Barangay Type of 2013 2014 2015
San Crimes Male Female
Robbery Male Female Male Female
Agustin 2
Sur Murder 8732
Mabua Homicide 2
Physical
San 2
Agustin Injury 1 9642
Norte Theft 1 23
Robbery
Telaje Murder 13
Homicide
Bag-ong Physical 43
Lungsod Injury
Theft 2 1 10 3 8 3
Bongtud Robbery 3 1 11 7 5 8
Rosario Murder 3
Homicide 11
Physical
2 1 10 6 6 7
Injury 8823
Theft
Robbery 1
Murder
Homicide 1
Physical
Injury 31
Theft
Robbery 3 1 16 16 9 9
Murder 1 16 11 6 11
Homicide 31
Physical
1
Injury
Theft 3 8531
Robbery 1 3421
Murder
Homicide 1
Physical
Injury 11
Theft 5111
Robbery
Murder
Homicide
Physical
Injury
Theft
Page | 49
Barangay Type of 2013 2014 2015
Crimes Male Female
Male Female Male Female
Robbery
22
Table 50. Index and Non-Index Crimes
Barangay Against NON-INDEX Total INDEX
Person
Awasian 201 201 Against 201 201 Total INDEX
B. L 56 56
Bioto 201 201 1 201 201 201 201
Buenavist 5 56 55 5656
a 1 45
Bongtud 49 84 128
Dagocdoc 44
Mabua
Mabuhay 3 1 4 6 10
Maitom
Maticdum 5 12 17 58 75
Pandanon 6 13 19 56 75
Pangi 14 25 39 72 111
Quezon
Rosario 1 123
Salvacion 1 123
San
Agustin 11
Norte 1 1 9 10
San 11 8 19 20 39
Agustin
Sur 33
San
Antonio 1 3 4 7 11
San Isidro
San Jose 10 13 23 44 67
Telaje
Total 1134
2213
33
7 24 31 72 103
66 24 153 56 219 80 454 192 673 272
For the period from the calendar year 2013 up to the present, Tandag Police
Station has a total force of 82 uniformed personnel composed of three police
commission officers (PCO) and seventy-nine (79) Non-Commission Police officers
(PNCO).
Page | 50
Out of eighty-two personnel, fifty of which were in seven detached services to
SSDPPO other, seven have undergone schooling; the rest will perform different police
functions.
THE LOCAL ECONOMY
Primary Sector (Agriculture and Fisheries)
Tandag City belongs to an agricultural barangay. It has seventeen barangays
engaged in some agricultural crops, especially rice. There were four barangays
irrigated under the communal irrigation system. Other barangays have a water source
utilized as self-help irrigation to irrigate their fields.
Irrigated areas have an average production of 4.0 metric tons per hectare, while
rain-fed areas have 3.5 metric tons per hectare.
Table 51 Agriculture Crops by Area, Production, and Product Market
Communal Area Production Produc
Irrigated System t
Market
Major No. Export
Crops of w/n
Ha. provin
Barangay NIA LG Privat % Of Volume Value ce
U e Total kilos P18/kg. region
outsid
5,040,000.0 e the
0 Phil
7,200,000.0
1. Rice 1. San 50.’ 20.’0 70.0 16.50 280,000 0
Irrigat Isidro 0 20.’0 % 14,032,000.
ed 2.Awasian 80.’ 00
0 20.’0 100 23.60 400,000 1,440,000.0
3.Quezon 56.’ 20.’0 % 0
0 20.’0 1,440,000.0
20.’0 56.0 13.’2 224,000 0
40.’0 % 1,440,000.0
0
4.Maitom 20.0 4.’72 80,000 1,440,000.0
% 0
2,880,000.0
5.Mabuhay 20.0 4.’72 80,000 0
6.Maticdu %
m
7.Pandanon 20.0 4.’72 80,000
%
20.0 4.’72 80,000
%
8.Rosario 40.0 9.’43 160,000
%
Page | 51
Communal Area Production Produc
Irrigated System t
Market
Major No. Export
Crops of w/n
Ha. provin
Barangay NIA LG Privat % Of Volume Value ce
U e Total kilos P18/kg. region
outsid
e the
Phil
9.San Jose 20.’0 20.0 4.’72 80,0 1,440,000.0
10.Mabua % 00 0
152,000 2,736,000.0
11.Bioto 38.’0 38.0 8.’96 0
% 80,000 1,440,000.0
0
12.Buenavi 20.’0 20.0 4.’72
sta
13.Pangi
14.Salvacio
n
15.SAN
16.SAS
Total 424.
0
Source: City Agriculture office
Note:
Production per Ha 4.0 MT
Farm gate price/kgs. Php 18.00
Table 52. Rice (Irrigated)
Area Production Product
Market
Major Export
Crops
w/n
Barangay No. of % of Total Volume Value P18/kg. province
Ha. kilos region
outside
the Phil
1. Rice 1.San Isidro 50.0 7.14% 175,000 3,150,000.00
2.Awasian
3.Quezon 15.0 2.14% 52,500 945,000.00
4.Maitom
5.Mabuhay 50.0 7.14% 175,000 3,150,000.00
6.Maticdum 80.0 11.43% 280,000 5,040,000.00
50.0 7.14% 175,000 3,150,000.00
70.0 10.00% 245,000 4,410,000.00
Page | 52
Area Production Product
Market
Major Export
Crops
w/n
Barangay No. of % of Total Volume Value P18/kg. province
Ha. kilos region
outside
the Phil
7.Pandanon 80.0 11.43% 280,000 5,040,000.00
11.43% 280,000 5,040,000.00
8.Rosario 80.0 5.71% 140,000 2,520,000.00
4.29% 105,000 1,890,000.00
9.San Jose 40.0 7.86% 192,500 3,465,000.00
5.00% 122,500 2,205,000.00
10.Mabua 30.0 0.71% 17,500 315,000.00
2.14% 52,500 945,000.000
11.Bioto 55.0 5.00% 122,500 2,205,000.00
1.42% 35,000 630,000.00
12.Buenavista 35.0
13.Pangi 5.0
14.Salvacion 15.0
15.SAN 35.0
16.SAS 10.0
Total 700.00
Source: City Agriculture office
Note:
Production per Ha 3.5 MT
Farm gate price/kgs. Php 18.00
Table 53. Rice (Non-Irrigated)
Area Production Product
Market
Major Export
Crops
w/n
Barangay No. of % of Total Volume Value P18/kg. province
Ha. kilos region
outside
the Phil
1. Rice 1. San Isidro 5.’0 4.93% 5,000 100,000.00
b. non-
Irrigated 2. Awasian 5.’0 4.93% 5,000 100,000.00
(Rainfed) 56.’6 55.39% 56,500 1,130,000.00
3. Quezon 20.’0 19.78% 20,000
4. Maitom 10.’0 9.85% 10,000.00 400,00.00
5. Mabuhay 200,000.00
6. Maticdum
7. Pandanon
8. Rosario
9. San Jose
Page | 53
Area Production Product
Market
Major Export
Crops
w/n
Barangay No. of % of Total Volume Value P18/kg. province
Ha. kilos region
outside
the Phil
10. Mabua
11. Bioto
12. Buenavista 5.’0 4.93% 5,000 100,000.00
13. Pangi
14. Salvacion
15. SAN
16. SAS
Total 101.5
Source: City Agriculture office
Note:
Production per Ha 1.0 MT
Farm gate price/kgs. Php 20.00
Table 54. Corn Production
Area Production Product
Market
Majo Barangay Traditiona OP Hybri Tota % Of Volum Value Export
r lV d l of Total e P18/kg. w/n
Crops Ha. provinc
e region
2. 1. San 7.’0 1.’0 8.’0 11.2 24MT. 240,000.0 outside
Corn Isidro 6 0 the Phil
1.’0 none
2. 1.’0
Awasian none
1.’0 none
3. Quezon 7.’0 1.’0 7.’0 11.2 24MT 240,000.0 none
6 0 none
240,000.0
4. Maitom 7.’0 7.’0 11.2 24MT 0
6 240,000.0
0
5. 7.’0 7.’0 11.2 24MT 240,000.0
Mabuhay 7.’0 6 0
6.
