANWATA 7. HON. ARTEMIO J. PERALTA 8. HON. ARTURO L. BALASILA MUNICIPAL DEPARTMENT HEADS 1. Municipal Administrator ENGR. CECILIO DE GUZMAN 2. Municipal Engineer ENGR. OSCAR BIRONDO 3. Mun. Social Welfare & Dev’t. Offcr. MS. ESTERLITA B. HERMOSISIMA 4. Mun. Plng. & Dev’t. Coordinator - 5. Municipal Health Officer DR. ROSARIO B. MOSQUEDA 6. Municipal Budget Officer MR. JAIME T. MUÑOZ 7. Municipal Civil Registrar MS. JOSEPHINE A. MARQUEZ 8. Municipal Accountant OIC-MS. JOVITA M. SARMIENTO 9. Municipal Assessor MR. NOEL PARCASIO

10. Municipal Agriculturist MR. SATURNINO C. PARCASIO 11. Municipal Treasurer MS. VICKY C. FUENTES OTHER OFFICES MUNICIPAL LEVEL: 1. Secretary to the Sanggunian Office MS. LAARNI C. SARSABA 2. Human Resource Management Office MS. PATRICIA C. YAHYA


3. General Services Office (GSO) MR. EDGARDO A. CEDEÑO-Designate 4. Market Operation Office MR. EULOGIO SAPLAGIO- Market Supervisor

NATIONAL/PROV’L. LINE AGENCIES: 1. Bureau of Internal Revenue Office MR. EFREN SIMPRON – Rev. Collection Officer IV 2. COMMELEC Office MS. MARY ANN CABAHUG 3. PNP – Chief Of Police PCI SAMSON L KIMAYONG 4. Bureau of Fire Protection Office (BFP) MR. ORLANDO AGOSTO 5. Mun. Agrarian Reform Office (MARO) MR. JULIUS L. SASUMAN 6. Mun. Circuit Trial Court (MCTC) MS. ADELAIDA CABRILLOS 7. Dep’t. of Interior & Local Government

Office (DILG) MS. EDNA D. RUIZ – Mun. Local Gov’t Operation Officer (MLGOO)

8. Dept. of Public Works & Highways ENGR. ALEXANDER VIC G. SAYSON – OIC-Dist. Engineer

9. Malita District Hospital –Director

BARANGAY GENERAL INFORMATION P O P U L A T I O N S No. BARANGAY Land Area

(Has.) 2010 Projected Population

2000 Census No.of Hhs.

Distance

from Poblacion (Km.)

DATE CREATED No. of Sitios

BARANGAY CAPTAIN

1 Bito 4,607 2,655 403 14 December 17,1067 12 EVELYN B. MARTIN 2 Bolila 3,457 2,736 437 9 June 15,1968 7 FELOMINO M. UY 3 Buhangin 4,305 5,654 799 22 June 15, 1968 12 EDGAR T. PALACIO 4 Culaman 3,418 1,849 281 2 November 17,1936 3 MARILOU P. BAUTISTA 5 Datu Danwata 11,794 6,468 945 21 February 10,1977 15 ROBERTO C. MANAMBAY 6 Demoloc 7,431 8,997 1,256 20 June 15,1978 24 TOMASITA L. CAMAHALAN 7 Felis 1,586 2,110 324 6 December 17,1969 7 SIMPLICIO P. TAMPOY,SR. 8 Fishing Village 1,050 4,256 590 5 June 15,1977 7 BRETT L. BAUTISTA-ABC PRES. 9 Kibalatong 2,700 1,516 239 10 November 16,1971 11 BUENAVENTURA M. NERI 10 Kidalapong 2,258 2,645 403 6 December 17,1969 10 ALEJANDRO A. ABADIEZ 11 Kilalag 3,570 4,345 611 15 February 6,1972 7 PETRONILO Y. ALCORDO 12 Kinangan 2,567 5,872 852 20 July 1,1974 10 FLORENTINO V. YATA 13 Lacaron 2,677 3,542 541 12 November 13,1936 8 RICKY F. PADASDAO 14 Lagumit 3,670 5,532 758 21 June 15,1969 11 HERMINIA C. MANTE 15 Lais 3,667 2,958 407 11 November 13,1936 5 LAWRENCE C. ANSA 16 Little Baguio 12,498 10,799 1,290 42 April 30,1970 11 MARCELINO D. SAN 17 Macol 5,685 3,062 423 15 November 10,1970 10 JAMES D. RILLO 18 Mana 4,890 5,400 837 10 1964 8 NORMAN M. MARIANO 19 Manuel Peralta 3,515 3,422 501 19 June 15,1968 17 DANILO S. ROSARIO 20 New Argao 1,987 1,628 229 5 June 15,1968 7 LEO Y. ANGLIONGTO 21 Pangaleon 3,515 3,679 536 17 July 12,1978 11 LIMUEL T. BACLAY 22 Pangian 4,375 5,151 780 19 June 15,1968 11 EUGENIO P. JUAN 23 Pinalpalan 3,857 7,062 984 25 November 7,1971 12 TOMAS D. ALCORDO, JR. 24 Poblacion 330 18,995 2,757 - November 17,1936 12 RICARDO J. PERALTA, SR. 25 Sangay 4,594 5,029 727 11 June 16,1968 18 ELVIRA L. GABALDON 26 Talogoy 3,374 3,911 580 14 December 15,1968 8 DOMINADOR B. ORALDE, JR. 27 Tical 4,760 2,127 327 12 November 10,1971 7 CHARITO F. GARCIA 28 Ticulon 2,560 4,286 593 18 November 17,1936 7 CLARITO D. BARO, SR. 29 Tingolo 2,650 2,487 345 6 June 15,1971 7 SEBASTIAN L. YAP 30 Tubalan 2,750 5,361 771 20 November 13,1936 15 VICTORINO C. FERNANDEZ

