EXECUTIVE-LEGISLATIVE AGENDA

FORMULATION AND CAPACITY

DEVELOPMENT AGENDA
HARMONIZATION
WHAT IS A ELA

It is a unifying document corresponding to the

term of local elective officials that is developed
and mutually agreed upon by both the executive
and legislative departments of the LGU
WHAT IS A ELA
• It supports the existing LGU planning processes
and adds greater value to the CLUP and CDP by
moving them forward to getting implemented
and monitored
• It should be consistent with the national
priorities and thrusts
WHAT ARE THE CONTENTS OF
ELA

Platform of governance of the incumbent

with supporting legislative agenda that
will be carried out within the term of
office;
WHAT ARE THE CONTENTS OF
ELA

• Goals, strategies and objectives based on the

CDP process
• DILG’s priority programs (i.e. Anti-Illegal
drugs, peace and order, CCA/DRR, good
governance, environmental protection)
How do you formulate an ELA?
1 2 3
Set/ Revisit the Determine Determine Vision-
Vision current reality Reality Gap

ECOLOGICAL PROFILE
6
Situate Platform of 5 4
Governance Set Goals and Determine
(Executive) Objectives Policy Options

CDP PROCESS
7
Identify Priority 8 9
Legislative Jointly approve Implement and monitor
Agenda (Legislative) ELA ELA with CDP
How will we formulate ELA?
2
6 7 PRE-
Situate Platform of Identify Priority Determine current WORK
REQUIRED
Governance Legislative reality
(Executive) Agenda (Legislative)
EP, RaPIDS, LDIS, GAR

8 9 1
Jointly approve Implement and monitor
Set/ Revisit the
ELA ELA with CDP
Vision

4 5 3
Determine Set Goals and Determine Vision-
Policy Options Objectives Reality Gap

CDP PROCESS
What is the format of ELA?
I. Message of the Executive
II. Sanggunian Resolution adopting the ELA
III. LGU Vision Statement
IV. Development Goals, Objectives, and Strategies
V. Platform of Governance/Priority thrust of Executive
VI. Priority Legislative Agenda of the Sanggunian and those that Support the
Platform of Governance/Priority thrust of the executive
VII. Capacity Development Agenda
VIII.Annexes (Workshop Outputs & Photos)
VISION GOALS, OBJECTIVES &
“a highly urbanized city, being the regional STRATEGIES
center for industrialization and agriculture To raise average income of farming
modernization, providing globally competitive households thru agricultural
trade and services in a disaster-resilient modernization
environment, with empowered citizenry,
enjoying a better quality of life in a livable
• Increased Farm Yield
society through good governance with Divine
• Improve Post Harvest
Providence”
Facility

PRIORITY LEGISLATION IN SUPPORT

OF THE PLATFORM OF PLATFORM OF GOVERNMENT
GOVERNMENT (Executive)
• Ordinance giving incentives to • Masiglang Ekonomiya sa pamamagitan ng
prospective investors malakas na agrikultura at kalakalan.
• Ordinance for the provision of subsidies • Trabaho para sa lahat
to low income farming households • Malusog at Ligtas na Mamamayan
THE PLATFORM OF GOVERNANCE/
PRIORITY THRUSTS OF THE
EXECUTIVE OFFICE
PRIORITY LEGISLATIVE AGENDA
OF THE SANGGUNIAN
PRESENTATION OF GOVERNANCE
ASSESSMENT REPORT
DETERMINING THE CURRENT
REALITY IN THE LGU:
Presentation of the Ecological Profile, RaPIDS or LDIS
Inventory of NG Required Plans
Inventory of LGU Required Plans
Mandated Plans

Comprehensive Land Use Plan Comprehensive Development Plan (CDP)

(CLUP)

The Plan for the management of local

territories The Plan with which the LGU promotes the general
welfare of its inhabitants in its capacity as a
corporate body.