Maticdum 7.’0 11.2 24MT
6
Page | 54
Area Production Product
Market
Majo Barangay Traditiona OP Hybri Tota % Of Volum Value Export
r lV d l of Total e P18/kg. w/n
Crops Ha. provinc
1.’0 e region
7. 7.’0 8.’0 7.’0 09.8 21MT 21,000.00 outside
Pandanon 5 the Phil
60,000.00 none
8. Rosario 1.’0 1.’0 2.’0 02.8 6MT 180,000.0 none
1 0 none
9. San 5.’0 6.’0 08.4 18MT none
Jose 5 none
10.
Mabua 1.’0
11. Bioto 4.’0 13.’0 11.2 39MT 390,000.0
6 9MT 0
90,000.00
12. 3.’0 04.2
Buenavist 3.’0 2
a
13. Pangi 71.’0 213MT
14.
Salvacion
15. SAN
16. SAS
Total
Source: City Agriculture office
Table 55. Cassava Production
Area Production Product
Market
Major No % Of Value
Crops of Ha. Total P18/kg. Export
w/n
Barangay Variety 3.0 0.86 Volume province
2.0 0.57 region
3.Cassava 1.San Isidro Pollutan 0.5 0.14 12.96MT 52,800.00 outside
2. Awasian Pollutan 8.0 23.02 8.64MT 35,200.00 the Phil
3. Quezon Pollutan 10.0 27.77 2.16Mt 8,800.00 NONE
4. Maitom Pollutan 6.0 17.26 34.56MT 140,800.00 NONE
5. Mabuhay Pollutan 1.75 5.03 43.2MT 176,000.00 NONE
6. Maticdum Pollutan 0.5 1.43 25.92MT 105,600.00 NONE
7. Pandanon Pollutan 7.56MT 30,800.00 NONE
8. Rosario Pollutan 2.16MT 8,800.00 NONE
NONE
NONE
Page | 55
Area Production Product
Market
Major No % Of Value
Crops of Ha. Total P18/kg. Export
w/n
Barangay Variety Volume province
region
9. San Jose Pollutan 0.5 1.43 2.16MT 8,800.00 outside
0.5 1.43 2.16MT 8,800.00 the Phil
10. Mabua Pollutan 0.5 1.43 2.16MT 8,800.00 NONE
0.5 1.43 2.16MT 8,800.00 NONE
11. Bioto Pollutan 0.5 1.43 2.16MT 8,800.00 NONE
0.5 1.43 2.16MT 8,800.00 NONE
12. Buenavista Pollutan 34.75 NONE
NONE
13. Pangi Pollutan
14. Salvacion Pollutan
Total
Source: City Agriculture office
Note:
Production 4.32 MT/ha
2Kgs/Hill
Table 56. Agricultural Facilities and Other Related Services Year
Agricultural Facilities and Other Location Responsible
Related Services Agency
Breeding Stations Office of Provincial
agriculturist (OPAG)
Swine/large and Small Ruminants Telaje People Organization
Nucleus Farm- Swine Awasian of Awasian, San
Antonio, D A, Mabua
The Provincial Breeding Station, or the Animal breeding Center at OPAG, caters
to breeding small ruminants such as Goat, Large Ruminants such as Carabao, and
Cattle and Snow. It can serve Tandag and its neighboring municipalities. The Nucleus
Farm for Pigs at Awasian will serve as a source for breeder animals for the five (5)
people organizations.
Page | 56
Table 57. Livestock Production
Poultry Volume in Heads Value (Estimate in P)
Livestock 840,240 252,072,000
Total
56,187 289,861,200
Source: City Veterinary 896,427 541,933,200
Table 58. Livestock and Poultry Farms
Area Classification Production Production Market
Type Location (In Backyard Commercial Volume Value W/in City Outside City
(Barangay) Has.) (In Pesos)
Livestock
1. Piggery Rosario 1 Commercial 1,000 2,000,000 W/in city Outside
OuCtistyide
Quezon 1 Commercial 600 1,200,000 W/in City
City
Rosario 1 Backyard 200 400,000 W/in City Outside
San Agustin 1 Commercial 560 1,120,000 W/in City City
AwSausrian 0.5
Backyard 600 1,200,000 W/in City
2. Cattle Maticdum 15 Commercial 15 300,000 W/in City
Poultry
Livestock San Jose 0.5 Backyard 800 120,000 W/in city
chicken San Agustin
turkey 0.1 Backyard 10 1,800 W/in city
RoSsuarrio 0.1 Backyard 5 900 W/in city
Backyard 20 3,600 W/in city
Telaje 0.1
Source: City Veterinary
Tandag City has ten coastal barangays where the main sources of livelihood
are fishing. The water is delineated of 9,443.22 hectares of fishing ground potential
activities.
