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EXECUTIVE SUMMARY ......................................................................................................................... 1
What is the ELA? ....................................................................................................................................... 1
How does ELA relate to other plans? ........................................................................................................ 1
How was the ELA prepared? ..................................................................................................................... 1
A new vision for Canaman ........................................................................................................................ 1
Priority/Focus Areas .................................................................................................................................. 2
What are the Strategies to Achieve the PPAs? .......................................................................................... 2
How will ELA be implemented? ................................................................................................................. 2
MESSAGE FROM THE LCE ..................................................................................................................... 3
MESSAGE FROM THE VICE-MAYOR ...................................................................................................... 4
SB RESOLUTION ADOPTING THE ELA .................................................................................................... 5
LGU VISION AND MISSION................................................................................................................... 6
Vision ........................................................................................................................................................ 6
Mission ...................................................................................................................................................... 6
BRIEF PROFILE OF THE LGU .................................................................................................................. 7
Location and Total Land Area ................................................................................................................... 7
Topography ............................................................................................................................................... 7
Climate ...................................................................................................................................................... 9
Population and Demographic Profile ...................................................................................................... 10
Economic ................................................................................................................................................. 11
DEVELOPMENT GOALS AND OBJECTIVES............................................................................................ 13
Social Sector: ........................................................................................................................................... 13
Economic Sector: ..................................................................................................................................... 13
Infrastructure and Physical Development Sector: ................................................................................... 14
Environmental Sector: ............................................................................................................................. 14
Institutional Sector: ................................................................................................................................. 15
Cross-sectoral Concerns: ......................................................................................................................... 15
2017-2019 Focus Areas: .......................................................................................................................... 16
PRIORITY HUMAN RESOURCE/CAPACITY DEVELOPMENT NEEDS & INTERVENTIONS ........................... 24
PRIORITY LEGISLATIVE MEASURES ..................................................................................................... 27
RESOURCE MOBILIZATION STRATEGIES ............................................................................................. 31
Projected Fiscal Requirements Of The ELA Vis-À-Vis Projected Revenues ............................................... 31
Strategies For Resource Mobilization & Revenue Generation ................................................................. 32
PLAN IMPLEMENTATION, MONITORING & EVALUATION .................................................................... 33
Implementation ...................................................................................................................................... 33
Monitoring and Evaluation ..................................................................................................................... 34
APPENDICES ..................................................................................................................................... 35
Appendix 1 – Attendance & Pictures of the Workshop ............................................................................ 36
Appendix 2 – Documentation of Workshop Outputs ............................................................................... 39
~ 1 ~
EXECUTIVE SUMMARY
What is the ELA?
The Executive and Legislative Agenda (ELA) is a short term, three year plan for the Municipal Government
of Canaman. It combines the priority programs, projects, activities, policies and implementing
mechanisms (the Executive Agenda) with the Legislative Agenda which outlines the legislative
requirements to be progressed by the Sanggunian Bayan to complement the executive agenda.
How does ELA relate to other plans?
ELA is a short-term action-oriented plan that outlines what the municipality will do in the next three years
to achieve the goals of its vision and longer term plans. This means the ELA should be informed by the
vision/mission, Comprehensive Land Use Plan (CLUP) and Comprehensive Development Plan (CDP), and
influence the Local Development Investment Program, Annual Investment Plan and ultimately budget
and resource allocations.
The ELA identifies priorities for action that complement, but are additional to existing programs and core
services. This means that ELA does not seek to duplicate regular services and program, but instead
strengthen municipal activities in those areas considered most important for the next three years.
Moreover, the ELA workshop was a follow-through to the three-day Comprehensive Development Plan
workshop and was focused on identifying strategies and support mechanisms that will facilitate the
realization of the identified PPAs.
How was the ELA prepared?
The overall direction and detail of the ELA was
established at a one-day workshop attended by all
elected officials and department heads. The ELA was
guided by the outputs of the three-day Comprehensive
Development Plan Workshop participated by not just
LGU officials and employees but by representatives of
civil society organizations as well. In effect, the priority areas for 2017-2019 identified in the CDP
workshop were adopted as the ELA’s priority sectoral development programs and projects.
All the ELA workshop participants were given the opportunity to express their ideas and suggestions on
all the focus areas and on all workshop activities.
A new vision for Canaman
The CDP and ELA workshops provided the opportunity to revisit, refine and adopt a new vision and
mission for Canaman. The new vision is acknowledged as a condensed version of the 2013-2023 CLUP
vision but it still contains the same elements and can therefore be declared as technically the same. The
enhanced vision is listed below:
~ 2 ~
VISION : The CITADEL OF BICOL CULTURE, God-loving, excellent in service, and a
brilliant blend of development in a resilient environment
Given the nature of the new vision, the body adopted the previous missions identified in the 2013-2023
CLUP.
Priority/Focus Areas
The 2017-2019 ELA fully supports the 2017-2019 identified
PPAs identified in the Comprehensive Development planning
workshop of Canaman participated by LGU officials,
employees and civil society organizations. The priority areas
for 2017-2019 are the following:
Housing:
Objective: To improve the safety of the people
from disasters, especially typhoons, through
provision of housing program and tenurial
security.
Tourism:
Objectives: To provide facilities and capabilities
to harness the tourism potentials of the area,
provide income generating activities and
contribute to the improvement of the local
economy.
Education
Objectives: To provide a system where the
youth will have more opportunities to advance
in education through scholarships, alternative
learning systems and accessible public
elementary and secondary services.
Land Banking:
Objectives: To acquire lands as sites for various
priority PPAs identified in the CY 2017-2019 CDP
including but not limited to housing, terminal,
cemetery, public buildings,
Parks and Recreation:
Objectives: To establish a system and provide
start-up PPAs to have available, accessible and
adequate parks and recreation spaces for the
people of Canaman.
Solid Waste Management:
Objectives: To provide support to the existing
systems and structures through
provision/enhancement of facilities and
knowledge.
Disaster Risk Reduction/Environment:
Objectives: To provide PPAs to lessen the
vulnerability of Canaman to disasters through a
blend of soft and hard projects with both short
term and long term benefits.
Livelihood:
Objectives: To enhance self-sufficiency of
constituents through a blend of support to a
wide variety of livelihood programs to benefit
the out of school youth, women, person with
disabilities, unskilled laborers, skilled laborers
and all other disadvantaged sectors.
~ 2 ~
Health and Nutrition:
Objectives: To have healthy communities and a
high quality of life in all barangays through
improved access to a blend of basic curative and
preventive health services.
Parent Effectiveness:
Objectives: To conduct parents’ class, counseling
and other activities that will help parents build
strong foundation for their children to prosper
in life.
IT Operation/Computerization:
Objectives: To enhance service delivery through
development/installation/updating of office
computer systems and through capability
building of personnel.
Infrastructure Support:
Objectives: To provide infrastructures that
would facilitate inclusive local economic
development, promote human development
and enhance public safety.
Institutional Capability Building:
Objectives: To spell out the overall requirements
and strategies to improve the capabilities of the
entire organization and its partner CSOs achieve
the goals of various plans.
What are the Strategies to Achieve the PPAs?
The ELA process was also designed to produce the priority strategies that will help realize the priority
PPAs.
Capacity/capability to implement is crucial in achieving the
goals and objectives hence priority human resource/capacity
development interventions were discussed. Some of the
identified strategies include trainings, seminars, awards and
incentives, team building, partnership and linkaging.
Necessary legislative actions to achieve the PPAs were likewise
identified. This includes resolutions, ordinances, oversight
committee and collaborative undertakings between the
executive and the legislative bodies.
Financing the ELA is always a crucial challenge especially to
small LGUs like Canaman. This ELA likewise listed resource
mobilization strategies to help realize the identified PPAs. The
strategies include efforts to increase local revenue generation,
fund-sourcing and partnership with NGAs and NGOs.