T O T A L 120,097 143,534 20,526 427 - 310 -‐


Major Industries: Support Industries: 1. Copra Production 1. Nursery Operation 2. Banana Exporting 2. Bangus Culture 3. Fishing Agricultural Production 3. Hollow Block Making 4. Coffee Production 4. Pottery Making (New Argao) 5. Mango Production 5. Banana Chips Processing (Lacaron) 6. Durian Production

Exporting Firm: Products Exported:

1. EDFARMCO Joint Venture 1. Banana 2. Durian

Fishing Grounds:

1. Fishponds/Fishing Grounds Fishcages/Fishponds Fishing

: 221.38 Has.

2. Annual Fish Production (Volume Catch-Average)

:

20.4 Metric Tons

3. Species Catch/Harvested (Fishponds/Fishpens) :

1. Bangus

2. Shrimp and Prawns

MAJOR TOURISM ATTRACTIONS

No. Tourist Spots/ Attractions Location CONDITION 1 SPAMAST Beach Resort Poblacion, Malita, Dvo. del Sur Functional

2 Terra Beach Resort New Argao, Malita, Dvo. del Sur Functional

3 Boy Blue's Hillside Resort Kilungag, Bolila, Malita, Dvo. del Sur Functional

4 Pakyaw, Beach Resort Fishing Village, Malita, Davao del Sur Functional

5 Sulaya, Beach Resort Fishing Village, Malita, Davao del Sur Functional

6 Malita Museo /Tourism Office Poblacion, Malita, Davao del Sur Functional

7 Malyab Mountain Resort L. Baguio, Malita, Davao del Sur Private

8 Palmas Oro Beach Resort Lacaron, Malita, Dvo. del Sur Non-Functional

9 LACAMPCO Beach Resort Lacaron, Malita, Dvo. del Sur Non-Functional

10 Bacolod Beach Resort Poblacion, Malita, Dvo. del Sur Non-Functional

11 Galleon Beach Resort Talucanga, Malita, Dvo. del Sur Non-Functional

12 Mamale Resort Sangay, Malita, Davao del Sur Non-Functional

13 Mosqueda Beach Resort Poblacion, Malita, Davao del Sur Non-Functional

14 Malita Beach Park Resort & Restaurant Fishing Village, Malita, Davao del Sur Non-Functional


POTENTIAL TOURISM AREAS Potential

TOURISM DEVELOPMENT Areas

Location

Main Attraction and Tourism Function

Distance from Town

Center

Status of

Development

1. TUBALAN COVE

Tubalan/ Buhangin

200 hectare Bay area for Recreation and Scientific Research

20 kms.

w/ very little development

2. KIPANAN FALLS

Little Baguio

10-tiered Waterfalls for Ecotourism & Recreation

40 kms.

Currently developed thru private initiative

3. KABLOLAN FALLS

Little Baguio

2 separate Waterfalls for Ecotourism/Adventure

46 kms.

Undeveloped

4. BALAKAYO FALLS Pangian for Waterfalls Recreation 20 kms. Undeveloped 5. DANAO LAGOON Pangaleon Mountaintop Lagoon for Ecotourism 22 kms. Undeveloped 6. INDALUGONG FALLS

Pangaleon

Waterfall & rapids for Ecotourism/Adventure

26 kms.