The LGUs, shall, in conformity with

existing laws, continue to prepare their
respective comprehensive land use Each LGU shall have a comprehensive multi-
plans enacted through zoning sectoral development plan … Sec. 106, RA 7160
ordinances which shall be the primary
& dominant bases for the future use of
land resources. Sec. 20 (c), RA 7160 The LDCs shall … formulate long-term, medium-
term and annual socioeconomic development plans
& policies… Sec. 109, RA 7160
LOCAL DEVELOPMENT PLANNING & DEVELOPMENT MODEL

COMPREHENSIVE LAND USE PLAN (CLUP)

LONG – TERM
FRAMEWORK PLAN SETTLEMENT PROTECTION PRODUCTION INFRASTRUCTURE
POLICIES LAND POLICIES LAND POLICIES POLICIES

IMPLEMENTATION
ZONING ORDINANCE OTHER REGULATORY MEASURES
INSTRUMENTS

MULTI-YEAR, MULTI- COMPREHENSIVE DEVELOPMENT PLAN

SECTORAL
DEVELOPMENT PLAN SOCIAL ECONOMIC INFRA ENVI. MGT. INSTITUTIONAL

IMPLEMENTATION LOCAL DEVELOPMENT INVESTMENT LEGISLATIVE SUPPORT

INSTRUMENTS PROGRAM MEASURES

TERM – BASED PLAN EXECUTIVE & LEGISLATIVE AGENDA (ELA)

ANNUAL INVESTMENT PROGRAM ANNUAL BUDGET

Relationship of LGU Plans
Simplified Planning Process
ELABORATION SPECIFICATION
Vision OF MEANS
OF ENDS
SPATIAL
Element Physical Planning CLUP STRATEGIES
Descriptors Goals
LOCATION
Success PRINCIPLES
Indicators ▪ Settlement
C D P ▪ Protection
Vision – ▪ Production
Reality Sectoral Sectoral
Current ▪ Infrastructure
Gap Goals Objectives
Reality DEVELOPMENT
Whatever What can ▪ Policies
• Ecological Profile it takes to be ▪ Strategies
• Statistical close the reasonably ▪ Programs
Compendium gap done in 3 ▪ Projects
• Thematic Maps years ▪ Legislations
Minimum Composition of the
Planning Team
Local Chief Executive or Mayor - Chairperson
Vice LCE or Vice Mayor - Co - Chairperson
Team Members:
1. Local Planning and Development Coordinator
2. Department Heads
3. Sanggunian Committee Chairpersons of major sectors
4. Representatives of the majority and minority blocs of the Sanggunian
5. Representative of the private sector and civil society organizations
(CSOs) who may not be accredited/recognized members of the LDC
SOCIAL SECTOR
ECONOMIC SECTOR
PHYSICAL/INFRASTRUCTURE DEVELOPMENT
ENVIRONMENTAL MANAGEMENT
INSTITUTIONAL DEVELOPMENT
The CDP Development Sectors and Subsectors
INFRASTRUCTURE DEVELOPMENT
ENVIRONMENT & NATURAL RESOURCES
1. Economic Support 1. Lands
o o Lands of the public domain
Irrigation systems
o o Private and alienable & disposable lands
Power generation (mini-hydro)
o o Ancestral domain
Roads, bridges, ports
o Flood control & drainage 2. Forest Lands
o o Protection forests
Telecommunications
o Production forests
2. Social Support
o Hospitals 3. Mineral lands
o o Metallic / Non-metallic mineral lands
Schools
o Public socialized housing 4. Parks, wildlife & other reservations
o Facilities for aged, infirmed & 5. Water resources
o Freshwater (ground, surface)
disadvantaged
o Waterworks & sewerage 6. Air quality
3. Administrative support 7. Waste management
o o Solid waste
Government buildings
o o Liquid waste
Jails
o o Toxic and hazardous
Freedom parks & public assembly areas
The CDP Development Sectors and Subsectors
SOCIAL DEVELOPMENT ECONOMIC DEVELOPMENT
1. Population (Size, growth, distribution) 1. Primary Sector
o Agricultural crops
2. Social Services & Status of Well-being o Livestock
o Education, culture, recreation o Fisheries (inland, brackish, marine)
o Health o Forestry
o Welfare 2. Secondary Sector
o Housing o Mining & quarrying
o Peace and Order o Manufacturing
o Social Services o Construction
o Electricity, Gas, Water utilities
3. Tertiary Sectors
o Wholesale & retail trade
o Transportation & communication
INSTITUTIONAL DEVELOPMENT o Finance, insurance & related services
1. Organization & Management o Real estate
2. Fiscal Management o Community & personal services
3. Legislative Output o Tourism
4. LGU – NGO – PO Linkages 4. Informal Sectors
REVIEW OF THE CURRENT LGU
VISION, MISSION, GOALS AND
OBJECTIVES
WHAT IS A VISION?
It answers the question:

How do you see your

LGU in the future?
Characteristic of a Good Vision
LONG-TERM. It covers a fairly long-time horizon.
INSPIRING. It should encourage commitment and inspire
enthusiasm. It should be powerful and compelling so that the
people concerned can relate to it and work hard to achieve it. It
should be a driving force even at trying times. It should capture
the imagination, engage the spirit and inspire performance.

