A presentation guide to develop a Comprehensive Development Plan. I created this guide and presented by our Heads to members of the City Development Council

1. Introductory Course on
Comprehensive Development Plan (CDP)
CDP
O E L
M V A PANCHO F. VILLASIS
P E N City Planning & Development Coordinator
R L LGU – Bayawan City
E O
H P
E M
Official website:
N E
S N www.bayawancity.gov.ph
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2. Transforming the Vision – Reality Gaps to
Sectoral Goals
GOALS
CDP The translation of an organization’s vision into more
O E L
concrete and measurable terms
M V A
P E N  Clearer statements of visions that specify the actual
R L accomplishments that need to be achieved if the vision
E O is to become a reality
H P
E M
 the end toward which design or action tends
N
S
E
N
SECTORAL GOALS
I T The desired end – results that are the same, or
V derived from, the particular element of the vision
E statement that pertains to a specific sector.

3. Importance of Goals in Planning
Goals serve at least three (3) purposes in the
CDP planning process
O E L
M V A As an end toward which all future actions
P E N specified in the plan are directed
R L
E O
As a set of criteria for evaluating alternative
H P strategies and approaches
E M
N E  As a standard against which the success or
S N failure of each action is measured
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4. Sources of Goals in Planning
Universal concept of public interest
CDP Public Health and Safety
O E L
M V A  Convenience
P E N
R L
 Economy
E O  Environmentally amenity
H P
E M The General Welfare Goals
N E
Regional Physical Framework Plans (RPFP)
S N
I T National Policies
V
E Local Communities

5. General Welfare Goals as Alternative Vision
Examples of Indicators for the
General Welfare Goals
C D P WELFARE GOAL
GENERAL SUCCESS INDICATORS
Presentation and enrichment of
O E L a. Public library/museum and archives
culture b. Historical/heritage sites preserved
M V A c. Local language and literature promoted
P E N
Promotion of Healthy and safety
R L a. Health center in every barangay
b. Well – Lighted streets
E O c. Physical fitness exercises well attended
H P
Enhancement of people’s right to a a. Acceptable ratio of built form to open space
E M b. Clean air monitoring and enforcement effective
balanced ecology
N E c. Treeparks and green belts in abundance
S N
I T
Encouragement and support for
V
appropriate self reliant technology
E

6. General Welfare Goals as Alternative Vision
Examples of Indicators for the
General Welfare Goals
GENERAL WELFARE GOAL SUCCESS INDICATORS
CDP
Encourage L
O E and Support for a. Technical/Vocational Schools established
appropriate self-reliant b. Complete coverage/adequate supply of electric power
M V A c. Indigenous property rights protected
technology
P E N
Improvement of public morals a. Properly located and regulated gaming and
R L
amusement activities
E O b. Transparency in government transactions an
H P established practice
E M
Enhancement of economic a. Modern communication systems in place
prosperity and social justice
N E b. Banks and other financial institutions available
c. Well distributed farm lands
S N
Promotion of full employment
I T a. Optimally utilized farm lands
b. Fisherfolk given territorial use rights in municipal
V waters.
E c. Availability of non-farm jobs

7. Vision – Reality Gap
What is it?
CDP Measure of the difference between the end state
O E L
and the existing situation
M V A
P E N
Procedure in vision – reality gap analysis
R L
E O 1. Review the sectoral descriptors and their
with
H P corresponding success indicators generated in
E M connection with the formulation of the vision
N E statement.
S N  Check indicators for the completeness of coverage
I T
V  See that indicators are expressed in terms of
E maximum values or superlative degree