Undeveloped

7. KIPIYA CAVE

Tical/Sangay

Natural Architecture for Ecotourism/Adventure

18 kms.

Undeveloped

8. LAMPAGANG CAVE

Little Baguio

Natural Architecture for Ecotourism/Adventure

46 kms.

Undeveloped

9. KINANGAN FALLS Kinangan Adventure 23 kms. Undeveloped 10. DEMOLOC CAVES Demoloc Adventure 25 kms. Undeveloped 11. SANGAY FALLS Sangay Waterfalls for Recreation 14 kms. Undeveloped 12. BAGSAK RIDGE Lacaron Panoramic View 17 kms. Undeveloped 13. BANATE PASS Kidalapong Panoramic View 8 kms. Undeveloped 14. NEW ARGAO BEACH New Argao Dugong Viewing 5 kms. Undeveloped 15. MALYAB MOUNTAIN RESORT Little Baguio Summer Resort 44 kms. Privately developed


2. BUDGET PERFORMANCE AND FINANCIAL STATEMENTS

Income & Expenditures CY 2008-2010

Year Income Expenditures 2008 148,075,464.46 129,420,860.40 2009 166,392,596.85 139,168,453.94 2010 176,404,457.91 149,062,998.52

Figure._____

Resource Utilization Total Annual Income Vis-à-vis Annual Expenditures

CY 2008-2010 Year Income Expenditures Percentage (%) of

Expenditures 2008 148,075,464.76 129,420,860.40 87.40 2009 166,392,569.85 139,286,453.94 83.69 2010 176,404,457.91 149,062,998.52 84.50

Figure.____


Local Resource Vis-à-vis Internal Revenue Allotment & Grants CY 2003-2008

Year Internal Revenue Allotment

Local Income Grants

2008 138,236,226.58 6,428,737.92 215,000.00 2009 156,640,672.00 9,751,897.85 - 2010 166,103,913.00 10,300,544.91 506,000.00

Figure._____ Budget & Revenue Performance FY. 2008-2010

Year Amount of Revenue

2008 148,075,464.76 2009 166,392,569.85 2010 176,404,457.91

Figure____


PROVINCE OF DAVAO DEL SUR MUNICIPALITY OF MALITA

BALANCE SHEET GENERAL FUND

As of December 31,2010 (With Comparative Figures for CY 2009-2010)

ASSETS 2010 2009 CURRENT ASSETS

CASH Cash on Hand

Cash-Disbursing Officer 9,795,739.44 5,194,819.44 Cash in Banks-Local Currency

Cash in Bank-Local Currency, Current Account 7,294,018.79 12,714,470.23 Cash in Bank-Local Currency, Time Deposits 4,787,883.10 4,787,883.10

Total Cash 21,877,641.33 22,697,172.77 RECEIVABLES

Receivable Accounts Accounts Receivable 5,517.76 5,517.76 Loans Receivable-Others 1,079,601.97 1,084,801.97 Real Property Tax Receivable 9,254,710.68 10,767,170.98

Intra-Agency Receivables Due from Other Funds - 152,760.71

Other Receivables Receivables-Disallowances/Charges 20,937.31 12,537.31 Advances to Officers and Employees 892,865.41 935,273.77 Other Receivables 30,403.00 30,403.00

Total Receivables 11,284,036.13 12,988,465.50 PREPAYMENTS

Other Prepaid Expenses 32,920.92 - Total Prepayments 32,920.92 -

TOTAL CURRENT ASSETS 33,194,598.38 35,685,638.27 INVESTMENTS

Other Investments & Marketable Securities 5,438,896.50 5,438,896.50 TOTAL INVESTMENTS 5,438,896.50 5,438,896.50

PROPERTY, PLANT AND EQUIPMENT (Net of Depreciation)

LAND AND LAND IMPROVEMENTS Land 12,221,778.46 10,678,871.48 Land Improvements 13,866,192.89 36,416,110.30 Total Land and Land Improvements 26,087,971.35 47,094,981.78

BUILDINGS Office Buildings 64,201,101.60 54,140,076.92 School Buildings 2,677,292.15 1,794,874.54 Hospitals and Health Centers 3,733,599.91 1,915,392.50 Market and Slaughterhouses 695,570.87 577,029.29 Other Structures 8,113,302.32 30,805,989.01 Total Buildings 79,420,866.85 89,233,362.26