Table 59. Fish Production
Species Production (Mt.)
A. Municipal
Tuna and Tuna-like Species 1,630.05
Tuna and Demersal Fishes
Hard and Soft bottom fishes 95.5
68.5
Flying, Gar, and Pelagic Fishes 51.8
Hard bottom and Seagrass Fishes 80.7
Octopus, Squid, and Cattle Fish 20.4
b. Commercial 200MT
Small Pelagic and Soft Bottom Fish 50MT
TOTAL 250MT
Source: City Fisheries Office
Page | 57
Table 60. Fishing Grounds and Aquaculture Production
Fishing Grounds Barangay Production Product Market
Local Export
Volume Value
1. Marine
a. Sea 1. Rosario
Motorized/banca 3,500 P 210,000.00
3,100 P 160,000.00
Non-Motorized/banca
w/o banca
2. Mabua
Bangus 1,500 P 120,000.00
1,800 P 540,000.00
Prawn
3. Bag-ong Lungsod
Bangus 400 P 32,000.00
1,500 P 450,000.00
Prawn
4. Bongtud
Motorized/banca 1,820,500 P
12,280 145,640,000.00
Non-Motorized/banca
P736,800.00
commercial 120,500 P 6,025,000.00
5. San Agustin Sur 76,300 P 6,104,000.00
Motorized /banca 5,100 P 306,000.00
Non-motorized /banca
Commercial 3,000 P 240,000.00
6. San Agustin Norte 5,000 P 300,000.00
Non-motorized/banca 2,200 P 110,000.00
w/o banca
7. Pangi 12,400 P 992,000.00
Motorized/banca 5,000 P 300,000.00
Non-motorized/banca 2,500
w/o banca 00
8. Salvacion P 125,000.00
Motorized/banca
Non-motorized/banca
w/o banca
9. Buenavista
Motorized/Banca 56,800 P 4,544,000.00
Non-motorized/Banca 11,100 P 666,000.00
w/o banca 2,800 P 140,000.00
10. San Antonio
4,500 P 360,000.00
Motorized/banca 10,200 P 612,000.00
3,000 P 150,000.00
Non-motorized/banca
w/o banca
Page | 58
Fishing Grounds Barangay Production Product Market
Local Export
Volume Value
b. Bay 1,500 P 120,000.00
c. Gulf 1,800 P 540,000.00
2. Inland
a. fishponds a. Mabua 400 P 32,000.00
1,500 P 450,000.00
Bangus
Prawn 300 P 24,000.00
2. Bag-ong Lungsod 100 P 30,000.00
Bangus
Prawn 800 00
3. Telaje 1,200 P 64,000.00
Bangus P 360,000.00
Prawn 60
4. Bioto P 3,600.00
Bangus 50
Prawn P 3,000.00
5. Pangi 200
Tilapia P12,000.00
6. Buenavista
Tilapia
7. Maticdum
Tilapia
Table 61. Area, Location, and Production of Fishing Grounds
Fishponds/ Fishing Volume of Catch
Grounds/ Fish Cages/
Location Area Total Average Value (In
Fishponds (Barangay) (In Has.) Pesos)
Inland San Antonio none 3,000 3,000 60/kg
Buenavista 0.5ha 3,600 3,600 60/kg
Salvacion None 500 500 60/kg
Pangi 0.25ha
San Agustin Norte 0.5ha 400 400 60/kg
San Agustin Sur None 500 500 60/kg
Bongtud None 500 500 60/kg
Bag-ong Lungsod 2 has
Mabua 3 has
Maticdum 0.4kha
Table 62. Occupation Groups
Occupation Groups Location Number
1. Farmers All barangays Male Female Total
a. Crop 768 511 1,279
b. Orchard
c. Livestock and dairy
Page | 59
d. Poultry All barangays 662 165 827
2. Ornamental & Other Plant
3. Other Animal Producers
Buenavista, Maticdum,
4. Aqua-Farm Cultivators San Agustin Norte, Pangi 29 5 34
5. Other Farm Workers Not
Elsewhere
6. Fishermen
a. Inland Waters
Rosario 1 1
Telaje 1 1
Mabua 1 1
Bioto 11
Bag-ong Lungsod 11
Maticdum 11
San Agustin Norte 11
Buenavista 22 22
b. Coastal Waters
Mabua 4 4
Bag-ong Lungsod 3 3
c. Deep Sea
Bongtud 10 10
Source: City Fisheries Office
Table 63. Comparative Utilization of Significant Agricultural Activities, Year
Year 1 Year 2 Year 3
Activities Area % Area % Area %
1. Crop 1,225.50 has 100% 1,225.50 has 100% 1,225.50 100%
production 71.0has 15% 71.0has 15% has 15%
-Rice
71.0has
-Corn
-Cassava 345.75 has 27% 345.75 has 27% 345.75 has 27%
2. Livestock/ 9,443.22 has 100% 9,443.22 has 100% 9,443.22 100%
Poultry has
3. Fishing
4. Forestry
Source: City Agriculture office
Page | 60
The Secondary Sector (Manufacturing and Industry)
The secondary sector comprises mining, quarrying, manufacturing, electricity,
gas, water supply, and construction economic activities. For the calendar year 2015,
a total gross annual sales amounting to Php96,141,179.92, or 26.60% increase from
2013 to 2015, and 249 jobs were generated from the sector during the same period.
Table 64. Jobs Created
Industrial Classification Jobs Created
Mining and Quarrying 2013 2014 2015
Manufacturing -
Electricity 68 -4
Gas 30
Water Supply 32 90 101
Construction -
Total 16 43 43
Source: BPLO 146
30 61
--
11 40
174 249
Table 65. Inventory of Establishments by Economic Activities
2013 2014 2015 % Inc/(Dec)
GAS over 2013
Economi No. of GAS N N No. GAS N No. G N
c MSM o. No. o. of o. of A o.