8. Vision – Reality Gap
Procedure in vision – reality gap analysis
CDP 2. Review the relevant characterization of each sector in
O E L the Ecological Profile, LDI Matrix and other sources
M V A
P E N 2. If quantified values for both the success indicators
R L and their equivalent indicators in the accomplished LI
E O Matrix are available, simple subtract the current
H P reality values in the LDI Matrix from the success
E M indicator values. The difference is the vision – reality
N E gap.
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9. Descriptor of Citizenry : Healthy
CDP SUCCESS INDICATORS CURRENT REALITY GAP
O E L 0% Malnutrition
M V A
14% 14$
cases
P E N
Reduction of
R L
morbidity and
E O 2.5% 0.5%
mortality cases by
H P
60%
E M
N E
S N
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10. Descriptor of Citizenry : Clean
CDP SUCCESS INDICATORS CURRENT REALITY GAP
O E L Fresh water quality
M V A indicator complying
P E N 100% 0$
with national
R L standards
E O
0% non –
H P
biodegradable waste 0.68% 0.68%
E M
per capita
N E
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11. Transforming Goals to Action
Heirarchy of Actions and Definition of Terms
CDP 1. Policies – These are guide to actions to carry out the
O E L
objectives or achieve the targets. Policies can take
M V A
the form of:
P E N
 Regulatory measures (legislation) or
R L  Programs, projects, activities, and
E O  Services
H P
E M
N E 2. Regulatory Measures
S N  resolutions or ordinances enacted by the Sanggunian or
I T  executive and administrative orders issued by the Local Chief
V Executive
E

12. Transforming Goals to Action
Heirarchy of Actions and Definition of Terms
CDP 3. Program
O E L  a cluster of projects
 comprise the operational components of a long-term plan
M V A
P E N Defines a particular clientele and their priority needs and
breaks down the strategic decisions in a plan into different
R L components or projects which are tactical or short – term in
E O nature
H P
4. Project
E M
 a cluster of activities
N E  specific but complex effort consuming of interrelated
S N activities performed by various functional units and specialists
I T  has a well-defined objectives, a definite schedule, and a set of
V budget
E  may cover a period of one (1) to three (3) years

13. Transforming Goals to Action
Heirarchy of Actions and Definition of Terms
CDP Programs and projects are the bases for determining the level
O E L of public investments needed to be appropriated for in the
LGU’s annual budget.
M V A
P E N
R L 5. Activity
E O  a cluster of tasks
Ac
 Very short–term effort performed by one or several members
H P
of a project team or of an office or organization
E M  may last from one week to one year.
N E
Some activities must be completed before the project can
S N
move on; other activities can either be done simultaneously or
I T lie in wait as other tasks go on.
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14. Transforming Goals to Action
Heirarchy of Actions and Definition of Terms
CDP 6. Task
O E L  a purposive combination of psychomotor actions or motions
leading to the accomplishment of an activity,
M V A
 may take a few minutes to a few months to complete
P E N
R L
PLAN
E O
H P
PROGRAM PROGRAM PROGRAM
E M 1 2 3
N E
PROJECT 1 PROJECT 2 PROJECT 3 PROJECT 4 PROJECT 5 PROJECT 6
S N
I T
V ACTIVITY 1 ACTIVITY 2 ACTIVITY 3 ACTIVITY 4 ACTIVITY 5 ACTIVITY 6
E

15. Transforming Goals to Action
Heirarchy of Actions and Definition of Terms
CDP 7. Services or “Non – Projects”
O E L
M V A  regular functions of a given office to be performed by the
regular staff of that office using its existing facilities and budget
P E N
R L  need not be included in the LDIP but are carried out through
E O the maintenance and other operating expenditures (MOOE) of
H P the relevant offices or departments.
E M
N E A service or “non – project”, however may be upgraded into a
S N project
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16. Meaning of Projects and Non – Projects
PROJECTS NON – PROJECTS
CDP 1. Specific life cycle Continuous life from year to year
O E L
M V A 2. Define start and completion No specific event tied to calendar
P E N points with calendar dates dates other than fiscal year
R L budgets
E O 3. Can be abruptly terminated Assured of continuous function
H P if goals are not met; always even in a major reorganization
M terminated when the project is
E
completed
N E
4. Often unique; not done Usually involves performance of
S N
before; not repeated when well – established functions and
I T completed tasks are only slightly different
V from past efforts.
E