EASILY UNDERSTOOD. It should be well-articulated using

simple language.
Components of a Good Vision
❑ “outward-looking” component - Desired role of the LGU or the best
contribution it can make to the development of the larger community
(province, region, nation).
❑ “inward-looking” component - defines the desired conditions of the
following:
⮚ Local population (social sector)
⮚ Local economy (economic sector)
⮚ Natural environment (environment sector)
⮚ Built form (infrastructure sector)
⮚ Local leadership/ governance (institutional sector)
How to capture the “outward – looking”
component of the vision?

“What role do you like your city/ municipality to

perform in relation to the identified region, the
province, and/or the country in general?”
How to capture the “inward – looking”
component of the vision?

➢Qualities of the people as society - What do you want your people to be?
What are your aspirations as a people?
➢ Nature of the local economy - What do you desire to be the state of your local
economy?
➢State of the natural environment - What do you dream to be the condition of
your city’s/ municipality’s natural environment?
➢Condition of the built environment - What do you dream to be the condition of
your city’s/ municipality’s and built environment?
➢Capacity and qualities of the local leadership - What do you desire from your
local leaders and institutions?
Who is responsible for setting the vision?

❑ Everyone in the community has a stake in setting the vision. The visioning
exercise should be a highly participatory process because it entails
determining the desired state or condition of the place where the people live
and make a living.
❑ The LDC and its sectoral and functional committees shall be at the forefront of
the visioning exercise.

❑ The technical and administrative aspects of the activity, however, shall be the
responsibility of the LPDO.
Who is responsible for setting the vision?

❑ Everyone in the community has a stake in setting the vision. The visioning
exercise should be a highly participatory process because it entails
determining the desired state or condition of the place where the people live
and make a living.
❑ The LDC and its sectoral and functional committees shall be at the forefront of
the visioning exercise.

❑ The technical and administrative aspects of the activity, however, shall be the
responsibility of the LPDO.
Setting the Vision statement
1. Qualities of the people as
Social Sector individuals and as a Society

5. Capacity of local
leadership
Infrastructure Sector

Institutional Sector Vision

Statement 2. Condition of the Built
Environment

Environment Sector
4. State of the natural 3. Nature of the local
environment Economic Sector economy
An Agro and Industrial
City
that is progressive, orderly
and ecologically-balanced
with a resilient and
empowered citizenry under
a committed and
God-centered leadership.
Plaridel Vision Statement
OUTWARD-
LOOKING LGU: An Agro and Industrial City

with a resilient and Qualities of the people as

empowered citizenry individuals and as society

progressive, orderly State of the local economy

ecologically-balanced; State of the natural

INWARD- resilient environment
LOOKING
ecologically-balanced; State of the built
resilient environment

under a committed and Capacity of local

God-centered leadership government leadership
“Maunlad na Victoria, a town
in the heart of Central Luzon
with multi-sectoral
opportunities, a healthy and
disciplined citizenry, anchored
on sustainable and holistic
development with a
transparent governance.”
Victoria Vision Statement
OUTWARD- LGU: Town with multi-sectoral opportunities
LOOKING
Qualities of the people as
Healthy and disciplined citizenry individuals and as society
State of the local economy
Maunlad, Sustainable, and
holistic State of the natural
INWARD- Sustainable and holistic environment
LOOKING
State of the built
Sustainable and holistic environment

transparent Capacity of local

government leadership
Let’s do a quick
exercise
VISION ELEMENT SUCCESS
ELEMENTS DESCRIPTORS INDICATORS

Qualities of the Peaceful o Percentatge reduction

crime rate
people as
individuals and o Active citizen
as a society participation in
Empowered planning, project
implementation &
monitoring

o Labor force fully

Highly skilled employed

God-loving o Percentatge reduction

crime rate
VISION ELEMENTS ELEMENT DESCRIPTORS SUCCESS INDICATORS

o Presence of greenbelts
State of the natural Sustainably o Use of “green” technology
environment developed promoted & adopted