How will ELA be implemented?
Goals, objectives and priority projects and activities (PPAs) have been identified for each focus area. The
ELA Report explains each PPA and contains indicative costing, implementation schedule and responsibility
center.
~ 2 ~
The Local Chief Executive and the Office for the Mayor have primary responsibility for the
implementation of the Executive Agenda while the Sanggunian Bayan is primary responsible for
overseeing the implementation of the Legislative Agenda. However, it can be emphasized that close
coordination and good relationship between the two is vital in the achievement of the identified goals
and objectives for this term. Moreover, the ELA participants included regular monitoring and evaluation
as a tool in the implementation of this plan.
~ 3 ~
MESSAGE FROM THE LCE
Message
It is my distinct honor to present this Executive-Legislative Agenda (ELA) of the
Municipality of Canaman for CY 2017-2019.
Allow me first to express my heartfelt gratitude to all the stakeholders who
devoted their time and efforts to actively participate in the series of workshops and
come-up with the herein-contained priority thrusts for the next three years. This includes
our Sangguniang Bayan Members, the local government employees and heads of offices,
representatives of National Government Agencies in Canaman and most especially the
civil society organizations’ representatives.
The priority programs/projects/activities embodied in this document are geared
towards the upliftment of the living condition and the over-all progress of the people of
Canaman amidst the growing challenges, including disasters and climate-change.
Through the strong partnership of the legislative and executive branches, the
committed effort of the various offices, the close partnership with all stakeholders and
the cooperation of all constituents, let us all work together towards the realization of
this Executive–Legislative Agenda and towards the achievement of our vision!
HENRY P. RAGODON
Municipal Mayor
~ 4 ~
MESSAGE FROM THE VICE-MAYOR
Message
Government exists for the main purpose of uplifting, as much as possible, the
living conditions of its constituency, especially those who are
underprivileged/disadvantage. Toward this end, our local Government Unit (LGU) of
Canaman, both the executive and the Legislative Branches, with participation of our civil
society organizations and other sectors, formulated this Executive-Legislative Agenda
(ELA) for the three-year term (2017-2019) of this local administration.
The ELA will be our roadmap to guide us in our day-to-day journey towards the
promotion of the general welfare of our townspeople and the over-all progress of our
municipality. Being the cornerstone of our development efforts, the ELA will be the basis
of programs, projects, activities and other interventions to address development needs
we have identified or may identify as we go along. We, in the Legislative Branch assure
our Local Chief Executive, Honorable Mayor Henry P. Ragodon, and all the office Heads of
the Executive Department, of the Sangguniang Bayan’s continuous support and
cooperation in the achievement of our development goals and the realization of our
LGU’s Vision and Mission.
In behalf of the Sanggunian Bayan, we would like to express our gratitude to each
participant from the Executive and Legislative Departments of the LGU, the DILG, the Civil
Society Organizations, and other sectors in the formulation of this ELA.
ROBERTO S. REQUEJO
Municipal Vice-Mayor
~ 5 ~
SB RESOLUTION ADOPTING THE ELA
~ 6 ~
LGU VISION AND MISSION
Vision
The Citadel of Bicol Culture, God-loving, excellent in
service, and a brilliant blend of development in a
resilient environment.
Mission
With the blessings of the Almighty and driven by leaders and employees known for being
upright and disciplined servants of the people, the Local Government of Canaman will provide
a brilliant blend of services and supports that promote:
Maorop asin sararo na komunidad.
We will provide our people with necessary skills to progress in life, to enable them to blend hard
work with care for themselves, family and community.
Maogmang familia sa gabos na barangay.
The municipality will drive integrated development in all barangays, blending social, economic
and environmental development to ensure all households enjoy a decent quality of life.
Paghahanda sa kalamidad.
We will blend short term actions with long term planning, while doing all we can to mitigate
known risks and hazards to ensure our people, buildings and infrastructure are resilient to
disasters in a changing climate.
Magayon na kapalibotan.
We will work hard to provide a blended and balanced approach to managing our environment,
which provides us with precious natural resources, supports the health of our people, protect us in
disasters and is the basis of our agriculture, fisheries and tourism industries.
Toltol asin matibay na lideres.
We will practice transparency and participatory governance, blending strong leadership with a
listening ear that responds to community concerns.
Maogmang taga-Canaman.
These elements will brilliantly blend so that taga-Canaman will continue to enjoy a desirable
lifestyle in the citadel of Bikol culture.
~ 7 ~
BRIEF PROFILE OF THE LGU
Location and Total Land Area
Canaman has a total land area of 4,327 hectares and is centrally located in
the province of Camarines Sur, about 380 kilometers south of Manila,
about five (5) kilometers northwest of Naga City and 100 kilometers
north of Legazpi City, Albay.
The area is between 13°36’25” and 13°40’00” East longitude and
123°04’01 and 123°12’30” North latitude. It is bounded on the
North by the Municipality of Magarao and on the South by the
Municipalities of Camaligan and Gainza. The Eastern portion is
bounded by the City of Naga and to the Western side by the
Municipalities of Libmanan and Pamplona the Bicol River serving
as a natural boundary.
Topography
The municipality is topographically situated on the estuarine floodplain along the low lying areas
on the northern and western sides of the bank of the Bicol River.
Canaman is relatively flat with 96% of its land area having a slope of 0-3%. The remaining portion
has a slope of 3.10% to 5% and these are located is in the eastern part of the municipality going
up to Mount Isarog.
Location of Canaman within the Bicol River Basin Google Earth Image of Canaman and its Environs
The low elevation and its location expose Canaman to some risks such as flooding, sea level rise
and even tsunami.
Flood risk. The occurrence of flooding is regularly related to and follows a typhoon storm event.
In addition, low lying areas along the Bicol River experience flooding associated with cyclic tidal
influence and torrential rains. Flooding most commonly occurs within barangays San Nicolas, San
Juan, Iquin, Palo, portions of Mangayawan and San Francisco which are surrounded by or along
the Bicol River. These areas are mostly located in the coastal barangays, although flooding usually
extends inland in localized depressions. At the same time, there are also portions of the
municipality that experience localized flooding, not necessarily because of proximity to a river or
low elevation, but because of inadequate/poorly maintained drainage, and location downstream
of other subdivisions. Haring is one such location where this is true.
~ 8 ~
Sea level rise risk. In order to make preliminary assessment of sea level risks in Canaman, sea
level rise scenarios have been taken from firetree.net. The mapping is based on current
elevations (using information from Google maps and NASA) to project the possible spatial extent
of sea-level rise. Areas likely to be impacted by a sea level rise of a given height are shaded blue
in the mapping. It was observed that the sea-level rise models of firetree.net closely resemble the
5-year, 25-year and 100-year rain return flood maps provided by the DOST-UP. Below is the 2m
sea-level rise model from firetree.net, it shows that approximately 70% of the municipality is
within or below sea-level. Moreover, it appears that most of the settlements are affected
especially in the island where barangays San Juan, San Nicolas & Palo are located.
25-Year Return Flood Hazard map of Canaman ptovided by DOST-UP
as part of the LIDAR-DREAM Project Inundation at two-meters (2m) of sea level rise, LGU
Canaman and surrounds, June 2013 (source: http://flood.firetree.net)
Tsunami risk. The low-lying nature of Canaman within the Bicol River delta and the way in which
water can easily funnel through the delta from San Miguel Bay means that a tsunami triggered by
an off-shore earthquake may significantly impact barangays of Canaman, especially at the
barangay Palo. Below is a Tsunami Hazard map, developed by the Philippine Institute of
Volcanology and Seismology and the Philippine Department of Science and Technology in 2007
assuming a tsunami is triggered by an 8.1 magnitude earthquake along the Philippine trench and
a wave height at the coastline of 3m
CANAMAN
~ 9 ~
Climate
The municipality of Canaman belongs to the fourth type of climate, where rainfall is more or less
evenly distributed throughout the year. Rainfall is of Type B (humid) where rain is well or less
evenly distributed throughout the year with at most three dry months.