17. Meaning of Projects and Non – Projects
PROJECTS NON – PROJECTS
CDP 5. Total efforts must be Maximum work is performed
O E L completed within fixed budget within the annual budget ceiling
M V A and schedule
P E N 6. Prediction of ultimate time Prediction of annual
and cost is difficult expenditure is relatively simple.
R L
E O 7. Involves multi – disciplinary Involves one or a few inter -
skills from different departments related skills and disciplines
H P
or organizations which may within one well – defined stable
E M change from one life cycle to organization
N E another
S N 8. Rate and type of expenditure Relatively constant rate and
I T constantly changing type of expenditure
V 9. Basically dynamic in nature Basically steady state in nature
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18. Transforming Goals to Action
Upgrading “Non – Projects” to Projects
O E L Is there a definite output to Is time of the essence in
Is the activity likely to be
repeated in the next 3
be produced? producing the output?
years?
M V A
P E N YES YES YES UPGRADE
R L YES YES YES UPGRADE
E O
H P CDP YES YES YES
RETAINS AS REGULAR
SERVICE
E M
N E Break down into activities
S N Match with available office
(MOOE)
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19. Sources of Programs, Projects and
Legislations
Objective or Policy Tree
CDP Educational Attainment
raised
Malnutrition
reduced
Access to safe water
assured
HHs, equipped with
sanitary toilets
O E L
M V A
P E N
R L ADEQUATE HH INCOME
E O
H P
E M Alternative livelihood
Increased farm yield Better prices of produce
services available
N E
S N
I T
Post-harvest facilities put Irrigation system Competitive pricing
V up constructed of traders
Investors Attracted
E

20. How to transform goals into action
1. Consolidate all policy options/interventions
CDP generated from the problem – solution finding
O E L analyses using any or all of the following sources of
M V A new information or “Observed Conditions”
P E N
R L 2. Process the goal statements by weeding out
E O duplications or combining goals that pertain to the
H P same subject
E M
N E
3. Prioritize the goal statements. Give higher priority to
S N
those that relate to or are supportive of the goals
I T
generated under the Vision – Reality Gap Analysis.
V
This is to ensure that future policies and actions
E contribute to the realization of the vision.

21. How to transform goals into action
4. Sort the prioritized goals according to varying
CDP degrees of complexity, from the specific to the
O E L general ones
M V A
P E N  A specific goals is one that suggests an explicit
R L action and a clearly identifiable actor or
E O responsibility center to carry out the action.
H P
E M Examples:
N E  To enact an anti – jaywalking ordinance
S N
 To vaccinate all infants less than one year old
I T
V  To concrete – pave all streets in the Poblacion
E

22. How to transform goals into action
 General goals are multi – faceted and require
CDP the involvement of different sectors to carry out
O E L
the action they suggest.
M V A
P E N
R L Examples:
E O  To double the average income of farming households.
H P
 To make clean safe drinking water accessible to all rural
E M
barangay households
N E
S N  To reduce vulnerability of urban residents to human – made
disasters
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23. How to transform goals into action
4. Clarify the simple goals under the following
CDP headings: projects, non – projects or services, and
O E L legislation. Park these lists and proceed with the next
M V A activity
P E N
R L General goals need to be further analyzed
E O and broken down into the more
H P manageable components so as to identify
E M the actions needed and the actors or
N E responsibility centers to carry them out.
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24. Structuring Solutions
1. Consider the general goals one at a time. Examine its various
CDP facets or various aspects of the problem the goal is intended
resolve or reverse
O E L
2. Formulate a strategy that addresses each facet of the goal/
M V A problem
P E N 3. Elaborate each strategy by identifying its program components
R L each program its project and activity components.
E O
Examples: Consider the Goal:
H P
E M “To raise the level of income of farming households”
N E  Explore the dimensions of the goal by looking into all
S N possible sources of income of farming households
I T Formulate strategies to enhance these sources and develop
V each strategy in terms of possible actions such as programs,
E projects, services and regulatory measures.