of of of MS of MSE S of
Activitie ES Jo MS Jo MES Jo MS Jo
s bs MES bs bs bs
Mining - - -- -- - 4- --
and
Quarryin 14 29,445,0 68 26 22,383,2 90 23 23,147,7 10 39% 27 32
g 1 00 14.13 91.98 1 %%
Manufac 8 27,038,5 30 3 28,439,4 43 3
turing 68.34 64.04 47,926,3 43 67% 44 30
Electricit 7,990,00 32 10 9,900,00 30 8 15.94 %%
y, 0 0
GAS - -- - -- 6,300,00 61 1% - 47
6,120,00 16 8 17,450,0 11 9 0 27 %
0 00 %
70,593,5 14 47 78,172,6 17 43
Water - 68 6 78.17 4 - -- --
Supply 6
Construc 18,790,0 40 19% 67 60
tion 00 % %
29 96,164,1 24 33% 27 30
TOTAL 07.92 9 %%
Source: BPLO
Page | 61
Table 66. Employment by Sector
Year Name of Registered Job Generated
2013 Establishments
Male Female Total
Total
2014 Granexport Manufacturing 3 2 5
Ethel Bakeshop and bakeshop 1 1 2
17 - 17
Panadero Bakeshop 1 - 1
Honey Bakeshop 1 - 1
3 - 3
Paramount bakeshop 2 - 2
Lizz Bakeshop 3 - 3
5 1 6
Sarah Cake and Party Needs 3 1 4
Bethany Bakeshop 13 - 13
Mamay Bakeshop 1 - 1
Panaderia 2 - 2
Panadero Bakeshop 6 2 8
Raizel Bakeshop 61 7 68
Miranda Bakeshop
Parks’ Go Bakeshop 6
5
Sunriser Manufacturing 4 2
4 1 5
Granex Manufacturing
Nova Manufacturing and Trained 4 1 7
-
inc. 5 2 6
Jens Bakeshop and Restaurant - -
2 4 4
Kamaya Bakeshop
Rose Bakeshop-Telaje 2 2 3
Rose Bakeshop Bag-ong 2
1 2 4
Lungsod 1 1
Rose Bakeshop – Dagocdoc 2 2 17
El Brederia 10 7 10
Weng’s Bakeshop 4
Panadero Bakeshop – Bag-ong 7 3 1
2 2 -
Lungsod 1 - 4
Panadero Bakeshop - Dagocdoc - - 8
2 2 -
Bethany Bakeshop 5 3 -
Honeybee Bakeshop - - 2
Sarah Cake Party Needs - - 2
Kim’s Bakeshop and Mini mart 1 1 -
Panaderia Bakeshop 1 1 -
New Paramount Bakeshop - -
- -
Mamon Delicious
Lalay Bakeshop
Mamay Bakeshop
Miranda Bakeshop
Mamay Bakeshop-Moonglow
Page | 62
Year Name of Registered Job Generated
Total Establishments
Male Female Total
Guadalupe Bakeshop -
-- -
Parks’ Go Bakeshop -
-- 90
TT and Company, Inc.
--
54 36
2015 2 24
Sunriser
3 25
Nova Manufacturing and Trained
inc. 2 24
- 11
Jens Bakeshop and Restaurant 2 57
Kamaya Bakeshop
1 34
Rose Bakeshop-Telaje
Rose Bakeshop Bag-ong 1 34
1 34
Lungsod 1 23
Rose Bakeshop - Dagocdoc 1 23
El Brederia 7 6 13
TT and Company, Inc 4 48
Weng’s Bakeshop 2 13
2 13
Panadero Bakeshop – Bag-ong 2 13
Lungsod 3 47
1 12
Panadero Bakeshop - Dagocdoc 1 12
Bethany Bakeshop 4 37
2 24
Honeybee Bakeshop 4 48
Sarah Cake Party Needs - --
48 53 101
Panaderia Bakeshop
New Paramount Bakeshop
Mamon Delicious
Mamay Bakeshop-Moonglow
Mamay Bakeshop- Bongtud
Parks’ Go Bakeshop
Jmar Bakery
Total
Source: BPLO
Table 67. Yearly Investments by Sector, 2010-2015
Year Number of Total New Capital Total Gross
Registered Investment Annual Sale
2013 Establishments
2014 - 29.445,000.00
2015 14 - 22,383,214.13
Source: BPLO - 23,147,791.98
26
23
Page | 63
Tertiary Sector
Tandag City, the capital town of the province of Surigao del Sur, has achieved
impressive economic performance and has become a tourism hub because of the
conducive environment. It is noticeable the growing rate of tourism arrivals in the city,
the operation of the airport thrice a week is a great advantage for a fast-growing rate
of tourism in the city because the accommodations and services are instant and it is
the ideal venue for meetings and conferences in the entire province.
Table 68. Tourism Establishments
Locatio Name of Area Type of Facilities Ownership
n Tourism (has.) Attractio
Establishme Community LGU
Bongtud 1 n Stage/ Sound LGU
nt hectare Man- LGU
made system/CR LGU
Tandag City 0.5 Man-
Plaza made Stage/CR/Soun
1 Man- d system
Bongtud Rizal Park hectare made
Man- Community
Bongtud Tandag Mega 2 made Stage/CR
Gym hectare
Natural
Lungsod Tandag City s
Bay walk 10 Natural
hectare
Bongtud Twin s Man- Diving Area LGU
Bongtud Linungao made
1 Diving Area LGU
Island hectare Natural
Mangcagani 40 Natural
Island hectare
Bongtud Tandag s Docking area/ LGU/NGA
Seaport patrol
boat/coast
guard
Mabua Mabua Beach Cottages/CR Private/protecte
Resort d
San Busay Falls Cottages/diving LGU/Protected
Isidro area
Source: City Tourism
Page | 64
Table 69. Potential Tourist Attractions
Barangay Potential Attraction
1.San Antonio Busay de Magsaysay falls
2.Buenavista Fish Sanctuary
Mahayag Beach Resort
3. Pangi Twin magsawili falls
Bugsukan falls
4.San Agustin Norte Bato Falls
Mangrove Forest
5. Maitom Tyme Falls
Tongtong Daga Cave
Poog Spring
6. Pandanon Caves
Rock Formation
7. Mabuhay Toril Falls
Madagaslum falls
Caves
8. Awasian Ihawan Spring with water Falls
Tree Park
9. San Isidro Busay Falls
10.San Jose Saint Pedro Pio Chapel
Silop Cave
11. Bongtud Cathedral Cave
Grotto of our Lady of Lourdes
Twin Linungao
Manganui Island
12. Rosario Andap Falls
13. Mabua Beach/ fish Sanctuary
14. Dagocdoc Cathedral Church
Source: Tandag Tourism Office, 2009)
Table 70. Inventory of Commercial Establishment by Economic Activities
Year 1 Year 2 Year 3
Economic No. of No. of No. of No. of No. of No. of
Activities Establishm Employ Establishm Employe Establishm Employ
ents ees ents es ents ees
MF MF MF
1.
