Mandated Local Plans

Mandated Local
Plans
Prepared by:
SILVERIO L. MANGAOANG III
MPA 203 Local Governance &
Administration

Why Rationalized Planning?
The Local Government Code provisions on local
planning. To rationalize the local planning system
therefore starts with the intention to faithfully comply
with the applicable provisions of the Local Government
Code. Another dimension of rationalization is to reduce
the number of plans that LGUs must prepare to the two
comprehensive plans (CLUP and CDP) that are
mandated in the Code. This implies that national
government agencies requiring certain sectoral or
topical plans of LGUs to prepare must integrate these
requirements into the CLUP or CDP, as the case may
be, and allow the local planning structure and
processes to respond to these requirements

https://www.slideshare.net/EnPRageneAndreaPalma/rationalized-planning-system

Planning is often viewed as a continuous or at least a cyclical
process. This has not come about in the Philippines due in
part to the current practice of regarding planning as a
project which must have a time start and time finish .
The prevalent notion about planning is that it is a process of
producing the plan document, a service more conveniently
contracted out to external consultants perceived to be more
technically competent than the local residents. For planning
to be truly continuous it must form part of the regular
function of the local planning structure as herein described
One major activity that the local planning structure is
mandated to perform is to “coordinate, monitor, and
evaluate the implementation of development programs and
projects” (Sec. 109, a, 5, RA 7160).

1. COMPREHENSIVE LAND USE PLAN (CLUP)
- PLAN FOR THE LONG-TERM MANAGEMENT OF THE LOCAL TERRITORY/
LAND RESOURCES
- IDENTIFIES AREAS WHERE DEVELOPMENT CAN OR CAN NOT BE
LOCATED
- DIRECTS PUBLIC AND PRIVATE INVESTMENTS ACCORDINGLY
Corollary to the above dimension is the need for NGAs that
are directly involved in local planning to harmonize or dovetail
their planning guidelines with one another to avoid further
confusing the LGUs. Yet another area of rationalization
touches on reconfiguring the planning process from its
traditional technocratic form into one that accommodates the
imperatives of multi-stakeholder participation and
consultation. This entails “taming” the planning process so
that even those who are not technically trained can participate
meaningfully in determining public policies and actions that
affect their lives.

2. COMPREHENSIVE DEVELOPMENT PLAN (CDP)
-ACTION PLAN UTILIZED BY EVERY LOCAL ADMINISTRATION TO
DEVELOP AND IMPLEMENT PRIORITY SECTORAL AND CROSS –
SECTORAL PROGRAMS AND PROJECTS IN THE PROPER LOCATIONS
DEPARTMENTS
- DIRECTS PUBLIC AND PRIVATE INVESTMENTS ACCORDINGLY
The CDP is the plan with which the LGU promotes the general
welfare of its inhabitants in its capacity as a corporate body. The
responsibility for the CDP is given to the LDC (RA 7160, Sec. 106
and 109). It must cover all the development sectors to be
comprehensive. The CDP consolidates the programs and projects
necessary to carry out the objectives of the different
development sectors. Some of these programs and projects are
incorporated in the local development investment program (LDIP)
and are implemented through the annual investment program
(AIP) and the annual budget. Other programs may be picked up
by the national government and still others by the private sector
for implementation.

3. EXECUTIVE AND LEGISLATIVE
AGENDA (ELA)
- IS A PLANNING DOCUMENT COVERING 3
YEAR PERIOD CORRESPONDING TO THE TERM
OF LOCAL ELECTIVE OFFICIALS THAT IS
MUTUALLY DEVELOPED AND AGREED UPON BY
BOTH THE EXECUTIVE AND LEGISLATIVE
DEPARTMENTS

(1) Plans that require inter-sectoral
functional committees
(a) Local Poverty Reduction Action Plan
(b) Disaster Management Plan
(c) Sustainable Development Plan
(d) Gender and Development Plan
(e) Food Security Plan
(f) Integrated Area
Community Peace and
Order and Public Safety Plan
Inter-Sectoral Plan

(2) Plans that fall within the concern of individual
sectors:
(a) Action Plan for the Council for the Protection of
Children
(b) Annual Culture and Arts Plan
(c) Agriculture and Fisheries Management Plan
(d) Coconut Development Program
(e) Local Entrepreneurship Development Program
(f) Local Tourism Plan
(g) Small and Medium Enterprise Development
Plan
Individual Sectors