BALANCE SHEET General Fund


ASSETS 2010 2009

OFFICE EQUIPMENT, FURNITURE AND FIXTURES Office Equipment 1,850,206.27 1,459,045.52 Furniture and Fixture 3,958,573.78 3,752,111.22 IT Equipment and Software 2,092,839.04 1,771,303.50 Library Books 364,442.90 264,582.90 Total Office Equipment, Furniture and Fixture 8,266,061.99 7,247,043.14

MACHINERIES AND EQUIPMENT Machineries 1,800,000.00 - Communication Equipment 2,185,983.20 1,802,713.12 Construction and Heavy Equipment 87,271,136.63 87,271,136.63 Hospital Equipment 1,194.13 1,194.13 Military and Police Equipment 146,540.00 174,556.00 Sports Equipment 593,400.00 - Technical and Scientific Equipment 905,896.30 905,896.30 Other Machineries and Equipment 569,208.07 270,400.50 Total Machineries and Equipment 93,473,358.33 90,425,896.68

TRANSPORTATION EQUIPMENT Motor Vehicles 16,153,489.60 10,140,896.18 Watercrafts 572,512.14 385,862.50 Total Transportation Equipment 16,726,001.74 10,526,758.68

OTHER PROPERTY, PLANT AND EQUIPMENT Other Property, Plant and Equipment 4,302,424.34 3,483,852.25 Total Property, Plant and Equipment 4,302,424.34 3,483,852.25

TOTAL PROPERTY, PLAN AND EQUIPMENT 228,276,684.60 248,011,894.79 OTHER ASSETS:

Breeding Stocks 80,000.00 80,000.00 Total Other Assets 80,000.00 80,000.00

TOTAL ASSETS 260,990,179.48 289,216,429.56 LIABILITIES

CURRENT LIABILITIES Payable Accounts

Accounts Payable 6,115,868.76 8,801,385.03 Due to Officers and Employees 71,695.03 76,063.07

Inter-Agency Payables Due to BIR 964,587.78 870,310.36 Due to GSIS 172,231.65 107,680.93 Due to PAG-IBIG 29,008.76 21,827.86 Due to PHILHEALTH 13,212.50 5,450.00 Due to NGAs 1,893,166.30 1,870,864.30 Due to LGUs 967,443.42 499,714.67



BALANCE SHEET General Fund


LIABILITIES 2010 2009

Intra-agency Payables Due to Other Funds 250,534.36 5,796,737.01

Other Liability Accounts Other Payables 60,355.33 55,533.25

Total Current Liabilities 10,538,103.89 18,105,566.48 LONG-TERM LIABILITIES

Mortgage/Bonds/Loans Payable Loans Payable-Domestic 22,172,049.39 26,549,667.38 Other Long-Term Liabilities 50,274,014.64 60,680,614.64

Total Long-Term Liabilities 72,446,084.03 87,230,282.02 TOTAL LIABILITIES 82,984,167.92 105,335,848.50

DEFERRED CREDITS Deferred Real Property Tax Income 9,254,710.68 10,767,170.98 Total Deferred Credits 9,254,710.68 10,767,170.98

EQUITY Government Equity-Beg. 173,133,410.08 146,259,432.32 Add: Assets transferred from Trust Fund 45,643,385.80 Add: Retained Operating Surplus

Current Operations 27,341,459.39 28,919,153.71 Prior Year's Adjustments (759,872.69) (143,858.13)

Less: Transfer to Registry Public Infrastructure 70,587,081.70 1,921,367.82

Government Equity-End 174,751,300.88 173,113,410.08 TOTAL LIABILITIES AND EQUITY 266,990,179.48 289,216,429.56


Republic of the Philippines PROVINCE OF DAVAO DEL SUR

MUNICIPALITY OF MALITA

STATEMENT OF INCOME AND EXPENSES For the period ended December 31,2010

GENERAL FUND

INCOME: Real Property Tax 881,592.04 Less: RPT Discount 49,423.07 832,168.97 Fines and Penalties - Local Taxes 106,508.09 Amusement Tax 34,675.13 Business Tax 2,622,323.57 Community Tax 965,401.55 Occupation Tax 147,935.00 Property Transfer Tax 13,055.00 3,889,898.34 Fees on Weights and Measure's 40,138.50 Franchising and Licensing Fees 8,970.00 Permit Fees 581,850.14 Registration Fees 534,725.00 Other Permits and Licenses 22,561.00 1,188,244.64 Clearance and Certification Fees 415,354.00 Garbage Fees 78,995.00 Inspection Fees 128,446.00 Medical, Dental and Laboratory Fees 170,010.00 Seminar Fees 23,000.00 Toll and Terminal Fees 533,590.00 Other Service Income 374,172.36 1,723,567.36 Income from Cemetery Operations 43,420.00 Income from Markets 1,828,550.28 Income from Slaughterhouses 326,697.15 Rent Income 257,937.52 Sales Revenue 20,805.00 Other Business Income 49,405.00 Fines and Penalties - Business Income 26,116.91 2,552,931.86 Interest Income 61,184.74 Internal Revenue Allotment 166,103,913.00 Miscellaneous Income 2,649.00 Other Fines and Penalties 49,900.00 166,217,646.74