Wholesal 166 299 242 196 198 299 316 301
e & retail trade
2. Hotels &
restaurants, 10 55 26 47 49 20 55 65
transport &
storage
Page | 65
Year 1 Year 2 Year 3
Economic No. of No. of No. of No. of No. of No. of
Activities Establishm Employ Establishm Employe Establishm Employ
ents ees ents es ents ees
MF MF MF
3.
Communi 14 48 1 8 23 16 13 35
cations
4. Financial 43 265 57 122 130 50 177 156
Intermediation
5. Real 8 9 41 14 5 52 8 8
estate renting
and
Business
6. Health & 12 20 22 17 16 22 6 31
social work
7. Other 51 81 86 87 43 84 118 101
community,
social
and personal
services
8. TOTAL 304 714 475 491 464 543 693 197
30
Source: BPLO
Table 71. Employment Size by Type of Economic Activity Year to Year
Economic Activity 2013 No. Employees 2015
- 2014 -
Agriculture, Hunting & Forestry - - -
Fishing - - 4
Mining & quarrying 68 -
Manufacturing 62 90 101
Electricity, gas & water supply 16 73 104
Construction 11 40
Wholesale & retail trade/ repair 333
of motor 457 651
vehicle/motorcycles, personal & 52
household items 82 124
Hotels & Restaurants
Transport, Storage & 51 41 48
Communications 265 252 293
Financial Intermediation
Page | 66
Real estate, renting & business 9 19 16
activities 81 130 221
Other community, social & 20 33 37
personal services
Services
Health and Social Work
Source: BPLO
INFRASTRUCTURE
Mobility and Circulation Network
Table 72. Inventory of Roads, by System Classification and Road Surface
Width (In Road Surface
meters) of
Administrative Length Carriageway Concrete Asphalt Gravel/ Earthfall
Classification (In and Right of Macadam
14.469
National Kms.) Way 5.1700
Provincial 15.0200
Pangi- 13.0600 1.123 0.551
Paniningkan Rd. 7.890
San Agustin- 1.64 2.68
Quezon Rd 3.123 .813 1.64
Jet-National Rd.- .987
Bioto-Tabon2x 2.68 3.044 6.051
Rd .813
Magsaysay St. .987 3.67 2.5795
Quezon St. 3.044 90.3080
Provincial Capitol .267
Rd. to Shell 3.67
Telaje-SanJose .342
Road (from LTO 6.36 9.7785
to Sn Jose) 1,6500
San Jose- 12.3580
Pandanon 91.9580
Maitom Rd.
Rosario-
Elementary
School Road
City
Barangay
Alley
Footpath
Source: CEO
Tandag City has a secondary airport located at Barangay Awasian, Tandag
City. It takes 10 minutes to travel from the downtown area. It has a length of 1.300 Km
Page | 67
and a completely paved runway. Its facilities include an airport terminal, a control
tower, and a fire station. This is utilized by Cebu Pacific Airlines, which flies to Tandag
City and Cebu three times a week (Monday, Wednesday, and Friday).
Tandag City has a Public Commercial Public Port operated by the Philippine
Ports Authority (PPA). This Port has an area of 76,971 sq m and is provided with
a berthing area, RC deck, concrete pavement, and backup area. Passenger
terminals, warehouses, and waiting shades are other facilities.
Only one cargo vessel (MV Maria Garcia) will dock in Tandag from Cebu
City once a month, and it contains several socks of cement ordered by some big
businessmen and contractors residing in Tandag City, and if there’s no order, no
cargo vessel will come.
Table 73. Modes of Transport and Facilities, Year
Modes of Facilities Location Condition Frequency of
Transport Type Capacity Service / Trips
1. Sea Bongtud,
Cargo Gross Tandag Serviceable Once a month
2. Air vessel Tonnage
City
Passenger 72 Awasian, Serviceable MWF
Plane Tandag
City
Table 74. Land Transportation Terminals by Location and Condition
Name Barangay Area Type of Terminal Physical
Occupied Public Facilities Condition
Trading Utility
Integrated (has.) Using the NDA NDA
Terminal
Transport NDA
Bus, Van
terminal Balilahan
Jeepney
Multicap
Page | 68
Table 75. Type of Communication Facilities by Location and Ownership
Type Location No. by Ownership
Public Private
1. Postal Services Capitol Hills, Telaje, 1 Public
Tandag City
National Highway,
Moonglow,
Bag-ong Lungsod 1 Private
2. Internet Service Providers
3. Telephone Service Telaje, Tandag City 1 Public 2 Private
Providers 1 Private
4. Cell sites National Highway, 2 Private
5. Public Calling stations Moonglow
1 Private
6. Television Networks Bag-ong Lungsod,
Tandag City 1 Private
7. Cable Television 2 Private
Networks Telaje, Tandag City 2 Private
8. Radio Networks -none-
9. Others National Highway,
Moonglow, Bag-ong
Lungsod, Tandag City
National Highway,
Moonglow,
Bag-ong Lungsod,
Tandag City
Telaje, Tandag City
Bag-ong Lungsod,
Tandag City
Public Market located at the heart of the City of Purok Cabugan, Bag-ong
Lungsod, Tandag City, Surigao del Sur. It comprises two hundred four (204) stalls of
different sections, like meat, fish, vegetables, rice retailers, dry goods stores, sari-sari,
dried fish, bakery, fruits, root crops, eatery, and cafeteria.
The number of market collectors has been almost the same for the past three
years, assigned to collect daily rentals of stalls, entrance fees for meat and fish, and
parking fees for tricycles, habalhabal, truck vans, and panels.
Only one market inspector was assigned to inspect weighing scales, monitor
Page | 69
the tag price of fish sections, calibrate defective weighing scales, and attend to
customer complaints and assistance.
Only one market supervisor was assigned to supervise the market operation.
LOCAL INSTITUTIONAL CAPABILITY
The City Government of Tandag comprises fifteen (15) departments, including
the office of the Mayor, the Office of the Vice Mayor, and Sangguniang Bayan.
Fourteen (14) of these are mandatory, namely;
1. Office of the Mayor
2. Office of the Vice Mayor
3. Office of the Sangguniang Bayan
4. Office of the City Accountant
5. Office of the City Agriculture
6. Office of the City Assessor
7. Office of the City Budget Officer
8. Office of the City Civil Registrar
9. Office of the City Health Center Officer
10. Office of the City Planning and Development Coordinator
11. Office of the City Secretary
12. Office of City Welfare and Development Officer
13. Office of the City Engineer
14. Office of the City Treasurer
And the optional office is that of the City Administrator.