This type of climate and rainfall depend on the annual coming and going of three great air
masses: The Southwest Monsoon, the Northeast Monsoon and the Northeast Trade. The
Southeast Monsoon, most humid by far of these air streams, enters the Southwest portion of the
archipelago and usually reaches Canaman about mid-June. It brings less rain in Canaman unlike
the Northeast Monsoon which gives heavy downpour to Canaman from October to February.
Driest and warmest of the air streams, the Northeast Trade starts in the Northwest from
November to February (along with the Northeast Monsoon), then gradually swings to the
Southeast by March and April and in May join the Southeast Monsoon when the latter returns
from below the equator it begun its annual trek within April or May.
2011 PAGASA projections under medium-range emission scenario, contained in the report
Climate Change in the Philippines regarding likely changes to temperature, rainfall and the
frequency of extreme weather events for all provinces in the Philippines demonstrated the
following possible trends for Canaman:
o An overall warmer climate, especially during March-April-May, the traditional dry season
(average of 30.4 degree Celsius in 2050) and June-July August (average of 31.3 degree
Celsius in 2050);
o More rainfall overall, but with less rain during March-April-May, (average decrease of
40.1mm by 2050) and more rain during June-July-August (average increase of 26mm by
2050); months of September to November is still projected to have the most rains (from
average of 1,029.4mm to 1,037.1mm by 2050.
o Of particular concern within these projections are the projected changes to the
traditional dry season (i.e. March, April, May) in the form of warmer temperatures and
decreased rainfall
Seasonal temperature increase and rainfall change in Bicol (source: PAGASA 2011 Report, Climate Change in the Philippines)
~ 10 ~
o The projected changes to temperatures and rainfall are greater in Camarines Sur
compared with other provinces in the Philippines, showing that the province is expected
to experience greater climatic changes than other parts of the Philippines, making us
more vulnerable to climate change impacts
Change in Temperature per Province, comparing existing PAGASA records (1979-2006)
with PAGASA projected temperatures (source: PAGASA 2011 Report, Climate Change in the Philippines).
Population and Demographic Profile
Canaman has registered continuous increase in population albeit at fluctuating growth rate. From
3,710 inhabitants in 1918, Canaman has grown into a community of around 35,000 people in
2015.
Based on the 2007-2015 growth rate of 1.0037%, Canaman’s population will breach the 40,000
mark by year 2025.
Per October 2015 Census by the Philippine Statistics Authority, Canaman has a total population
of 34,210; a total of 16,761 or 49% female and the remaining 51% or 17,449 are male
Historical Growth of Population
Canaman, Camarines Sur, 1918-2015
3,710 5,592
9,032 8,988
12,422 14,522
15,787
20,298
22,732
27,719
31,583 32,390 34,210
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
1918 1939 1948 1960 1970 1975 1980 1990 1995 2000 2007 2010 2015
~ 11 ~
59% or 20,276 of the population live in the 9 urban barangays and 13,934 or 41% are located in
the 15 rural barangays.
Overall population density in Canaman is 8 persons per hectare. However, urban area density is
26 persons per hectare while rural area density is 4 persons per hectare.
The top barangays with highest population density is San Agustin (62 persons per hectare) and
Pangpang (61 persons per hectare). The barangays with lowest population density is San Juan (1
person with hectare) and San Nicolas (2 persons per hectare)
A total of 5,297 belongs to elementary school age population (6-12 years old); 2,555 of which are
female and 2,742 are male
A total of 2,893 belongs to secondary school age population (13-16 years old); 1,404 of which are
female and 1,489 are male
Young dependents (0-14 years old): 11,580 persons (5,542 female; 6,038 male) or 33.8% of the
total population
Old dependents (65 years old and above): 1,793 persons (1,040 female; 753 male) or 5.2% of the
total population
Overall dependency ratio in Canaman is 64.2%, meaning there are 65 dependents (57 young and
8 old) for every 100 population. (Overall dependency ratio = (young dependents + old
dependents) / working age population)
There are 11,851 members of the labor force (4,050 female; 7,801 female) representing 34.6% of
the total population
Canaman is still predominantly Catholic. CY 2009 CBMS results showed 96% of the residents are
Roman Catholics. The religion of the remaining 4% are Protestants, Iglesia ni Cristo, Aglipay, and
other Christian groups.
Economic
Major economic activities in the municipality are agriculture, retail trade and services.
The 2014 CBMS Survey showed that the main source of income of the 79% of the total
households are from the secondary and tertiary sectors and only 21% are into the primary sector.
This makes the level of urbanization of Canaman at 79%
Structure of the Economy
~ 12 ~
The 2014 CBMS Survey results showed that 36.5% of the households in Canaman have income
below poverty threshold.
Poverty Incidence per Barangay
~ 13 ~
DEVELOPMENT GOALS AND OBJECTIVES
Social Sector:
Goals:
All taga-Canaman are self-sufficient and able to achieve their desired
quality of life through improved livelihood opportunities, peace and
order, public safety, housing, education, health and other support
services
Objectives:
1. To improve access to, and quality of all forms of education from
barangay day care right through to college, towards the goal of
one college graduate per household.
2. Improved nutrition outcomes through joined up agriculture-
social welfare-health programs.
3. Improved primary health outcomes through enhanced curative
and preventative services at barangay and municipality levels.
4. Safe and secure housing for those living in informal
settlements, hazardous locations and/or in makeshift housing.
5. Infrastructure and service delivery that support peace and
order, recreation, Bicol culture and quality of life.
6. To improve safety and security of the people and communities 7. Increased and diversified household incomes through skills
trainings, household/agri-based livelihood, access to capital
and marketing support.
8. Support well-planned urban development that houses a growing population.
Economic Sector:
Goals:
A strong and distinctly ‘Canaman’ local economy characterized by
sustainable agriculture, expanding industries and businesses, creative
use of nipa and other natural resources and growing tourism sector.
Objectives:
1. To ensure the long term future of agriculture and fisheries in
Canaman through demonstration of organic and integrated
farming approaches, targeted infrastructure support and sound
environmental management.
2. Increased agricultural and commercial investment through
increasing access to finance, along with necessary trainings on
financial management.
3. To increase the capacity of all taga-Canaman to generate
income through education, trainings and skill development.
~ 14 ~
4. To promote alternative livelihoods, such as Bicol River tourism, local vegetable production, and
value-adding to native products.
5. To provide infrastructure that supports economic activities.
Infrastructure and Physical Development Sector:
Goals:
The provision of vital infrastructure is integrated with all other areas of
service delivery, so that it brings multiple benefits to taga-Canaman.
Objectives:
1. Infrastructure provision is integrated with long term planning,
and itself is planned, to espouse multiple benefits and ensure
optimization of public investment.
2. To provide infrastructures whose needs are well documented,
such as but not limited to:
- Roads
- Bridges
- Drainage and Flood Control
- Public Cemetery
- Recreational Areas
- Irrigation systems
- Evacuation center, multi-purpose buildings, school buildings
and other public buildings
- Transport terminal in the poblacion
- Water augmentation to rural barangays
- Materials Recovery Facilities in all barangays.
3. Support well-planned urban development that houses a growing
population
4. To maintain infrastructures in a planned, funded and coordinated manner
Environmental Sector:
Goals:
Ecological protection, along with sustainable economic development,
climate change adaptation and disaster resilience are achieved through
careful management of our environment and natural resources.