25. Structuring Solutions
GOAL Increased income of
CDP farming households
O E L
M V A
P E N
R L STRATEGIES Enhance farm – Tap non – farm
based income income sources
E O
H P
E M
N E Alternative
Improving prices of Diversification of
S N PROGRAMS Increasing farm yield
farm produce agricultural products
livelihood
development
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26. Structuring Solutions
4. Sift the PPAs and classify them into projects and non –
CDP projects, and legislations. Combine the result with the results
of the earlier sifting.
O E L
M V A 5. Process all needed legislations, separating those that are
P E N within the Sanguniang Panlungsod (SP) to enact. The rest will
R L be lobbied at higher levels, say provincial or national. Sift all the
E O needed local legislations using the fishbone analysis. Consult
the Sanguniang Panlungsod (SP) Secretary or, if available, the
H P
computerized legislative tracking system.
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27. What is a Local Development Investment
Program?
 List of programs and projects that the LGU wants to
CDP carry out. It should also contain a program for
O E L planned financing or for using the investible portion
M V A of the local budget to finance the implementation of
P E N those programs and projects. (Rationalized Local
R L Planning System)
E O
H P  A document that serves as the link between the plan
E M and the budget, thus putting into effect the directive
N E of the Local Government Code that says: “local
S N budgets shall operationalize approved local
I T development plans” (Sec. 305i, RA 7160)
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28. What is “Local Development”?
“Local Development” pertains to the mandates and responsibilities
CDP of LGUs as defined in Sections 16 and 17 of the Local
Development Code (RA 7160). The local development
O E L component of the LDIP, therefore, consists of the following:
M V A
P E N  Projects that are in pursuance of the LGU’s exercise of its
R L powers and discharge of its duties and functions necessary for
E O effective governance and essential for the promotion of the
general welfare;
H P
E M  Projects that are in pursuance of functions traditionally
N E performed by national government agencies but which have
S N already been devolved to LGU’s; and
I T  Projects that are necessary, appropriate or incidental to the
V effective and efficient provision of the basic services and
E facilities enumerated in Section 17 of RA 7160

29. Basic Concepts about the LDIP
“INVESTMENT PROGRAM” is a program for utilizing the
CDP investible portion of the local development fund
O E L (LDF)
M V A
A portion goes into financing the cost of
P E N
functions and services rendered by key offices
R L
E O
H P
E M
N E Another portion of the LDF is used to finance
S N Programs and projects in the AIP
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30. What is “Investment Program”?
“Local Development Fund” is that portion of the local
CDP budget that is “plowed back” to the people in the
O E L
form of programs, projects and services. It consists of
M V A
the following:
P E N
R L
 20% of Internal Revenue Allotment (IRA)
E O
H P  Non – office maintenance and other operating
E M expenses
N E
 Non – office capital outlay
S N
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31. What comprises “Investment”
in public finance?
CDP  It is what remains after deducting all expenses
O E L necessary to run government machinery, to satisfy
M V A claims of creditors, and to comply with statutory
P E N reserves.
R L
 Investment in public finance does not have to be
E O
P
savings first.
H
E M
 Investment in the LGU budget is a regular outlay that
N E
has to be funded whether or not excess over
S N
operations (savings) is realized.
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32. Local Development Fund
PERSONNEL SERVICES STATUTORY OBLIGATIONS
Office MOOE Non - Office MOOE
CDP Non - Office CAPITAL OUTLAY Office CAPITAL OUTLAY
O E L
M V A
P E N
R L
E O
H P
E M
N E
S N
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33. Local Funds for Development Investment
PERSONNEL SERVICES STATUTORY OBLIGATIONS
Office MOOE Non - Office MOOE
CDP Non - Office CAPITAL OUTLAY
Non -
Office CAPITAL OUTLAY
Office
O E L MOOE
M V A Office MOOE
P E N
R L Non - Office CAPITAL
OUTLAY
E O
STATUTORY
H P OBLIGATIONS
Office CAPITAL
E M OUTLAY
N E
S N
I T
PERSONNEL
V SERVICES
E

34. What is “Annual Investment Program”?
For planning and investment programming purposes:
CDP  The annual slice of the LDIP, referring to the indicative yearly
O E L expenditure requirements of the LGU’s programs, projects and
M V A activities (PPAs) to be integrated into the annual budget.
P E N
R L For budgeting purposes:
E O
 The total resource requirements for the budget year, including
H P the detailed annual allocation of each PPA in the annual slice of
E M the LDIP and the regular operational budget items broken down
N E into Personal Services, Maintenance and Other Operating
S N Expenses and Capital Outlay.
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35. Local Development Investment
Programming
Pre – LDIP Activities
CDP  Distinguishing Projects from “Non – Projects” or
O E L
M V A Services and Legislations
P E N  Determining “Ownership”
R L
E O  Consolidating Redundant or Repetitive Programs and
H P Projects
E M  Classifying Programs and Projects by Level of
N E Urgency
S N
I T  Preparation of Project Briefs for Projects Classified as
V “Urgent”
E