The mayor supervises the department heads, who are also responsible for
supervising their respective personnel.
The table below shows the number of plantilla positions that are filled up as well
as vacant positions.
Page | 70
Table 76. Plantilla Positions Filled and Vacant
Position 2013 2014 2015
Filled up 180
Vacant 71 + 21 = 92
Table 77. Distribution of CITY Personnel by Appointment and Office
Status of Appointment 2015
Office Permanent Co- Job Order Total Rank
terminus
No. % No. % F M No. %
1. Office of the Mayor w/ 21 4 25
Eco Enterprise
2. Office of the Vice Mayor 3 2 5
3. Office of the 13 11 24
Sangguniang Bayan 10 1 10
6 7
4. Office of the City 10 10
Accountant 6 6
5 5
5. Office of the City 4 4
Administrator 15 15
6. Office of the City
Agriculture
7. Office of the City
Assessor
8. Office of the City Budget
Office
9. Office of the City Civil
Registrar
10. Office of the City
Engineer
11. Office of the City 23 23
Health Officer
Office of the City Planning 6 6
and Development 7 7
Coordinator 4 4
13. Office of the City
Secretary
14. Office of the City
Social Welfare and
Development Office
15. Of the City Treasurer 24 24
Page | 71
Status of Appointment 2015
Office Permanent Co- Job Order Total Rank
terminus
No. % No. % F M No. %
16. Office Legal 21 3
17. Office Cooperative 3 3
18. Office Veterinary 2 2
9
19. Office GS City General 9
Services 3
195
20. Office of Economic
21. City Environment and 3
Natural Resources Office
TOTAL 176 19
Source: HRMO
Table 78. Status of Appointment of Employees (2014)
Status of Appointment 2014
Office Permanent Co- Job Total Rank
terminus Order
1. Office of the Mayor w/ Eco
Enterprise No. % No. % No. %
2. Office of the Vice Mayor
3. Office of the Sangguniang 16 6 22
Bayan
4. Office of the City Accountant 22
5. Office of the City
Administrator 12 12
6. Office of the City Agriculturist
7. Office of the City Assessor 99
8. Office of the City Budget
Office 51 6
9. Office of the City Civil
Registrar 99
10. Office of the City Engineer 33
11. Office of the City Health
Officer 44
Office of the City Planning and
Development Coordinator 44
13. Office of the City Secretary 13 13
21 21
55
77
Page | 72
Status of Appointment 2014
Office Permanent Co- Job Total Rank
terminus Order
14. Office of the City Social
Welfare and Development No. % No. % No. %
Office
15. Of the City Treasurer 44
16. CGSO
17. CLO 23 23
18. CVO 5 5
19. CENRO 11 2
20. CCO 2 2
TOTAL 2 2
3 3
136 22 158
Table 79. Status of Appointment of Employees (2013)
Status of Appointment 2013
Office Permanent Co- Job Total Rank
terminus Order
1. Office of the Mayor w/ Eco
Enterprise No. % No. % No. %
2. Office of the Vice Mayor
3. Office of the Sangguniang 22 6 28
Bayan
4. Office of the City Accountant 21 3
5. Office of the City
Administrator 12 12 24
6. Office of the City Agriculturist
7. Office of the City Assessor 99
8. Office of the City Budget
Office 61 7
9. Office of the City Civil
Registrar 99
10. Office of the City Engineer 33
11. Office of the City Health
Officer 44
12. Office of the City Planning
and Development Coordinator 44
13. Office of the City Secretary 13 13
14. Office of the City Social 21 21
Welfare and Development
Office 55
15. Of the City Treasurer 77
16. CGSO
17. CLO 44
23 23
5 5
21 3
Page | 73
Status of Appointment 2013
Office Permanent Co- Job Total Rank
terminus Order
18. CVO 2
19. CENRO No. % No. % No. % 2
20. CCO 3
TOTAL 2 179
2
3
158 21
Table 80. Sex Distribution of Permanent Employees
Sex 2013 Total 2014 Total 2015 Total
category
FM 13 FM 14 FM 13
Elective 136 136 157
3 10 4 10 49
Permanent 8 7 8
Co-Terminus 76 60 1 76 60 1 83 74 2
Temporary 44 158 25 158 35 180
Total 1 1 2
84 74 83 75 92 88
LGU Mandated Functions and Systems
The delivery of basic services as mandated under section 17 of the Local
Government Code has guided the LGU to provide the necessary services to its
constituents. The autonomy given has devices various doable approaches to broaden
the services to constituents.
Danger zone, shorelines, riverbanks, and marshlands proliferated with informal
settlers, increasing the demand for economic, social, and infrastructure services.
Tandag, as an LGU, has provided such services, although some of its functions and
systems have yet to reach their optimum. Enumerated below are mandated functions
and systems that the municipal government has been delivering basic services to its
constituents. Major deficiencies are in the environment and infrastructure support that
crosscut social welfare. Rapid urbanization in the built-up area caused an increased
volume of solid waste, and the scarcity of public land to provide housing for low-income
people was not adequately provided. The two are interrelated causes which are the
alarming situation in the environment.
Page | 74
Public Works. Facilities in the City are well maintained. Such as local roads,
bridges, and public buildings – although it needs expansion due to increased clientele
and personnel complement. The availability of Municipal owned equipment fleet
augmented the Construction, Rehabilitation, Betterment, and Improvement of public
works. There is a water supply deficiency, especially in rural areas where the water
collection time of rural folks is recorded at an average of 30 minutes. A level III Tandag
Water District supplies the urban area, while power is supplied by an electric
cooperative supplying 100 percent of its barangay areas.
Health Services. This sector ranks second in terms of the number of personnel
and qualifications. The presence of 21 barangay health stations and the rural health
Unit made health services accessible to its constituent. This service is expanded
through the availability of a Mobile Clinic to service the hard-to-reach areas.
Agricultural Extension. Almost all of the rural barangays are provided with the
presence of an able and trained agriculturist and agricultural technologist. Farmers
can access information and farming technology.
Social Welfare. Programs related to the elderly, handicapped, and others are
implemented in the city aside from the Special Education (SPED) that handles schools
for the blind, deaf, special children, and learning disabilities. However, because of the
massive influx of people searching for greener pastures in the urban area and the
peace and order problem in the early 80s, housing became a problem. Because of a
lack of place and money, most of these migrants could only put up –and illegally
shanties on private properties, shorelines, and swamplands and turn into a nagging
headache of the City for years.