For planning to become an integral part of local
governance, it must not be too preoccupied with how to
produce the plan documents alone. Of equal importance
are considerations about why LGUs ought to plan, who
should be involved in planning, and how LGU plans are
implemented. Planning therefore must be viewed
holistically as a system consisting of at least four
components: the planning structure, the mandated plans,
the planning process, and the LGU’s authority levers which
it can use to carry out its plans. Above all, local planning
must be understood as primarily the responsibility of the
local government. The local planning system therefore
must be established on the foundation of the nature and
function of local governments.
Why “Planning System”?
https://dilg.gov.ph/PDF_File/reports_resources/DILG-Reports-2011712-ea7ba5859e.pdf

LOCAL PLANNING STRUCTURE
Contrary to the notion held by many local
legislators, planning is not exclusively a
function of the executive. Planning is both
proactive policy making and reactive problem
solving. The first character of planning makes
it essentially a political act while the second is
the more popularly known character of
planning, that of management and hence, an
executive function. Correspondingly, the local
planning structure has two components:
political and technical

Political Component
The political component comprises
the legislative body (Sanggunian) and
the local development council (LDC).
These bodies are composed mainly
of elective officials, hence, of
politicians. The only non-politician
members of the political component
of the local planning structure are
the representatives of the private
sector and civil society who comprise
one-fourth of the LDC membership.
The political component is the policy-
making body which defines the
content and direction of local
development. The principal function
of the political component is that of
deliberation to take decisions or lay
down policies.
Political Component
The political component comprises
the legislative body (Sanggunian) and
the local development council (LDC).
These bodies are composed mainly
of elective officials, hence, of
politicians. The only non-politician
members of the political component
of the local planning structure are
the representatives of the private
sector and civil society who comprise
one-fourth of the LDC membership.
The political component is the policy-
making body which defines the
content and direction of local
development. The principal function
of the political component is that of
deliberation to take decisions or lay
down policies.
Technical
Component The technical
component is made up of the local
special bodies, the sectoral and
functional committees, non-
government sectors, and the office of
the local planning and development
coordinator. Even the heads of offices
of the local government and of
national agencies operating in the
local area are part of the technical
component of the local planning
structure. This component supplies
the technical content and process of
local planning. Except for some local
special bodies, the technical
component generally has no decision-
making powers.
Technical
Component The technical
component is made up of the local
special bodies, the sectoral and
functional committees, non-
government sectors, and the office of
the local planning and development
coordinator. Even the heads of offices
of the local government and of
national agencies operating in the
local area are part of the technical
component of the local planning
structure. This component supplies
the technical content and process of
local planning. Except for some local
special bodies, the technical
component generally has no decision-
making powers.

LOCAL PLANNING AND DEVELOPMENT MODEL

Rationalizing the Local Planning System 1st
Edition,
2008

LOCAL PLANNING ILLUSTRATIVE GUIDE PREPARING AND UPDATING THE COMPREHENSIVE
DEVELOPMENT PLAN (CDP)

LOCAL PLANNING ILLUSTRATIVE GUIDE PREPARING AND UPDATING THE
COMPREHENSIVE DEVELOPMENT PLAN (CDP)
https://www.dilg.gov.ph/PDF_File/reports_resources/dilg-reports-
resources-2017110_298b91787e.pdf

COMPREHENSIVE
LAND USE PLAN
(CLUP)
4 POLICY AREAS
1.SETTLEMENTS- AREAS FOR
LIVING
2.PRODUCTION- AREAS FOR
MAKING A LIVING
3.INFRASTRUCTURE-AREAS
TAKEN UO BY
INFRASTRUCTURES TO
CONNECT AND SUPPORT THE
TWO AREAS (SETTLEMENT &
PRODUCTION)
4.PROTECTED AREAS- LIFE
SUPPORT SYSTEMS
Edition, 2008

Edition, 2008

COMPONENTS OF COMPREHENSIVE DEVELOPMENT
PLAN (CDP)
Edition, 2008

COMPONENTS OF COMPREHENSIVE DEVELOPMENT
PLAN (CDP)
Edition,

Edition,
IMPLEMENTATION INSTRUMENTS

Edition, 2008

Edition,
2008

WHAT TO MONITOR AND EVALUATE?
Monitoring – a continuous process of data
collection and analysis to check whether a
project is running according to plan and to
make adjustments if required. It is an
evaluative study directed to the short term.
Evaluation – a systematic process of collecting
and analyzing information about activities and
results of a project in order to determine the
project’s relevance and/or to make decisions to
improve the efficiency and effectiveness of a
project.