Objectives:
1. To achieve effective solid waste management in the interests of
human health and environmental quality.
2. To improve the quality of all waterways to deliver better
environmental (water quality, biodiversity, erosion control),
public health and livelihood benefits.
3. To reduce the vulnerability of our people, buildings and
infrastructure to disasters through
~ 15 ~
- mitigating known risks and hazards
- careful management of land use and the environment
- developing everyone’s capacity – from individual person, to households, communities, to
barangays, the municipality and other stakeholders, to plan, prevent, prepare and respond to
disasters.
4. To develop the capacity of all sectors to adapt to a changing climate, characterized by drier dry
seasons, wetter wet seasons, increased flood hazard and rising sea levels.
Institutional Sector:
Goals:
To have a transparent, participatory, competent and accountable
governance that responds to community concerns and provides
excellent service to all clienteles
Objectives:
1. To have a competent and service-oriented officials and
employees that inspires our people;
2. To have a well-equipped and technology-aided offices and
services;
3. To institutionalize a system that value every citizen’s
comments, suggestions, and needs, including those with special
needs such as the differently-abled, pregnant women, and
senior citizens;
4. To have a functional performance management system and a
strong adherence to meritocracy in public service;
5. To ensure compliance to service standards resulting to timely
and necessary provision of excellent services to all clienteles
6. To institutionalize participatory governance
Cross-sectoral Concerns:
Per guidelines from the DILG, LGU plans are categorized into five traditional planning sectors, namely:
economic, social, environment, institutional and infrastructure/physical sector. However, during the
2017-2019 Comprehensive Development Plan (CDP) Workshop of Canaman held on September 28-30,
2016, the problems and solutions usually cut across a number of sectors. For example, housing program
can address several sectoral concerns such as economic, social, infrastructure and even environment.
Likewise, livelihood programs are response to both economic and social sectoral concern. The same goes
with the other PPAs.
It is inevitable, therefore, that certain strategies will not be confined to one sector alone, but instead will
cover several sectors. Unwittingly, this cross-sectoral nature provide for a more effective and efficient
approach that espouses savings (time, money, resources, personnel), coordination and complementation
between and among offices as one program can address various issues affecting several sectors. This
prompted the municipality to structure the 2017-2019 ELA around focus areas which were identified
during the CDP workshop as representing the most important areas for action between 2017 and 2019.
~ 16 ~
2017-2019 Focus Areas:
An underpinning principle for the ELA process was to focus on areas of greatest need, where real
progress can be made over the next three years, rather than trying to ‘do it all’. This is aimed at providing
strategic direction, commonality of purpose, convergence of resources and complementary actions of all
stakeholders.
Moreover, the identified focus areas do not just cut across
sectors but are also complementary wherein one focus area
has an impact or contributory effect to one or more focus
areas. As an example, DRR is a focus area that have impact
on housing, land banking and livelihood. Similarly, livelihood
have an effect on health, nutrition and even housing as more
income means more capability to have security of tenure and
better housing.
Moreover, another core principle is mainstreaming disaster risk reduction and climate change adaptation
wherein every PPA will take into consideration climate change adaptive and disaster resilient elements.
This will be more evident in the detailed design of every PPA under each focus area.
Below are the identified focus areas and its relationship with the traditional planning sectors:
Focus Area
Traditional Planning Sectors (source: ELA Preparation Manual)
Economic
Devt.t
Social
Services
Environmen-
tal Mgt. Institutional
Infra-
structure
1. Housing ✔ ✔ ✔
✔
2. Tourism ✔
✔
✔
3. Education ✔ ✔
✔
4. Land Banking ✔ ✔
✔ ✔
5. Parks and Recreation ✔ ✔ ✔
✔
6. Solid Waste Management ✔ ✔ ✔ ✔
7. Disaster Risk Reduction ✔ ✔ ✔
✔
8. Livelihood ✔ ✔ ✔
9. Health and Nutrition ✔ ✔
10. Parent Effectiveness ✔ ✔
11. IT Operation/Computerization ✔ ✔ ✔ ✔
12. Institutional Capability Building ✔ ✔
✔
13. Infrastructure Support ✔ ✔ ✔ ✔ ✔
~ 17 ~
The focus areas are briefly described below:
Housing:
Based on the CBMS data, only 43% of the households in
Canaman are living in houses that are made of strong
materials. The remaining 57% of the total households are
living in shelters that are made of mixed strong and light
materials, made of entirely light materials or made of
makeshift materials. Moreover, there are informal settlers
living in highly hazardous flood-prone land beside the
municipality’s rivers, creeks and drains.
The target of this focus area is to improve the safety of the people from disasters, especially typhoons,
through provision of housing program and tenurial security. Disaster/climate change resiliency shall be a
core principle in site selection, design and prioritization of beneficiaries.
Some of the identified PPAs for housing in the 2017-2019 CDP are landbanking, resettlement/socialized
housing program, and Local Shelter Plan formulation.
Tourism:
Canaman is undoubtedly rich culture, history and other endowments
that are potential for tourism development. While Canaman is not
expected to become a major tourism district, there are sufficient events
and attractive features that warrant promotion to draw new visitors,
and increase local employment and economic activity. Key
opportunities exist in terms of history, culture/religion and water based
activities along the Bicol River. Finally, with respect to tourism, while
Canaman is not expected to become a major tourism district, there are
sufficient events and attractive features that warrant promotion to
draw new visitors, and increase local employment an d economic
activity. Key opportunities exist in terms of history, culture/religion and
water based activities along the Bicol River.
The target of this focus area is to provide facilities and capabilities to
harness the tourism potentials of the area, provide income generating
activities and contribute to the improvement of the local economy. A
core principle in the design and implementation of this focus area is to
integrate disaster/climate change resiliency.
Some of the identified PPAs for tourism in the 2017-2019 CDP are
Lagaylay Festival, Canaman Festival and Dragon Boat Camp. This is also closely linked to rural livelihood
program.
~ 18 ~
Education
Although elementary completion rate is high and secondary
completion rate is relatively high, tertiary participation rate and more
so tertiary completion rate is very low in Canaman. This is seen to
have an impact in the future of the children, the families and the
community in general. Several models of “cycle of poverty” indicate
the relationship of educational attainment, economic condition and
its contribution to an ongoing cycle of disadvantage. Poor education
contributes to low income, thereby making the family members to
have poor access to education, thereby contributing to low income
and so on. And it will continue to the next generation – making the
family and the next generations of the family bound to repeat the same cycle of poverty if they will not
be provided with outside intervention.
The target of this focus area is to provide a system where the youth will have more opportunities to
advance in education through scholarships, alternative learning systems and accessible public elementary
and secondary services. Every opportunity to integrate disaster/climate change resiliency in the design
and implementation this focus area shall be undertaken.
Some of the identified PPAs for Education in the 2017-2019 CDP are Canaman 2020 Education
Innovation, enhanced scholarship program and alternative learning system.
Land Banking:
Many of the identified needs and most the agreed strategies
need one vital resource: site or place where the intervention
will be placed. This includes resettlement/socialized housing
area, evacuation centers, day care centers, barangay health
stations, other municipal and barangay buildings, school
buildings, parks and recreation, transport terminal, cemetery, etc. This focus area was identified as a
cross-cutting program that addresses problems in all the five traditional planning sectors, namely social,
economic, environment, infrastructure sector and institutional sector.
The target of this focus area is to acquire lands as sites for various priority PPAs identified in the CY 2017-
2019 CDP such as those enumerated in the preceding paragraph. Disaster/Climate change resiliency shall
be a primordial consideration in the site selection and eventual design of the project that will be built in
the acquired lands.