36. Pre – LDIP Activities
(Sectoral Committee Level)
1. Sifting of Programs and Projects
CDP PROJECTS NON – PROJECTS
O E L 1. Specific life cycle Continuous life from year to
M V A year
P E N 2. Definite start and completion No specific event tied to
R L points with calendar dates calendar dates other than fiscal
E O year budgets
H P 3. Can be abruptly terminated if Assured of continuous function
M goals are not met; always even in a major reorganization
E
terminated when the project is
N E completed
S N
4. Often unique; not done Usually involves performance of
I T before; not repeated when well – established functions and
V completed. tasks are only slightly different
E from past efforts

37. Pre – LDIP Activities
(Sectoral Committee Level)
Sifting of Programs and Projects
CDP PROJECTS NON – PROJECTS
O E L 5. Total effort must be Maximum work is performed
M V A completed within a fixed budget within the annual budget
and schedule. ceiling.
P E N
R L 6. Prediction of ultimate time Prediction of annual
and cost is difficult. expenditure is relatively simple.
E O
7. Involves multi – disciplinary Involves one or a few inter –
H P
skills from different related skills and disciplines
E M departments or organizations within one well – defined stable
N E which may change from one life organization.
S N cycle to another.
I T 8. Rate and type of expenditure Relatively constant rate and
V constantly changing. type of expenditure.
E 9. Basically dynamic in nature. Basically steady state in nature.

38. Upgrading “Non – Projects” to Project
CDP Is there a definite output to Is time of the essence in
Is the activity likely to be
O E L be produced? producing the output?
repeated in the next 3
years?
M V A
YES YES YES UPGRADE
P E N
R L YES YES NO UPGRADE
E
H
O
P
CDP NO NO YES
RETAINS AS REGULAR
SERVICE
E M
Break down into activities
N E
Match with available office
S N (MOOE)
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39. Pre – LDIP Activities
(Sectoral Committee)
2. Identifying “Ownership” (Sec. 17, RA 7160)
CDP
O E L  National Government
M V A  Local Government
P E N  Provincial
R L  City
E O  Municipality
H P  Barangay
E M
N E  Private Sector / Civil Society Organizations
S N
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40. Pre – LDIP Activities
(Sectoral Committee Level)
2. Identifying “Ownership” (Sec. 17, RA 7160)
CDP BARANGAY
O E L  Distribution system for agricultural & fishery inputs
M V A  Operation of agricultural & fishery produce collection & buying
P E N stations
R L  Maintenance of Barangay health and daycare centers
E O  Services & facilities related to hygiene &
sanitation, beautification & solid waste collection
H P
 Administration & maintenance of Katarungang Pambarangay
E M  Maintenance of barangay roads, bridges & water supply
N E systems
S N  Multi – purpose hall, multi – purpose pavements, plaza, sports
I T center
 Information & reading centers
V
 Satellite public market, where viable
E

41. Pre – LDIP Activities
(Sectoral Committee Level)
2. Identifying “Ownership” (Sec. 17, RA 7160)
CDP CITY / MUNICIPALITY
O E L  Dispersal of livelihood and poultry, fingerlings & other seeding
M V A materials for agriculture
P E N  Establishment & maintenance of seed farms for palay, corn &
R L vegetables; medicinal plant gardens; seedling nurseries for fruit
E O trees, coconuts & other tree crops; and demonstration farms;
 Enforcement of standards for quality control of copra &
H P
improvement & development of local distribution
E M channels, preferably through cooperatives;
N E  Maintenance & operation of inter – barangay irrigation systems;
S N  Implementation of water & soil resource utilization &
I T conservation projects;
 Enforcement of fishery laws in municipal waters, including
V
conservation of mangroves;
E

42. Pre – LDIP Activities
(Sectoral Committee Level)
2. Identifying “Ownership” (Sec. 17, RA 7160)
CDP CITY / MUNICIPALITY
O E L  Implementation of community – based forestry projects;
M V A  Implementation of programs & projects on primary health
P E N care, maternal & child care, & communicable & non –
R L communicable disease control services;
E O  Access to secondary and tertiary health services;
 Purchase of medicines, medical supplies & equipment;
H P
 Programs & projects for the welfare of the youth &
E M children, family & community, women, elderly & disabled
N E  Community – based rehabilitation programs for
S N vagrants, beggars, street children, scavengers, juvenile
I T delinquents, and victims of drug abuse;
 Livelihood & other pro – poor projects
V
 Nutrition & family planning services
E

43. Introductory Course on
Comprehensive Development Plan (CDP)
CDP
O E L
M V A
P E N
R L
E O
H P
E M
N E
S N
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