Total Income 176,404,457.91 Less: Expenses

Salaries and Wages - Regular 31,756,384.18 Personnel Economic Relief Allowance (PERA) 4,820,000.00 Representation Allowance (RA) 1,496,040.00 Transportation Allowance (TA) 1,428,000.00 Clothing/Uniform Allowance 808,000.00 Subsistence, Laundry and Quarter Allowance 696,050.00





GENERAL FUND

Productivity Incentive Allowance 378,000.00 Hazard Pay 1,547,130.44 Overtime and Night Pay 279,589.53 Cash Gift 1,016,750.00 Year End Bonus 2,719,160.85 Life and Retirement Insurance Contributions 3,806,789.01 PAG-IBIG Contributions 632,315.30 PHILHEALTH Contributions 379,512.50 ECC Contributions 216,890.01 Terminal Leave Benefits 1,093,013.14 Health Workers Benefits 50,000.00 Other Personnel Benefits 3,170,393.03 56,249,017.99 Traveling Expenses - Local 1,548,802.23 Training Expenses 1,055,845.00 Office Supplies Expenses 4,618,152.07 Accountable Forms Expenses 264,370.00 Food Supplies Expenses 3,498,790.50 Drugs and Medicines Expenses 2,353,948.95 Medical, Dental and Laboratory Supplies Expenses 1,495,109.72 Gasoline, Oil and Lubricants Expenses 6,739,443.50 Agricultural Supplies Expenses 3,763,329.00 Other Supplies Expenses 2,497,075.32 Water Expenses 642,856.20 Electricity Expenses 2,980,235.80 Telephone Expenses - Landline 9,661.92 Telephone Expenses - Mobile 946,195.10 Internet Expenses 107,021.47 Membership Dues and Contributions to Organizations 278,004.00 Representation Expenses 2,909,621.00 Subscriptions Expenses 53,886.00 Legal Services 100,000.00 Auditing Services 293,166.46 General Services 23,246,825.97 Other Professional Services 3,049,108.61 Repairs and Maintenance - Office Buildings 296,741.45 Repairs and Maintenance - Office Equipment 231,580.00 Repairs and Maintenance - IT Equipment and Software 625,915.00 Repairs and Maintenance - Motor Vehicles 5,558,230.12 Repairs and Maintenance - Other Public Infrastructures 7,140,470.75 Fidelity Bond Premiums 45,300.00 Insurance Expenses 1,283,027.25 Depreciation - Land Improvements 13,428.00





GENERAL FUND

Depreciation - Office Buildings 157,743.47 Depreciation - Hospital and Health Centers 8,970.03 Depreciation - Other Structures 354,821.06 Depreciation - Other Equipment 316,110.25 Depreciation - Furniture and Fixtures 23,710.44 Depreciation - IT Equipment 428,292.46 Depreciation - Communication Equipment 90,119.92 Depreciation - Motor Vehicles 598,129.47 Depreciation - Watercrafts 10,653.75 Depreciation - Other Property, Plant and Equipment 141,113.41 Other Maintenance and Operating Expenses 5,202,515.92 84,836,321.57

Total Expenses 141,130,339.56 OPERATING INCOME 35,274,118.35 Less: Financial Cost

Interest Expenses 7,380,288.45 Other Financial Charges 46,370.51 7,426,658.96

INCOME BEFORE SUBSIDIES AND EXTRAORDINARY ITEMS 27,847,459.39

Less: Subsidy to Subsidy to Local Government Units 30,000.00 Subsidy to Other Funds 476,000.00 Total 506,000.00 506,000.00

NET INCOME 27,341,459.39


6. PICTORIALS

Ocean Month Celebration Program – May, 2010

Documents

Annual Accomplishment Report - Malita, Davao Occidental · Report 2010 Annual Accomplishment Report and State of Local Governance Performance (SLGPR) of the MUNICIPALITY OF MALITA