Parks and Recreation:
Spaces and facilities suitable for sport and recreation play an important role in promoting active lifestyles
and connections between people. This is because parks, reserves, basketball courts and other facilities
~ 19 ~
are places where all members of the community are welcome and can come together for various formal
and informal activities. Recreational opportunities can also prevent boredom in young people, reducing
the likelihood of engaging in anti-social behavior. In addition, sporting champions in the community can
become positive role models for young people – not only in their sporting activity but also for positive life
choices.
The 2013-2023 Sectoral Studies for CLUP provided a clear picture
of the state of sporting and recreational facilities and open spaces
in the municipality. It has revealed that while there are good
number of basketball courts and multi-function pavements, many
of these are not well maintained. It is also clear that there are
limited open spaces beyond these, such as parks, reserves,
playgrounds and running/cycling paths. Based on standards, the
computed backlog is at least 2 hectares of parks and open spaces.
The target of this focus area is to establish a system and provide start-up PPAs to have available,
accessible and adequate parks and recreation spaces for the people of Canaman. Integration of
disaster/climate change resiliency is a core principle to be considered in the design and implementation
of this focus area.
Some of the identified PPAs for Solid Waste Management in the 2017-2019 CDP are improvement of DPH
Boulevard and other road sides as linear parks, improvement of barangay/municipal parks and
recreational facilities and promotion of vertical development to preserve open spaces especially in
government compounds.
Solid Waste Management:
Canaman is a municipality that is particularly vulnerable to human
diseases because of improper waste management, because many
people live and depend upon waterways impacted by poor waste
management practices. Although we have a Solid Waste
Management Council and a Municipal Materials Recovery Facility,
neither are fully operational at the moment, meaning our
municipality does not have the sufficient capacity for effectively
managing present and future wastes generated.
There is an urgency of streamlining efforts towards full compliance of RA 9003 and Municipal Ordinance
No. 2005-108 as the impacts of poor waste management practices on the town’s appearance, water
quality, agriculture and health worsen. Moreover, solid waste management was regularly identified as a
major challenge facing Canaman in the recent consultations undertaken as part of the CLUP preparation.
The target of this focus area is to provide support to the existing systems and structures through
provision/enhancement of facilities and knowledge. Integration of disaster/climate change resiliency is a
core principle to be considered in the design and implementation of solid waste management programs,
projects and activities.
~ 20 ~
Some of the identified PPAs for Solid Waste Management in the 2017-2019 CDP are establishment of
MRFs, research on appropriate technologies and purchase of equipment.
Disaster Risk Reduction/Environment:
Canaman is particularly vulnerable to flood and typhoon events because of its low-lying topography and
the potential for torrential rain to combine with Bicol River downstream flooding, upstream storm surge
and run-off from Naga City. Disaster events impact all aspects of life in Canaman,
from damaging property to destroying crops and creating disease outbreaks.
Disaster Risk Reduction/Environment is a focus area for this ELA because it is
recognized that activities that are achievable within the period will not only reduce
our immediate disaster risk but also contribute to priority infrastructural, social,
economic and environmental development.
The target of this focus area is to provide PPAs to lessen
the vulnerability of Canaman to disasters through a
blend of soft and hard projects with both short term and
long term benefits.
Some of the identified PPAs for Disaster Risk reduction in
the 2017-2019 CDP are rehabilitation/desilting of
waterways, formulation of a comprehensive drainage
plan, construction of evacuation centers, riverbank
stabilization, tree planting, flood control and capability building.
Livelihood:
The economic condition of our people is an indicator of their
quality of life – and this is also mirrored by their family
income. The integrated sectoral analysis prepared as part of
the CLUP showed that more than 40% of the households in
Canaman are below the poverty threshold. Moreover,
consultations with the barangays highlighted the urgent need
for alternative household income generation activities.
The target of this focus area is to enhance self-sufficiency of
constituents through a blend of support to a wide variety of
livelihood programs to benefit the out of school youth,
women, person with disabilities, unskilled laborers, skilled
laborers and all other disadvantaged sectors. Integration of
disaster/climate change resiliency is a core principle to be
considered in the design and implementation of this focus
area.
~ 21 ~
Some of the identified PPAs for Livelihood in the 2017-2019 CDP are livelihood skills training, provision of
support equipment and machineries and provision of starter kits.
Health and Nutrition:
The Local Government Unit of Canaman is mandated to provide basic
health services to its constituents. Foremost of this is Section 17 of
the Local Government Code of 1991 which enumerates the basic
services and facilities that every municipality must provide and/ or
have. These are: “health services which include the implementation
of programs and projects on primary health care, maternal and child
care, and communicable and non-communicable disease control
services; access to secondary and tertiary health services; purchase
of medicines, medical supplies, and equipment needed to carry out
the services herein enumerated”. In addition to these legal
requirements, the municipality is expected to provide services and
programs that support meaningful participation of all people in social
and economic life.
The Integrated Sectoral Analysis and barangay consultations recently as part of the CLUP preparation
reveal that primary health remains a challenge to this day. Malnutrition has risen in recent years; limited
health facilities exist, especially in rural bara ngays; health personnel per head of population is below
accepted standards; high poverty incidence; presence of people living in high risk areas for water borne
diseases and/or in poor living conditions; and so on.
The target of this focus area is to have healthy communities and a high quality of life in all barangays
through improved access to a blend of basic curative and preventive health services. Integration of
disaster/climate change resiliency is a core principle to be considered in the design and implementation
of health programs, projects and activities.
Some of the identified PPAs for Health and Nutrition in the 2017-2019 CDP are supplemental feeding,
procurement of additional medicines, hiring of additional health personnel, and sustained regular health
programs such as maternal and child care, reproductive health, environmental sanitation and health
infrastructure.
Parent Effectiveness:
The role of parents in molding the youth cannot be discounted. From
birth, parents serve as their children’s first teachers. They are
responsible in molding the children and providing them the first
education they need to survive. Many parents do not understand the
dynamics of the behavior of a growing child, which when not attended
~ 22 ~
to, will make the child feel unwanted and thus creating problems in
the family and in the community. Parent effectiveness is not just
assisting the parents in leading their children to become responsible
citizens but it also covers livelihood, family health, discipline,
nutritious food, relationships and other important areas. It is
acknowledged as a good strategy that has multiple effects and has
both short term and long term impact in a society.
The target of this focus area is to conduct parents’ class, counseling and other activities that will help
parents build strong foundation for their children to prosper in life. Integration of disaster/climate change
resiliency is a core principles to be considered in the design of program modules.
Some of the identified PPAs for this focus area in the 2017-2019 CDP are conduct of PARREKO, parent
effectiveness seminar and counseling.
IT Operation/Computerization:
Local governance requires continuing efforts as it must
adapt or adjust to be effective and relevant in the
constantly changing environment, especially in this
information age. Computerized or computer-aided
system is widely acknowledged as a key way to
improve efficiency and help maximize the use of
resources and ultimately enhance local governance.
The target of this focus area is to enhance service delivery through development/installation/updating of
office computer systems and through capability building of personnel.
Some of the identified PPAs for Computerization in the 2017-2019 CDP are software development for
offices, hardware enhancement, capability building, local area networking, web presence and e-
marketing/promotions.
Infrastructure Support:
The quality and quantity of infrastructures directly affects a community’s growth
potential. They are basic essentials that should be put in place to enable
development to occur. Socio-economic development can be facilitated and
accelerated by the presence of social and economic infrastructures. If these facilities
and services are not in place, development of a community will
be very difficult. These infrastructures are basic facilities which
is helpful in the overall development of an economy, business
and human development such as transportation, electricity,
water, schools, housing, flood control, slope protection, etc.
~ 23 ~
The target of this focus area is to provide infrastructures that would facilitate inclusive local economic
development, promote human development and enhance
public safety. One of the core principles to be considered in
design, site selection and other vital factors will be
disaster/climate change resiliency to benefit both the
infrastructure itself and the community.