The critical importance of monitoring and
evaluation (M&E) in linking one planning cycle
to the next lies in the production of new
information derived from the assessment of
impacts of plans, programs and projects as
implemented, the effects of regulatory
measures as enforced, as well as the outcomes
of developments in the area that had not come
under the control or influence of the local
planning system.
Edition, 2008

Monitoring and evaluation are both
evaluation activities which are essential tools
for management. Properly utilized, M&E are
mutually reinforcing in that
- a well-functioning monitoring system can
greatly reduce the need for in-depth
evaluation as problems are revealed and
resolved in a timely manner;
- monitoring can also indicate the need for in-
depth evaluation of problems and issues; and
- in-depth evaluation may show the need for a
new and improved monitoring system
Edition, 2008

Project output – project deliverables
arising from the activities carried out
with the use of project inputs or
resources.
Project outcomes – results and long-
term impacts arising from the
utilization of project outputs.
Edition, 2008

Project impact – a state of change over a
reference point (baseline or time period)
arising from the production and utilization of
project outputs. Project impacts may be
short term (as project outcomes/effects) or
long term (when related to the achievement
of project goals).
Development impact – a state of change
arising from the implementation of a plan
(program/project) or on account of actions
taken by agents outside the control or
influence of the planning system, or bothRationalizing the Local Planning System 1st
Edition, 2008

Edition, 2008
M & E

M&E schemes are recommended:
1. M&E to assess the impacts of the previous
administration’s 3-year LDIP or Executive-Legislative
Agenda. This is done during the second quarter in the 6-
week interval between the election and July 1. This M&E
will provide inputs to the preparation of the new 3-year
LDIP/ELA of the succeeding administration.
2. M&E to assess the outputs and financial performance
during the fourth quarter of the second and third years of
the incumbent leadership to provide inputs to the Year-
end Report of the Local Chief Executive.
3. M&E to assess the outcomes of the completed budgets
and AIPs of the last half year of the previous and the first
year of the incumbent admin

The five development sectors with specific
responsibilities to describe and possibly
measure changes in the area after a decade
as follows:
a.Social sector – changes in the demographic
composition, growth behavior, and spatial
distribution of the area’s population; changes
in the level of welfare of individuals and
households; changes in the availability of and
access to basic social goods and services; as
well as advances made by society in the
promotion of equity and social justice.

Economic sector – changes in the general
individual income levels and average
household incomes; changes in conditions
of employment, unemployment and
underemployment; changes in the level of
self-sufficiency in the different food
commodities; and, to the extent possible,
measurement of capital flows (difference
between outflow and inflow) into the area
and manner this capital is circulated in the
local economy

c. Environment sector – changes in the stock and
quality of various natural resources as a result of
domestic utilization and economic extraction;
changes in the size, direction and intensity of the
built environment and corresponding conversion of
agricultural, forest or wetlands; degree of success in
the preservation of protected areas; sustainability
through judicious consumption and avoidance of
waste of water supply; changes in the overall quality
of the environment resulting from waste
management systems and nuisance abatement
mechanisms that had been put in place during the
last decade; and degree of success in the
enforcement of national laws and local ordinances on
the environment and natural resources.

d. Infrastructure sector – in general, the adequacy
of social and physical capital build up to undergird
economic prosperity, public health, safety, comfort
and convenience; the appropriateness of
infrastructure to support the realization of the
chosen spatial strategy; changes in the status of
backlogs in the provision of basic social services;
changes in the quality of services and facilities
resulting in changes in general welfare of the
residents; changes in the level of vulnerability of
the residents as a result of facilities to reduce
environmental risks and disasters; and changes in
the environmental quality owing to the integrity of
protective structures and civil works.

e. Institutional sector –institutionalization of local
structures and processes for planning, program and
project development and management, and
monitoring and evaluation of the outputs, outcome
and impacts of plans, programs, services, regulatory
measures, and other forms of public intervention;
efficiency and effectiveness with which the local
government bureaucracy utilizes resources to
deliver services demanded by its various publics;
changes towards ensuring participation in
governance processes, transparency in LGU
transactions, and accountability of public officers;
and indication of the responsiveness of successive
administrations to the needs of their constituents as
can be inferred from the accumulated legislative
output during the last decade.

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