Environmental. Migration to the City was a factor that spawned more problems
in health and sanitation. Garbage collection is efficiently collected with new equipment
and dumpsite management. The kaingin as an alternative to livelihood has also
caused the encroachment of forest land to become agricultural land. This alarming
situation causes forest denudation and destruction of watershed areas.
Page | 75
Market /Slaughterhouse/Terminal/Economic Enterprise. One of the
lifeblood of the City is the operation of the economic enterprise; the Moonglow Public
Market was reconstructed after its conflagration in the early 90s with funds from
PREMIUMED II. This economic enterprise adds revenues to municipal coffers and
creates economic activity in the city's outlying areas. The opening of Balilahan Public
Market and Terminal to the public compliments the needed services. These facilities
are properly manned by competent economic enterprise workers and are properly
maintained.
Cooperative Development. There are considerable numbers of cooperative
that operates in the city. Some have a joint undertaking with the LGU in the livelihood
program. The Municipal Agriculturist office regularly conducts consultation and training
to assist them in their endeavor.
Security, Law, and Order. Tandag is a peaceful and quiet place to be in. The
city has an adequate number of police officers and, from time to time, is augmented
by forces from the Provincial headquarters. Police visibility is strategically located in
various “Ka Babayan Centers” and regularly monitored and checked.
Economic Development. The City is riding high on a new wave of economic
dynamism, all because of the confluence effort of committed local leadership and
freshly invigorated business leaders. Creating an Investment and Incentive Board in
the City makes an effort to invite investors to invest in various preferred areas.
Although the board needs capability building and training on product profiling,
marketing, and market linkages, the city was able to formulate a proposal for funding
from outside sources.
Planning, Budgeting, and General Management. The city has a clear
planning and budgeting process every middle of the year. Although the planning office
lacks the cannot in-depth study, the city has updated its land use plan. Various plans,
such as Annual Investment and Socio-economic profile, are being updated annually
to adjust to possible changes. The City applies visibility of the flow chart of every
transaction in every department. This provides the clientele easy access to its service
delivery. It will only take a day to process licenses and permits.
Page | 76
Accounting and Auditing. Each department operates with its respective
appropriation and has to work within its budget to accomplish the office goals.
Financial and other monetary transactions are properly recorded and reported. The
availability of computers and other information technology equipment provides the city
with fast and reliable information.
Revenue Generation. Information Technology equipment provides the City
with updated and accurate real property tax records. Although there is a deficiency in
the collection of taxes, especially in this time of crisis, where the peso devaluates
faster, the City was able to collect within its targeted bracket. The tax code has also
been updated regularly to collect potential revenues. A formulation for a tax roll
proposal has been ongoing. This will assist the LGU in making a strategy for the
effective and efficient collection of revenues.
Public Access to Information. Fortunately, the City of Tandag is accessible
to information. Aside from the availability of telephone system and mobile and cellular
phone, Radio stations, both Amplitude Modulation (AM) and Frequency Modulation
(FM), is also available. The City also got a radio program on both stations to serve its
grass root listening post. The programs enable the city to disseminate its vital
information to its constituent. It also serves as a feedback mechanism by allowing its
constituent to ventilate their issues and concern.
Human Resource and Management System. A weekly staff meeting and
conference allows various department heads to update the status of each department.
This mechanism allows the personnel and management to share views, ventilate
issues and concerns, and develop solutions. It has implemented an appraisal system
to check on its productivity and performance and is capable of undertaking disciplinary
action against erring employees. Although the municipal employees undertook various
training and workshops to enhance their work capabilities, there is a need to formulate
a human resource program that would respond to the employees' emerging needs.
Continuing education on personnel’s career and motivation system should be pursued
to invigorate its personnel towards work.
Page | 77
Development Constraints and Potentials
The City of Tandag is predominantly an agricultural City. Vast areas are potent
for diverse staple crops and High-Value Cash Crops. It also has a wide fishing ground
that can produce great and valuable aqua-marine products.
Constraints:
Farmlands are predominantly mono-crop;
In-adequate technology on HVCC;
Deterioration of soil fertility due to rising application of in-organic fertilizers and
chemicals;
Deterioration, if not the absence of community cooperation among farmers due
to the intrusion of cash usage in every farm activity and input;
In-adequate agro-industrial facilities that will further encourage optimum
utilization of agricultural resources;
Insufficient support capital for the development of agriculture;
In-adequate if not absence of marketing facilities established by the producers
themselves;
The huge number of households residing in the environmental hazard zones
such as flood-prone areas, landslide areas, seashores, river banks, and the
like;
Table 81. Number of Enacted Ordinances and Resolutions passed
Year Enacted Ordinances Resolutions Passed
2011 29 160
2012 29 166
2013 33 159
2014 46 187
2015 21 175
Total 158 847
Some of these enacted ordinances deal with budget appropriations of the LGU,
while resolutions passed cover approval of barangay budgets and annual investment
plans, etc.
Some ordinances have no corresponding executive orders or implementing
rules and regulations.
Page | 78
TANDAG CITY VISION
“Fulfilled and empowered Tandaganon in an agro-industrial capital and sustainably
managed eco-tourism hub and destination in Caraga with transparent and dynamic
governance.”
Page | 79
B. CONTEXT ANALYSIS
This process involves two steps: identifying the factors contributing to the LGU's
performance and identifying the key stakeholders and their interests.
Step 1. IDENTIFYING THE FACTORS THAT CONTRIBUTED TO
THE LGU's PERFORMANCE
The first step in the context analysis was aimed to give the participants a clear
understanding of the factors within and around the LGU that contributed to their
performance. There was a magnitude of issues as well as assets and other factors
that greatly affected the ability of the LGU to perform. The facilitators used the Causal
Loop Diagram tool to better understand the step to map out issues, concerns, or
problems connected as cause or effect derived from one complex issue surrounding
a particular development sector. It provided a deeper understanding and a clearer
picture of what affected or caused a particular problem or series of issues and how
they were related.
Social Sector
The social sector
identified education as their
main complex issue. In the
process, the problem identified
specifically about education is
the high incidence of non-
readers. The prevalence of non-
readers was attributed to
various factors, including Causal Loop Diagram: Social Sector
malnutrition, poor parenting, difficult access to schools, and safety and security issues
for both students and teachers. The following issues bred another layer of problems,
such as children's addiction to social media, lack of capacity interventions provided to
the parents to enhance and promote quality time with their children, non-availability of
food in the household due to lack of resources as a consequence of unemployment,
and lack of decent road going to school that often also caused the recurring presence
of insurgents in the area that threatens the security of both teachers and students.