Some of the identified PPAs for this focus area in the 2017-
2019 CDP are electrification program and
construction/improvement/ rehabilitation of evacuation
centers, multi-purpose buildings, wharves, roads, bridges, riverbank/slope protection, transport terminal
and cemetery. This focus area cuts across sectors and is likewise directly correlated and complementary
to most, if not all, the other focus areas.
Institutional Capability Building:
The business of local governments is local governance – to
act in the best interest of, and for the general welfare of the
people living in a particular locality. Administrative and
institutional capacities of local governments are therefore
basic necessities to properly fulfill these roles and deliver the
desired services. Also, the quality of people working for any
organization represents the difference between an
organization achieving its goals – or otherwise. In the case of
government agencies which draw financial support from
taxes collected, this becomes more pronounced and even more critical. That is why local governance
requires continuing efforts as it must adapt or adjust to be effective and relevant in the constantly
changing environment.
Moreover, civil society organizations are vital partners of local governments and LGUs are in fact
mandated to engage the active participation of CSOs in governance. In this note, the LGU must ensure
that the CSOs are fully capable to have fruitful engagement and fully fulfill their role as active partners in
local development.
The target of this focus area is to spell out the overall requirements and strategies to improve the
capabilities of the entire organization and its partner CSOs achieve the goals of various plans. One of the
core principles to be considered in the design of capability building PPAs is the integration of
disaster/climate change resiliency.
Some of the identified PPAs for this focus area in the 2017-2019 CDP are Team Building & Personality
Development, technical trainings, Skills Training and Monitoring for NGOs/CSOs and coaching sessions.
~ 24 ~
PRIORITY HUMAN RESOURCE/CAPACITY DEVELOPMENT NEEDS &
INTERVENTIONS
This section summarizes the identified priority human resource/capacity development needs and
interventions of the LGU arising from the CDP and ELA workshops.
The process was aimed at generating information to assess the capacity of the organization in terms of a)
knowledge and skills, b) attitude, c) policies, procedures and systems; and d) logistics, equipment and
facilities. The workshop was guided by the following key questions per focus area:
1. What additional knowledge and skills are needed?
2. How do we change our individual and collective attitude?
3. How do we change our policies, procedures and systems?
4. What additional logistics. Equipment and facilities are needed?
The outcomes of this task, together with the identified capacity development needs during the CDP
workshops provide a good starting point for the LGU in formulating the organization’s Capacity
Development Agenda and the detailed HR Plan for the planning period. The workshop outcomes are
shown in the matrices below:
FOCUS AREA/PPAS
CAPACITY GAPS
What additional knowledge and skills are needed?
(Training)
How do we change our individual and collective attitude?
How do we change our policies, procedures and
systems?
What additional logistics. Equipment and facilities
are needed?
1.
IT O
per
atio
n/
Co
mp
ute
riza
tio
n Network administration
Application development
Cyber security
Team building Trainings
Implementations
Evaluations
Security
User policies
SDLC-system development CIFE Cycle
Multi-role server
Fiber optics
Server Room
Network Printers
Biometrics/Access cards
2.
Inst
itu
tio
nal
Personal Devt.
Management Training
Post Graduate Education
Values Formation
Technical Standard
Gender & De’t.
Computer Literacy
Audio Visual Presentation
Marketing
Awards
Incentives
Disciplinary Action
Compliance of personnel handbook
Team Building
Performance Evaluation
Automation/ computerization
Adaption and implementation of IRR/MC /Issuances EO/Res./Ordinances
Meetings and conferences
Training Modules
Overhead Projectors
Dekstop Computers
Tablets
Personnel Handbook
Funding
Skills training center
AVR & Marketing technology
3.
Live
li-
ho
od
Training on project proposal/feasibility study (MAENRO, MSWDO, Project Coordinators)
Team Buildings
Self and group awareness seminars
Consultation with different stakeholders
Allocation of funds/equipment for training
~ 25 ~
FOCUS AREA/PPAS
CAPACITY GAPS
What additional knowledge and skills are needed?
(Training)
How do we change our individual and collective attitude?
How do we change our policies, procedures and
systems?
What additional logistics. Equipment and facilities
are needed? 4.
H
ealt
h &
Nu
trit
ion
Training on enhancement of attitude and behavior in dealing with clients & colleagues
Training on supervisory & managerial skills
Training on latest updates on Health services
Attend public service Excellence program (CSC program)
Linkaging
Strict implementation of SPMS
Adherence to DOH circulars
Funding 5.
Ed
uca
tio
n Additional trainings of
Staff (K-12) Linkaging
Partnership
Funding; Classrooms; computers; kitchen utensils & equipments etc.
6.
Tou
rism
Benchmarking Training of Tourism Staff
Improvement of promotional materials/campaign
Designation of Tourism Officer
7.
Lan
d-
ban
kin
g
Orientation of the Task force
Creation of Task Force
Funding
8.
Infr
a
sup
po
rt
Orientation task force
Coordination with proper authority
Creation of monitoring team
9.
Envi
ron
men
tal/
DR
R
Community Drills
IEC on DRR and environmental Management
Proper use of funds by the barangays
Reiteration of the importance of BDRRM Plan
~ 26 ~
FOCUS AREA/PPAS
CAPACITY GAPS
What additional knowledge and skills are needed?
(Training)
How do we change our individual and collective attitude?
How do we change our policies, procedures and
systems?
What additional logistics. Equipment and facilities
are needed? 10
. So
lid W
aste
man
agem
ent
Trainings/ seminars
Waste management (SWM focal persons & Staff)
Research on new technologies
Adopt advance/modern technology
Penalize if necessary cultivate passion in the LGU, as an institution, in its approach to solid Waste management.
Team building
Creation of TWG on SWM
Strict implementation of solid waste mgt. ordinance
Focal person that is concentrated & exclusive on SWM program including staff thru memorandum
Give rewards to good performers in the implementation of Solid waste management (barangays)
New Solid Waste management technology equipment
Lot expansion of MRF facility
Barangay MRFs
~ 27 ~
PRIORITY LEGISLATIVE MEASURES
This section contains the priority legislative measures that are needed to support the implementation of
the ELA. At the ELA formulation workshop, participants identified the legislative requirements, if any, of
the focus areas. These requirements provide a good starting point for the Sanggunian Bayan in crafting
the broader legislative agenda for the planning period. These are enumerated below:
FOCUS
AREA/PPAS/SERVICES LEGISLATIVE REQUIREMENTS
TARGET DATE RESPONSIBILITY CENTER
2017 2018 2019
LANDBANKING
1. Executive order/SB
resolution for the creation
of taskforce for the
identification, evaluation,
assessment of project site
2. Submission of negotiated
agreement to the
concerned appraisal com.
3. Resolution authorizing the
LCE to enter into a
negotiated purchase of lot.
4. Passage of expropriation
ordinance (if necessary)
5. Appropriation ordinance
(supplemental budget
under 20% EDF)
6. Formulation of local
shelter plan
7. Expropriation Ordinance (if
needed)
JANUARY
MARCH
MARCH
JUNE
FEBRUARY
SB,
SB Committee on
Finance,
SB Committee on
Laws
SB Committee on
Finance
Local Housing Board
Local Housing Board
SB
INFRA SUPPORT SB resolution for
outsourcing of fund
Oversight committee
(comm. On Infra)
Passage of ordinance
requiring the contractor’s
to hire laborers from the
municipality
Year-round JULY OCTOBER
Year-round
Year-
round
SB
SB ,Committee on
Infra/SB, Committee
on Laws
SB Committee on
finance
ENVIRONMENT/DRR Passage of Resolution
requesting the MDRRMC
to conduct
trainings/seminars/
workshop for the
formulation of BDRRM
plan
Creation of Regular ENRO
Passage of Environmental
code
APRIL
May
SB Committee on
Environment
SOLID WASTE
MANAGEMENT
Ordinance mandating the May to
June
SB, Comm. On Finance
~ 28 ~
FOCUS
AREA/PPAS/SERVICES LEGISLATIVE REQUIREMENTS
TARGET DATE RESPONSIBILITY CENTER
2017 2018 2019
24 barangays to
appropriate fund for the
establishment/purchase of
MRF facilities
Revisit ordinance No.