Ecologically o Pollution control/ prevention

State of built balanced measures strictly enforced
environment
o Increased business permits
Nature of the local issued
Progressive o Increased in the number of
economy commercial & industrial
establishments
Capacity and Well-governed
characteristics of • Transparent
• Accountable o Prompt & adequate delivery of
local government • basic services
Proactive
leadership
Guide questions in
revisiting the LGU Vision
SUCCESS INDICATOR
ELEMENT PER ELEMENT
VISION ELEMENTS
DESCRIPTOR DESCRIPTOR
(risk-sensitive)

1 2 3 4

OUTWARD LOOKING:

INWARD LOOKING:

1.People as a Society

2. Local Economy

3. State of Natural Environment

4. Condition of the Built

Environment

5. Capacity and Quality of the

Local Leadership/ Governance
DETERMINING VISION-REALITY
GAP ANALYSIS
VISION - REALITY GAP

❏ Measure of the difference between the end

state and the existing situation
❏ Vision-Reality Gap Analyzing VRGs, Observed
Conditions and Implications
VISION - REALITY GAP

This type of analysis shows:

❏ How large the difference is between the vision or ideal
state of the LGU and the existing situation; or
❏ How near the current situation in the city or
municipality is to the vision as defined by the
constituents and the LGU.
PROCEDURE IN VISION - REALITY GAP ANALYSIS

1. Review the sectoral descriptors and their corresponding success indicators generated in
connection with the formulation of the vision statement.
❏ Check indicators for the completeness of coverage
❏ See that indicators are expressed in terms of maximum values or superlative degree.

2. Recall the characterization of the city as presented in the Updated Ecological Profile or
Sectoral Studies, CMCI, Traffic Management Study, RaPIDS, SGLG, Child-Friendly
Indicator, old LGPMS indicators (governance), SCALOG (if applicable).

The difference is the vision – reality gap.

RISK SENSITIVE VISION - REALITY GAP ANALYSIS

Make use of first-hand or stock knowledge of the LGU.

Review the relevant characterization of each sector in the
Ecological Profile, LDI Matrix, and other important sources
such as the CDRA.
RISK SENSITIVE VISION - REALITY GAP ANALYSIS
EXPANDED PROBLEM-SOLUTION MATRIX (EPSFM)
ANALYSIS
WORKSHOP 1 WORKSHOP 2

Observed
Implications
Condition Cause of the
Element Success when
RaPIDS/ LDIS (based on observed
Descriptor Indicator unresolved
Ecological condition
(Negative)
Profile)
IDENTIFICATION OF GOALS/
OBJECTIVES AND STRATEGIES BASED
ON THE CURRENT REALITY OF THE
LGU
Goal formulation or the process of determining what
citizens want their city or municipality to become is often
considered the most important step in the planning
process.

Sectoral goals are the desired ends consistent with

the success indicators.

These are results that are the same, or derived from, the
particular element of the vision statement pertaining to a
specific sector.
This relationship is necessary to ensure that every policy
and action (programs, projects, activities, legislative and
other regulatory measures) formulated will contribute to the
realization of the Vision.
An objective refers to the specific steps to achieve a
desired result.
The result is the goal. Hence the term ‘goals and
objectives.’

Our goal is what we want to become,

while our objective is how we plan to get
there.
WORKSHOP 2 WORKSHOP 3

Observed
Implications
Condition Cause of the
when
RaPIDS/ LDIS (based on observed Goals Objectives
unresolved
Ecological condition
(Negative)
Profile)
DETERMINING POLICY OPTIONS
IN ACHIEVING IDENTIFIED GOALS
AND OBJECTIVES
WORKSHOP 3 WORKSHOP 4

Capacity
Goals Objectives PPAs Legislative Agenda Development
Requirement
CONSOLIDATION AND FORMULATION
OF THE EXECUTIVE-LEGISLATIVE
AGENDA VIS-A-VIS THE GOALS AND
OBJECTIVES IDENTIFIED DURING
THE WORKSHOP
HARMONIZATION OF ELA-CAPDEV
AND DTP CAPDEV WITH THE FULL
BLOWN CAPACITY DEVELOPMENT
AGENDA