Page | 80
During the analysis, the facilitators found a unique among the many issues that
surfaced that contributed to the existing complex problem: a birth registration. They
found out that many children, especially in the remote areas, didn't go to school
because they didn't have a birth certificate which was a requirement before enrolling.
Most children shied from getting to school because of this predicament.
Causal Loop Diagram: Economic Sector Economic Sector
environmental code compliance. Tourism was a complex
issue identified by the
economic sector. Various
factors affecting tourism
include the lack of a tourism
development plan, peace and
security issues, lack of
tourism-related infrastructure
projects, and the issue of
In the causal loop, the economic sector identified the necessity of formulating
an updated Tourism Development Plan to spur tourism development by improving the
sites and destinations within the city's jurisdiction. Every development effort would
be futile if there was no plan formulated in the first place. This realization came out as
an emerging consensus among the sectoral members.
They were also able to stress that the unstable peace and order situation in the
city, particularly in the barangays where many of the tourist attractions were located,
was one of the contributing factors for the lack of interest of the private sector and
even of the LGU to develop these sites further. Hence, the need to address the peace
and security issue was a priority to trigger robust tourism development and entice the
influx of tourists in the city. In so doing, it will create avenues for livelihood and improve
people's quality of life.
Page | 81
Causal Loop Diagram: Institutional Sector
Institutional Sector
The institutional sector agreed that resource allocation and utilization was a
complex issue. From the causal loop, they identified that good governance was the
main cause and the solution to the problem. With the decreased NTA in the next fiscal
year, the LGU needed to strengthen its revenue mobilization to augment its effect. And
they identified that the legislative body would play a very important role in enacting
appropriate measures to help address revenue gaps. In addition, they pointed out that
the delay in the delivery of basic services will cause dissatisfaction among the
constituents, which, more often than not, will also cause the people's lack of interest
in actively participating in local governance.
Environmental Sector
The environmental sector
identified unprotected
forest resources as their
complex issue. The
sectoral members further
identified the primordial
causes attributed to the
issue in the causal loop,
which included the
problem of the laxity of
Causal Loop Diagram: Environmental Sector
Page | 82
the enforcement of forest management laws, lack of community involvement, and lack
of management scheme or plan. In effect, kaingin practices proliferated, which caused
the destruction of the forest ecosystem. In response, the environmental sector realized
the real need to protect the forest through inter-agency coordination and cooperation,
massive IEC dissemination, and updating the forest land use plan.
Infrastructure Sector
Project management
was a complex issue
identified by the
infrastructure sector.
They found related
issues and concerns in
the project management
cycle – from initiation,
planning, design,
implementation,
Causal Loop Diagram: Infrastructure Sector monitoring, and
evaluation of the projects. They cited the lack of technical staff as the major issue
connecting or common in each cycle that led to poor project management in general.
Also, one potent issue affecting their management performance was the lack of
appropriate pieces of training for their existing technical staff. With the magnitude of
physical engineering works and the preparation of voluminous technical documents,
the City Engineering Office whined about getting an additional competent workforce
to address or, at least, be at par with the growing demands of infrastructure support
services to all sectors. Lack of personnel complement and inadequate training to
enhance the competencies of their existing staff were the compelling reasons for poor
project management. And based on their analysis and recommendation, solving these
problems head-on will enhance their capacity and performance to manage the LGU's
infrastructure projects.
Page | 83
Step 2: STAKEHOLDERS ANALYSIS
The Stakeholders Analysis, on the other hand, was designed to identify and
understand the important stakeholders in the LGU and their interests relative to the
implementation of any CapDev activity. These were the people, individuals,
organizations, or institutions who would positively or negatively affect the CapDev
initiative of the LGU. This step was also important because the success of any capacity
intervention identified by the participants depends significantly on the support of these
key stakeholders.
Page | 84
Page | 85
C. CAPACITY ASSESSMENT
This next process includes steps on determining performance goals and
objectives and assessing the capacity of the LGU
Step 3: DETERMINING GOALS AND OBJECTIVES
The participants identified and formulated performance goals and objectives
during the performance analysis. And they furthered the analysis by answering the
questions about the current state of performance of the LGU. The goals and objectives
defined the desired state the LGU wanted to achieve.
The LGU's goals and objectives during the workshop were organized per office
performance areas following the performance change matrix. The issues and
concerns that surfaced during the causal loop defined the current reality of the LGU's
performance from which all their identified goals and objectives were anchored.
Page | 86
Step 4: ASSESSING LGU's CAPACITY
The next step in this process was the assessment of the capacity of the LGU.
The workshop aimed to let the participants analyze the state of their current capacity
and shall define their desired capacity utilizing the outputs from the previous
workshops. During the brainstorming, the participants identified the issues affecting
the current performance of the LGU, from which they formulated their current state of
capacity. They could describe and outline the capacity gaps that directly or indirectly
affected the LGU's performance. They furthered the workshop by formulating their
desired capacity. Using their identified capacity gaps as a springboard, they could
Page | 87
profile their desired state of capacity. And from there, they determined what
interventions they needed to improve their capacity, which was sufficient to address
their capacity gaps. In identifying and formulating the interventions, we used the six
capacity pillars of the CapDev Framework. They identified interventions that will help
improve the capacity pillars that negatively affected the overall performance of the
LGU using the capacity change matrix tool.
Page | 88
Page | 89
Page | 90
Page | 91
D. CAPACITY DEVELOPMENT PLANNING
This process comprises three steps: prioritization of the identified interventions,
determining the risks and mitigation strategies, and developing the CapDev Agenda.
Step 5: PRIORITIZATION OF INTERVENTIONS
Given the limited time and resources of the LGU, in conjunction with the
constituents' multiple demands, we facilitated the participants to prioritize their
identified interventions according to the criteria of those having the greatest
contribution to the desired outcome with the least effort as the topmost priorities. In
the prioritization, the participants were led to undertake the Contribution-Effort Matrix
tool. This was to optimize the gain and prioritize interventions that impact the lives of
the constituents, beneficiaries, and all stakeholders. This way, the LGU would be
better positioned to achieve its desired state.
Page | 92
Page | 93
Page | 94
Page | 95
Page | 96
Page | 97
Page | 98