2005-108- (for amendment
re: Citation ticket)
JAN. TO
MARCH
SB, Comm. On
Environment
RECREATIONAL
FACILITIES
Strict implementation of
ordinance particularly on
Astray dogs
Proper waste disposal
LIVELIHOOD: Ordinance formulating the
Local Economic
Development and
Investment Promotion
Program and designation
of LEIPO (or Ordinance
creating the LEIPO)
Resolution requesting the
LCE for the conduct of
workshop on Economic &
Investment Program.
Consultation with different
stake holders through
series of committee
hearing for the formulation
of ordinance establishing
guidelines/policies in the
identification/prioritization
/ implementation of
livelihood projects and
beneficiaries
Oversight committee of SB
to monitor/track livelihood
programs (Monitoring and
evaluation of existing
livelihood projects and its
effect to beneficiaries)
Consultation on Livelihood
PPAs Status
Forging of skills training
agreement with GOs,
NGOs & Private
organization
March
Feb
Oct
January
Apr
Jan-Dec
Jan-Dec
Jan-Dec
SB, SB Committee on
Trade and Industry,
LCE
SB Committee on
Trade and Industry
SB, SB Committee on
Livelihood
SB, Concerned offices
SB, Concerned
department heads
SB, LCE
HEALTH Adoption of DOH
expanded programs (upon
recommendation of the
Local health board)
Exclusive breastfeeding
February SB, Local Health Board
SB
~ 29 ~
FOCUS
AREA/PPAS/SERVICES LEGISLATIVE REQUIREMENTS
TARGET DATE RESPONSIBILITY CENTER
2017 2018 2019
ordinance
Resolution/ordinance
creating rehab program
Implementation of sanitary
law
Local legislation in
consonance with
Reproductive Health Law
SB
LCE
SB
EDUCATION Revisiting of existing
ordinance on scholarship
program (OSY tertiary)-for
possible amendment/
revision. If necessary:
estab. Focus area Arts &
trade, Agri Fisheries
Schools
Resolution authorizing LCE
to enter into MOA with
Educational Providers/
Institution
Review Guidelines on
Nationalization of High
School Campuses in
Canaman
May
August
SB, LCE, LSB
TOURISM Passage of a resolution for
assistance for various
tourism projects/programs
to National Government
Agencies
Revisit Tourism Ordinance
Sept. SB
LCE
IT/COMPUTERIZATION
Resolution Authorizing LCE
to secure domain from
DICT
Amendment of SB Internal
rules to create committee
on ICT
Resolution Authorizing LCE
to Enter Into contract for
services and hardware
Creation of ICT Code of
Canaman
Creation of ordinance in
Creating ICT Officer
January
January
January
January
SB, MPDO
SB
SB, MDPO
SB
SB, HR
HOUSING Revisit Housing Ordinance/ Local Shelter Ordinance
SB
INSTITUTIONAL
CAPABILITY BUILDING
Resolution requesting joint
LCE-SB Action on careful
Study of staffing pattern
Feb.
SB, LCE, Department Heads
~ 30 ~
FOCUS
AREA/PPAS/SERVICES LEGISLATIVE REQUIREMENTS
TARGET DATE RESPONSIBILITY CENTER
2017 2018 2019
of the LGU & Prioritize
positions to be filled up
based on budget PS ceiling
Revisit the municipal
administrative ordinance
that incorporates the civil
service handbook
Amend the administrative
ordinance to include the
Annual Team Building &
Personality Development
training and other relevant
matters
Resolution requesting
partnership with DICT for
the conduct of the
following trainings
- Computer literacy
program for all
employee
- Comprehensive
Technical Training Cyber
Security
Jan Feb
Mar
SB SB
Other Priority Legislative Measures Identified During the 2017-2019 CDP Workshop:
Revisit/revise Traffic Ordinance
Revision of incentive ordinance
Revisit Tax/Market Ordinance
Study possible legislative action on Local Economic Development Team
Ordinance on Creation and funding of position/office (Legal Officer , Local Economic and
Investment Promotions Office/r)
Creation and Funding of office/positions through a review of LGU staffing pattern and creation of
priority position/office based on study/committee hearing results considering the PS ceiling and
long-term financial implications (ICT Office/r, Environment Office/r, Legal Officer, Health
Personnel, Engineering and Planning technical personnel, Local Economic and Investment
Promotions Office/r)
Ordinance on the Establishment of Canaman Public Cemetery as a Local Econom9ic Enterprise
Ordinance on Creation and funding of position for engineering technical personnel
~ 31 ~
RESOURCE MOBILIZATION STRATEGIES
The implementation of ELA, including the sourcing of funds remains a challenge to the entire
municipality. For this agenda, the LGU has to look in all areas of funding source to realize the fiscal
requirement of the identified focus areas.
Projected Fiscal Requirements Of The ELA Vis-À-Vis Projected Revenues
The three year priority thrusts of the municipality of Canaman (2017-2019) will need around P1.17 billion
pesos. The table below provides a summary of estimated cost per focus area:
FOCUS AREA ESTIMATED COST (IN THOUSAND PESOS)
2017 2018 2019 TOTAL
1. Housing 17,520 17,500 17,500 52,520
2. Tourism 2,333 732 732 3,797
3. IT Operations 720 4,000 1,050 5,770
4. Education 2,000 2,000 2,000 6,000
5. Land Banking 8,500 5,000 3,000 16,500
6. Recreation And Open Spaces 6,000 6,000 6,000 18,000
7. Solid Waste Management 7,820 9,320 5,020 22,160
8. Environment/DRR 47,790 125,320 124,220 297,330
9. Livelihood 11,000 12,630 12,830 36,460
10. Health And Nutrition 4,566 5,500 5,500 15,566
11. Parent Effectiveness 140 70 70 280
12. Institutional Capability Building 920 810 810 2,540
13. Infra Support 634,800 22,000 34,000 690,800
TOTAL 744,109 210,882 212,732 1,167,723
Based on the conservative projection of revenues for Canaman, the Municipal Budget Office estimated
that Canaman will have total revenue of P285.57Million for the planning period (2017-2019). Deduct to
that the allocation for PS, Office MOOE and other statutory obligations, only 40% of the projected
revenue or around P112.42 Million is available to support the identified PPAs. The table below shows the
annual projections vis-à-vis the required funding for 2017-2019:
PARTICULARS ESTIMATED AMOUNT (IN THOUSAND PESOS)
2017 2018 2019 TOTAL
Estimated Income 86.18 94.41 104.98 285.57
Estimated Statutory Obligations: PS, Office MOOE, Debt Servicing, Aid To Barangays 65.41 73.39 83.53 222.34
Available (20% EDF, 5% LDRRMF, GF) 34.48 37.38 40.56 112.42
TOTAL AMOUNT OF PRIORITY PPAs 744.11 210.88 212.73 1,167.72
FOR FUND SOURCING -709.62 -173.50 -172.17 -1,055.30
Based on the preceding table, it is evident that there is a big gap between the available fund and the
required amount. It is therefore essential that the municipality craft strategies and formulate schemes
for the infusion of additional funds to attain the targets.
~ 32 ~
Strategies For Resource Mobilization & Revenue Generation
Given the enormous requirement of the priority PPAs, there is a need to undertake measures to get
additional revenues or additional flow of funds to finance the identified PPAs. The following strategies
were identified to support the financing of the 2017-2019 priority PPAs under the CDP and ELA:
Increase locally-generated revenues thru:
o Strengthen the Local Economic Enterprises
o Revisit local economic enterprise ordinance for
possible enhancement/revision
o Revision of Birthing clinic ordinance
o Revisions of tax ordinance/Revenue Code
o Revise fees for certification - offices may also
submit proposals to the LCE with regards to
suggested revision in the tax ordinance &
endorse the same to the SB for consideration
o Barangay tax collection –Creation of team for
business tax collection
o Talk with the PSDS for tax payment advocacy to parents thru PTA meeting
o Encourage investments
o Stronger relationship with businesses public and private partnership
o Revisit the Incentive Ordinance
Prepare plans & proposals as supporting documents for fund request
Submit proposals to local or international offices/organizations for possible funding grants
Submit resolutions with proposals possible funding from NGA’s
Study the livelihood programs with repayment scheme
Partnership with NGO’s/individuals for local economic development
Local Investment/Incentive ordinance
Crowdsourcing
Cooperativism (Group Beneficiaries) of Livelihood programs/projects
Most of the identified strategies were focused on increasing local revenue and accessing grants from
national government agencies, from local/international non-government organizations, and from other
donor institutions. It can be noted that the workshop participants did not identify loan availment as one
of the strategies.
~ 33 ~
PLAN IMPLEMENTATION, MONITORING & EVALUATION
Implementation
The Local Chief Executive and the Office for the Mayor have primary responsibility for the
implementation of the Executive Agenda.
It is the responsibility of the Local Chief Executive to regularly draw upon the ELA when developing plans,
policies and projects, and distributing financial and human resources through budgeting and other
processes. The LCE must also facilitate effective collaboration between different offices and agencies, as
this is required to achieve many of the goals of this ELA, including the Human Resources/Capacity
Development Plan that was developed as part of ELA.
Each municipal office is responsible for the implementation of individual PPAs through allocating human
and other resources, developing partnerships with other offices and external stakeholders and aligning
new PPAs to existing work programs.
The Sanggunian Bayan is responsible for overseeing the preparation and implementation of the
Legislative Agenda.
The successful implementation of this ELA will depend upon LGU-wide commitment to the agenda, the
timely allocation of resources and ongoing collaboration between municipal offices and other agencies.
The following were likewise identified as other implementation strategies that will be adopted:
Linkaging , Benchmarking, Outsourcing, Designating, Crowdsourcing/Social media, Capability Building,
Livelihood; inventory of beneficiaries
Proper Inter-office coordination
Review livelihood policies(with repayment or penalty, blacklist)
Enactment of ordinance, RE: livelihood policies, and
Strengthen the involvement of the barangays.
As a tool for implementation, the following matrix was agreed upon to identify the responsibility center
per focus area and serve as a guide for implementation:
FOCUS AREA LEAD OFFICE/GROUP/ FOCAL PERSON
Housing Local Housing Board
Tourism Mayor’s Office, Designated Personnel
IT Operations Municipal Planning and Development Office, Designated Personnel, in coordination w/ Kgd. Morallos
Education Local School Board
Land Banking Local Chief Executive (LCE) , Technical Working Group (TWG) created for the purpose
Recreation And Open Spaces Municipal Engineer’s Office (MEO), SB Committee on
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FOCUS AREA LEAD OFFICE/GROUP/ FOCAL PERSON
Infra
Solid Waste Management Solid Waste Management Board (SWMB), Liga ng mga Barangay, MAENRO, SB Committee on Environment
Environment/DRR Local Chief Executive, MAENRO, DRR, Sangguniang Bayan
Livelihood MAENRO, MSWDO, Designated LGU Coordinators, LCE, SB Committee on Trade & Industry
Health And Nutrition MHO, MSWD, MNAO, Local Health Board
Parent Effectiveness MSWD, SB Com on Family
Institutional Capability Building LCE, HR, Heads of offices
Infra Support MEO, SB Committee on Infra
Monitoring and Evaluation
The municipality recognizes and affirms the importance of monitoring and evaluation in the realization of
the goals and objectives set forth in this ELA. In general, the following were identified as key activities for
an effective monitoring and evaluation of the ELA implementation:
Creation of oversight Committee
Conduct of monthly or quarterly project management committee meeting
Site & Physical Evaluation (pre-inspection/evaluation of project sites)
Continue the involvement of the CSOs and if possible, provide incentives
Establish monitoring system at the Barangay level
Institutionalize regular monitoring & reporting
Establish and institutionalize LGU monitoring system/ scheme
Alpha listing of program/project beneficiaries
Annual or Semi-annual forum to discuss status of executive-legislative agenda implementation.
Given that, the progress in implementing the goals, objectives and PPAs for each focus area in the ELA
will be evaluated on an annual basis at a gathering of all elected officials, department heads and other
stakeholders. Necessary funding to support the regular review will be provided in the annual budget to
ensure the conduct of the activity.
It is envisioned that this gathering will take place at the latest in the third quarter of each year, before the
budget for the subsequent year has been set. This monitoring and evaluation activity will be the venue
for any revision in the plan that will then inform the preparation of the annual budget for the subsequent
year, along with program planning by each municipal office. The simple evaluation matrix below can be
used as a guide to assess the progress in implementing the various PPAs.
PPA PPA funded? PPA started? PPA completed? Status/Reasons/
Comment Agreed Action
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APPENDICES
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Appendix 1 – Attendance & Pictures of the Workshop
Pictures during the workshop…
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Pictures during the workshop…
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Workshop Participants:
EXECUTIVE LEGISLATIVE AGENDA WORKSHOP Regent Hotel Naga City
December 19, 2016
NAME POSITION/DESIGNATION
1. Mr. Augusto Y. Agura MBO
2. Mrs. Leticia T. Agura SB Secretary
3. Mrs. Myla R. Ani Administrative Officer IV
4. Ms. Emma Elena A. De la Torre LGOO V
5. Mr. Leonardo Morallos SB Member
6. Mr. Jover Tesoro Building Inspector
7. Mr. Exiquiel R. Requintina Executive Assistant
8. Mr. Mario C. Alma Civil Defense Officer
9. Mrs. Wendy G. Rieza HRMO II
10. Mrs. Salome A. Bojador Municipal Civil Registrar
11. SFO2 Robert Gil F. Praxidio Fire Marshall
12. Mrs. Francia M. Arcayera MSWDO
13. Mrs. Imelda C. Mariscal Municipal Treasurer
14. Hon. Henry P. Ragodon Municipal Mayor
15. Hon. Dionisio Corporal SB Member
16. Hon. Roberto S. Requejo Municipal Vice Mayor
17. Hon. Sabas P. Chica SB Member
18. Mr. Noli Salcedo Municipal Accountant
19. Mrs. Rose Belgica AT
20. Mr. Rodolfo DC Nuñes Jr. Agri. II
21. Mr. Jose Adolfo Jr. MPDC
22. Mrs. Rosalie T. Recientes Adm. Asst. III
23. Ms. Marive Pimpolio Admin. Officer IV
24. Mr.Floro Abainza RCC II
25. Mrs. Zenaida Morata Municipal Assessor
26. Hon. Larry Nico Basmayor SB Member
27. Dr. Salvador Betito Jr. MD. MHO
28. Hon. Amaamalhy Capsa SB Member
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Appendix 2 – Documentation of Workshop Outputs
Workshop on Legislative Requirements:
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Workshop on Capacity Gaps:
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Workshop on Financing Strategies:
Workshop on Implementation, Monitoring & Evaluation:
