1 IMPLEMENTATION OF THE BUHAY INGATAN, DROGA’Y AYAWAN (BIDA) PROGRAM July 22, 2023 | Corella Training Center ANNEX A Page 201 of 241
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Republic of the Philippines Province of Bohol Municipality of Corella DILG CORELLA FIELD OFFICE www.dilgcorellalgrc.wordpress.com BENCHMARKING OF KATARUNGANG PAMBARANGAY IMPLEMENTATION IN BARANGAY CAN-UPAO, JAGNA, BOHOL Terminal Report I. EXECUTIVE SUMMARY The Katarungang Pambarangay (KP) Law, established by Republic Act No. 7160, draws its foundation from the Local Government Code of 1991. Outlined in Sections 399 to 422 of the Local Government Code, the KP Law institutes a framework for resolving disputes amicably at the barangay level. Its primary goal is to strengthen the role of local government units in effectively settling conflicts among their constituents. In a pursuit to enhance the implementation of KP, the Punong Barangay and Barangay Secretaries from the eight barangays of the Municipality of Corella – Anislag, Canangca-an, Canapnapan, Cancatac, Pandol, Poblacion, Sambog, and Tanday – undertook a benchmarking initiative. This activity took place in Barangay Can-upao, Jagna, Bohol. The visit aimed to learn from Can-upao's successful execution of the Lupong Tagapamayapa, further improving the effectiveness of their own KP practices. Can-upao Punong Barangay Luciana Rañoa, extended a warm welcome to the visiting punong barangay and barangay secretaries, expressing gratitude for their presence. She highlighted that numerous barangays across the Philippines have visited them for benchmarking, attributing these exchanges to their consistent achievements in the Lupong Tagamapaya Incentive Awards (LTIA). After the welcome address, Rañoa provided a comprehensive discussion on their KP implementation. She presented the track record of Barangay Can-upao in the LTIA, highlighting their achievements from 2015 to the present. She then outlined the procedures for settling disputes, emphasizing systematic record-keeping and innovative practices such as one folder per case, tree planting of both parties upon amicable settlement, conduct of fact finding activities, electronic database, and the "sumBONGBONGnganan" board for emotional expression. Rañoa shared the cases referred to their Lupong Tagamapayapa and their impressive success rate. Out of 22 cases, 20 were settled, with 16 cases resolved through mediation and 4 through conciliation. Rañoa highlighted that the Lupong Tagapamayapa of Barangay Can-upao achieved a remarkable 90.9% success rate in dispute resolution. Page 1 of 11 Page 205 of 241
Additionally, Rañoa discussed various innovations, including the "Kaabag Center" and a sustained information drive to promote KP. She presented their "Paglantaw" (vision) and "Tahas" (purpose) and opened the floor for an engaging open forum. After the forum, the delegation examined KP documents and visited the office of the Lupon Chairman. MLGOO Josie Montes delivered a closing message, emphasizing the value of benchmarking in improving KP implementation. She encouraged replication of best practices and acknowledged that change takes time. Montes challenged the PBs to empower their Lupong Tagapamayapa and aim for LTIA recognition. Liga ng mga Barangay President and Canapnapan Punong Barangay Roel Tajantajan together with Montes presented a token of appreciation on behalf of the Corella delegation to Barangay Can-upao. The benchmarking activity provided valuable insights, highlighted best practices, and promoted collaboration among barangays for effective alternative dispute resolution at the grassroots level. II. ACTIVITY PROCEEDINGS TIME CONTENT RESOURCE PERSON 10:00–10:30 am Arrival Barangay Can-upao 10:30–10:55 am Opening Program A. Preliminaries ● Prayer ● National Anthem ● Bohol Hymn B. Acknowledgement of Participants C. Introduction of Participants D. Welcome Message Barangay Can-upao Barangay Can-upao Corella Delegation HON. LUCIANA RAÑOA Can-upao Punong Barangay 10:55–11:30 am Implementation of Katarungang Pambarangay in Barngay Can-upao, Jagna, Bohol HON. LUCIANA RAÑOA Can-upao Punong Barangay 11:30–11:40 am Open Forum Barangay Can-upao/Participants 11:40–11:50 am Closing Program A. Closing Message B. Giving of Token of Appreciation LGOO VI JOSIE M. MONTES Corella MLGOO Page 2 of 11 Page 206 of 241
C. Photo Opportunity SESSION PROCEEDINGS The benchmarking activity commenced with the preliminaries at 10:27 a.m. It was followed by a brief introduction of the host barangay and the participants. Barangay Can-upao Punong Barangay Luciana Rañoa warmly welcomed the punong barangay and barangay secretaries of the eight barangays of the Municipality of Corella, and expressed her gratitude for their journey to visit Barangay Can-upao and gather insights and best practices on the implementation of KP for replication in their respective Lupong Tagapamayapa. She mentioned that numerous barangays from Luzon, Visayas, and Mindanao have visited their barangay for benchmarking purposes regarding their KP implementation, and these visits have been warmly received. She underscored that these activities were made possible due to their consistent achievements in the LTIA. After her welcome address, Rañoa proceeded with the comprehensive sharing and discussion of their KP implementation. She started with the presentation of the track record of Barangay Can-upao in the LTIA from 2015 to present and the barangay profile of their Lupong Tagapamayapa. Outstanding Lupong Tagapamayapa ● Provincial Winner in 2015, 2016, 2017, 2018, 2021 (2019 and 2020), and 2022. ● Regional Winner in 2015, 2016, 2017, and 2018 ● National Winner in 2016 and 2017 Barangay Profile of Can-upao Lupong Tagapamayapa ● Thirteen (13) lupon members ● Seven (7) female and six (6) male ● Representing different sectors in the community ● Possess the qualities of effective mediators She stated that their lupons do not need to be professionals as long as they possess and meet the qualifications of a lupon. She also informed the participants that their Lupon Tagapamayapa is composed of retired teachers, fishermen, calamay1 makers, and members from the religious sector. Moving on to the settlement procedures, she discussed the step-by-step process from filing of complaint to amicable settlement. 1Calamay is a sticky and sweet delicacy. It is made of glutinous rice flour, coconut milk and sugar, usually palm or brown sugar (Cooperative Development Authority, 2020). Page 3 of 11 Page 207 of 241
Settlement Procedures Step 1: Filing of Complaint and Payment of Filing Fee 1. Verify if the Lupon has jurisdiction over the complainant/ respondent (complainant and respondent are actually residing in Jagna and the case falls under KP) 2. Pay filing fee ₱20.00 and service fee ₱80.00 3. Fill-up the complaint form Rañoa presented organized, innovative and best practices for this step. Proper Recording of Every Dispute ➔ Lupong Tagapamayapa Log Book - Entries contained case number or docket number, names and address of the parties, date and time filed, nature of the case. This will be filled-up immediately on the date of the complaint. ➔ Record Book of Cases - Data from the Log Book is transferred here, with the disposition of case, who and when the summon served, date of mediation or consolation, list of settlement award and monitoring of the case. ➔ Electronic Database ➔ Best Practice: 1 folder per case (photocopy of the receipts, complaint, summon with officer's return, notice of hearing, amicable settlement, minutes of mediation, Pagmatuod na Natuman and Kasabutan; if conciliated, notice to constitute the Pangkat; if not settled, with Certified to File Action) Step 2: Issues Summons To Defendants/ Respondents and Issues Notice of Hearing to Complainant On the same day of filing the complaint or on the following day, the lupon chairman summons the respondents and sends a notice through the tanod to the complainant, requesting them and their witnesses to appear before the mediation effort. Step 3: Mediation Best Practices: ➔ Fair and Unbiased Mediation/Conciliation proceedings ➔ Complainant will lead the prayer ➔ Setting rules on proceedings ➔ Closing prayer by the respondent Step 4: Amicable Settlement Best Practices: Pagmatuod na Natuman ang Kasabutan Form Step 5: Constitute the Pangkat Page 4 of 11 Page 208 of 241
If the mediation is not successful, the Pangkat is constituted . Parties agree and select from among the lupon members to constitute the Pangkat. Best Practices: ➔ Glass for drawn by lot ➔ Pictures of lupon members posted inside the Mediation Room ➔ Selected Pangkat will immediately convene together with the PB and Secretary to discuss the case; selection of pangkat chairperson, pangkat secretary and member and schedule of conciliation hearing Step 6: Issues Summons to Defendants/ Respondents Step 7: Issues Notice of Hearing to Complainant Step 8: Conciliation Step 9: Amicable Settlement To provide an overview of disputes in Barnagay Can-upao, Rañoa shared with the participants the cases that were referred to their Lupong Tagamapayapa and the lupon's performance in reaching amicable settlements. Summary of Cases ● Twenty (20) out of twenty-two (22) cases settled ● Sixteen (16) cases settled through Mediation (Punong Barangay) ● Four (4) cases settled through Conciliation (Pangkat) ● Two (2) cases Certified to File Action in court ● No Conciliation with extendible period ● No cases for Arbitration ● No Conciliation beyond 46 days ● Three (3) days is the average period within which cases are settled through mediation. In a nutshell, the Lupong Tagapamayapa of Barangay Can-upao achieved an impressive 90.9% success rate in resolving disputes. Notably, all twenty (20) settled cases were resolved without any disputes arising afterwards (repudiation). The lupon maintained a 100% compliance rate with the terms of settlement or awards. This compliance was closely monitored using the Pagpamatuod Nga Natuman na ang Kasabutan Form (Confirmation of Fulfillment of the Agreement). This exemplary performance reflects the lupon's dedication and efficiency in providing effective conflict resolution within the community. She then presented other innovations and best practices of their Luong Tagapamayapa. Other Highlights: Creativity and Resourcefulness of the Lupong Tagapamayapa A. Settlement Technique a. BEFORE MEDIATION Page 5 of 11 Page 209 of 241
i. Conduct of Initial Fact Finding ii. Areglo sa purok (settlement at the sub-village level) lead by the assigned lupon iii. Hangyoay alang sa pagsinabtanay pinaagi sa mga tawo nga soud sa nagsumbong o sinumbong aron dili na muabot sa husayanan sa barangay (Appeal for understanding through individuals who are closely related to the complainant or the one being complained about, in order to prevent the matter from reaching the barangay mediation). iv. Kaabag Center - Eight (8) cases were settled at the level of Kaabag (partner) - No case was referred to Barangay for mediation v. Signage "Balay sa Lupon" (house of a lupon) vi. sumBONGBONGanan - Assisted by the Lupon chairman and secretary, both the complainant and respondent are given the opportunity to express their emotions, negative feelings, apprehensions, and anything they wish to communicate to the other party. This is done while they are in separate rooms, using a whiteboard pen to write on the "sumBONGBONGnganan" board. b. AFTER MEDIATION/CONCILIATION i. Kahoy sa Pagnaghiuliay (tree of reconciliation) - mangrove planting (Tree Planting for Unity and Forgiveness) ii. Mediation tree (posted at Mediation Room) iii. Post-monitoring by lupon members assigned in specific puroks B. Sustained Information Drive to Promote Katarungang Pambarangay a. KP promoted during the Barangay Assembly b. People are advised to seek mediation services from the Lupong Tagapamayapa c. Coaching and exchange of ideas were conducted during the meeting d. Accommodation of Benchmarking/Lakbay Aral of other Lupong Tagapamayapa e. Purok meetings f. Kaabag Centers g. Social Media - Facebook C. Coordination with Concerned Agencies Relating to Disputes Filed D. Lupon Chairperson and Secretary Coordinated with DILG, PNP and MSWDO Page 6 of 11 Page 210 of 241
E. Katarungang Pambarangay Training or Seminar within the Assessment Period a. Conducted by the Barang b. Training/retooling conducted by government or non-government organizations participated by lupon members F. To Ensure Efficiency in Operations a. Systematic Maintenance of Records i. Compilation of the Notices of Meetings, Minutes of Lupon Meetings with Attendance Sheets ii. Compilation of Copies of Reports submitted to the Court and to the DILG iii. One (1) steel filing cabinet (files neatly filed per folder inside the steel cabinet) b. Timely Submission of Reports to Concerned Agencies i. 12 KP Caseload Monthly Report to DILG ii. 12 Monthly Transmittal of Final Reports sa MCTC c. Conduct of Monthly Meetings Exclusively on KP Matters i. Copy of Notices of Meetings ii. Minutes of Lupon Meetings iii. Attendance sheet. Concluding her presentation, Rañoa presented the "Paglantaw" or vision and "Tahas" or purpose of the barangay's Lupong Tagapamayapa. PANGLANTAW Ang Katarungang Pambarangay sa Can-upao naglantaw alang sa usa ka malinawon nga kumunidad. Kon din ang mga katawhan adunay kagawasan sa pagpadayag sa ilang katungod, pagprotektar sa ilang mga kabtangan, lugar kon din pamatalinghogan ug mahiuli ang mga pagbati nga nagkasungi aron makamugna ug maayong katilingban ug kalikopan. English translation: VISION The Katarungang Pambarangay of Can-upao envisions a peaceful community. Where people have the freedom to express their rights, protect their properties, their place, and aspirations, and resolve conflicts harmoniously to create a just society and environment. TAHAS Page 7 of 11 Page 211 of 241
Ang Hugpong sa Lupong Tagapamayapa nga mahugtanon ug kinasingkasing nga mohatag sa maayong serbisyo ug makaangayon nga husay sa mga katawhan. Masayod ang tanang katawhan sa mga kaso nga ubos sa poder o hurisdiskyon sa barangay. English translation: PURPOSE The Association of Lupong Tagapamayapa, dedicated and wholeheartedly provides excellent service and equitable resolution to the people. All individuals are informed about cases under the jurisdiction of the barangay. After the discussion, Rañoa opened the floor for the open forum where the delegation from Corella actively asked questions regarding KP implementation of the host barangay. NAME QUESTION RESPONSE FROM SPEAKER Anislag PB Arnil bete What is the role of the lupon secretary? Lupon Secretary: We will also give a role to the lupon. They will be trained again because they have tried mediation and are skilled in handling cases. If the Punong Barangay (PB) is absent, the PB can be replaced, but they will start from the beginning. I also refer cases to the PB and the lupon. We conduct retooling annually. It's a waste to replace them. They are also dedicated. Even if a case is resolved by the PB, the lupon helps with the follow-up. Especially for debts, the lupon assists in following up if the payment has been made. Then the lupon monitors to check if they have reconciled. When they're okay, they will be asked to sign to confirm their settlement. Sambog PB Rey Anthony Rebuta If not fulfilled? (in relation to the previous question) Lupon Secretary: We will make every effort to ensure that they fulfill the conditions of their agreements. We have never encountered a case of repudiation. Page 8 of 11 Page 212 of 241
LnB President/Canapnapan PB Roel Tajantajan How much is the honorarium of your lupon members? Lupon Secretary: 500 pesos per lupon. On top of that, if they are selected to preside over the hearing, they receive 300 pesos each. Our MOOE budget for the Lupon is 95,000 pesos. The lupon has the third highest budget in the barangay. MLGOO Josie Montes Budget for training? (in relation to the lupon budget) Lupon Secretary: We allocate a budget specifically for training. It can be budgeted from the MOOE of the lupon. The honorarium hasn't been maximized because many expenses are covered by the MOOE. MLGOO Josie Montes What will you do if the PB is not present to preside over a hearing? PB Rañoa: The first kagawad will take the case. That is why we include them in our retooling so that they will be abreast with the KP proceedings. After the open forum, the delegation examined the KP documents and visited the office of the Lupon Chairman. Following this, MLGOO Josie Montes delivered a closing message, emphasizing that this benchmarking activity will play a vital role in enhancing the effectiveness of KP implementation across all eight barangays of Corella. The goal is to empower them to participate in the LTIA. Montes stressed that the purpose of the visit was to facilitate learning and encouraged the barangays to replicate the best practices they learned during the visit. She acknowledged that significant change takes time, but this activity is a step in the right direction. Recognizing the pivotal role of the PBs in KP, Montes challenged them to empower their respective Lupong Tagapamayapa and strive to attain the prestigious LTIA. In conclusion, she expressed gratitude on behalf of the Corella delegation for the warm welcome and the opportunity to learn. Montes then presented the token of appreciation to Barangay Can-upao, along with the Liga ng mga Barangay President and Canapnapan Punong Barangay Roel Tajantajan, on behalf of the Corella delegation. This was followed by a photo opportunity. Page 9 of 11 Page 213 of 241
The activity concluded at 11:50 a.m. III. ACTIVITY EVALUATION The LTIA assessment tools shall serve as the monitoring and evaluation mechanism for this activity. IV. OBSERVATIONS AND RECOMMENDATIONS Observations: ● The resource person encountered challenges in effectively conveying her ideas to the participants. ● The participants actively engaged in discussions and eagerly posed questions during the open forum. ● The host barangay demonstrated a willingness to share their innovative KP practices and answer inquiries from the visiting delegation. ● The venue, the Lupong Tagapamayapa Mediation Room, was not only spacious and air-conditioned but also equipped with a projector—features that are not commonly found in most barangays. Recommendations: ● The resource person could enhance her public speaking skills even further by participating in communication training sessions and engaging in regular practice and rehearsal sessions. ● Participants may make note of potential interventions for areas of improvement regarding KPI implementation, drawing from the observations, best practices, and innovations collected during the benchmarking activity. ● Participants could be further encouraged to actively engage and ask questions during benchmarking activities. Prepared by: Submitted by: AILEEN GRACE ARGAWANON-PECA JEAN MARVETTE A. DEMECILLO KENT VINCENT D. DIVINAGRACIA JOSIE M. MOTES LGOO Apprentices MLGOO Page 10 of 11 Page 214 of 241
ANNEXES 1. Activity Photos Page 11 of 11 Page 215 of 241
CBENCHMARKING OF KATARUNGANG PAMBARANGAY IMPLEMENTATION IN BARANGAY CAN-UPAO, JAGNA, BOHOL ACTIVITY PHOTOS August 11, 2023 Annex A Page 216 of 241
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Republic of the Philippines Province of Bohol Municipality of Corella DILG CORELLA FIELD OFFICE www.dilgcorellalgrc.wordpress.com COMPREHENSIVE DEVELOPMENT PLAN (CDP) FORMULATION WORKSHOP Terminal Report I. EXECUTIVE SUMMARY The Municipality of Corella, Bohol held a three-day Comprehensive Development Plan (CDP) formulation workshop aimed to shape the municipality’s future. The CDP, which is one of the major plans mandated by the LGUs to enact, serves as a crucial blueprint for development and transformation of the LGU. The workshop began with opening preliminaries, including welcome remarks by Corella Municipal Administrator Eduardo C. Macalandag who highlighted the plan's significance as a foundation for all development initiatives and expressed gratitude for participants' involvement. Corella MLGOO Josie Montes likewise underscored the importance of participatory planning in creating a better Corella. Participants were presented with the purpose and legal basis for the CDP, emphasizing its role as a multi-sectoral plan to promote inhabitants' general welfare. The planning cycle was outlined, guiding participants through the structured workshop. Montes introduced the thematic and sectoral plans, elaborating on the CDP's scope covering five development sectors and sub-sectors. Workshops on vision setting, success indicators, and the reality-vision gap analysis followed. Montes discussed vision components and elicited participants' collaborative revision of Corella's vision statement. Success indicators were explored, aiming to quantify the realization of the vision. Participants assessed the current reality, identified the vision-reality gap, and generated observed conditions/issues. Problem analysis and policy options were then explored, ensuring fundamental solutions and policy guidance. The subsequent workshops focused on goal setting and translating goals into strategies. These steps aligned with the overarching goal of achieving a comprehensive and purpose-driven CDP for Corella. Throughout the workshops, participants actively engaged in discussions, sharing insights, and contributing to the development planning process. On the second day, the morning session began with a recap, where Rosamyah Calunia highlighted the importance of a clear vision, and Aldous Mark Salang stressed the need to identify current situations for effective strategies. LRI’s Ruth Vidal clarified program, project, activity, and service distinctions, emphasizing their relevance for upcoming workshops. Workshop seven, "Project/Action Intervention Setting," was introduced. Montes connected it to prior sessions, explaining participants Page 1 of 17 Page 218 of 241
would detail strategies. The Institutional Sector presented their output, and Montes introduced the next workshops. Workshop eight focused on investment programming and funding allocation. Workshop nine identified project ownership, prioritizing the mayor's programs. Balmuya discussed financing potential, differentiating items for funding, and projecting revenue. The afternoon session began with an energizer, Montes explained the pre-LDIP process, and projects were ranked using the GAM scale. Project costs, implementation periods, and the Local Finance Committee's role were discussed. Social sub-sectors presented outputs, and Vidal discussed project briefs. The participants agreed that the plan will undergo further refinement as they recognized that its successful implementation will rely on continuous cooperation, dedication, and adaptability to navigate the dynamic challenges that lie ahead. II. ACTIVITY PROCEEDINGS Time Content Resource Person Day 1 (August 2, 2023) 09:00–10:00 am Opening Program A. Preliminaries ● Prayer ● National Anthem ● Bohol Hymn B. Acknowledgement of Participants C. Welcome Message D. House Rules E. Safety Briefing F. Statement of Purpose DILG Apprentices Emcee EDUARDO C. MACALANDAG Municipal Administrator LGOO II Kent Divinagracia LGOO II Aileen Grace ArgawanonPeca BENITO M. RICALDE, JR Municipal Planning and Development Coordinator 10:00–11:00 am Introduction of the CDP LGOO VI Josie M. Montes MLGOO 11:00 am–12:00 pm Revisiting the Vision/ Workshop 1: Assigning of Descriptors LGOO VI Josie M. Montes MLGOO 12:00–1:00 pm Lunch 01:00–2:00 pm Workshop 2: Assigning Success Indicators LGOO VI Josie M. Montes MLGOO 02:00–3:30 pm Workshop 3: Determining Vision Reality Gap & Generating Issues/Observed Conditions LGOO VI Josie M. Montes MLGOO Page 2 of 17 Page 219 of 241
03:30–5:00 pm Workshop 4: Problem Analysis & Identification of Policy Options LGOO VI Josie M. Montes MLGOO 05:00–7:00 pm Workshop 5 & 6: Goal & Strategy Setting Ruth Vidal Educational Linkages and Partnerships Coordinator, Holy Name University (HNU) Day 2 (August 3, 2023) 08:00–08:30 am Prayer DILG Apprentice 08:30-08:35 am Recap DILG Apprentice 08:35–10:30 am Workshop 7: Project/Action, Intervention Setting Ruth Vidal Educational Linkages and Partnerships Coordinator, HNU 10:30–11:00 am Workshop 8 & 9: Sifting of Projects (Sectoral/Sub Sectoral) LGOO VI Josie M. Montes MLGOO 11:00 am–12:00 pm New Development Investment Financing Potential & Medium Term Financing Plan Reynan G. Bamuya, CPA Municipal Accountant 12:00–01:00 pm Lunch 01:00–03:00 pm Workshop 10A: Ranking of Projects LGOO VI Josie M. Montes MLGOO 03:00–05:00 pm Workshop 10B: Determining Project Cost LGOO VI Josie M. Montes MLGOO 05:00–07:00 pm Initial Project Brief Ruth Vidal Educational Linkages and Partnerships Coordinator, HNU Day 3 (August 4, 2023) 08:00–08:30 am Prayer DILG Apprentice 08:30-08:35 am Recap DILG Apprentice 08:30–10:00 am Workshop 11 & 12: LDIP & AIP Engr. Gerry Araneta HNU Professor 10:00–11:00 am Workshop 13: Determining Legislative Requirement Engr. Aureen Mae C. Japos HNU 11:00 am–12:00 pm Workshop 14: Determining Capacity Development Requirements Engr. Aureen Mae C. Japos HNU 12:00–01:00 pm Lunch 01:00–02:00 pm Workshop 15: Annual/End of Term Accomplishment Report Ruth Vidal Educational Linkages and Partnerships Coordinator, HNU 02:00–03:00 pm Workshop 16: Monitoring And Evaluation Ruth Vidal Educational Linkages and Partnerships Coordinator, HNU 03:00–03:30 pm Next Steps LGOO VI Josie M. Montes MLGOO 03:30–04:00 pm Closing Program Page 3 of 17 Page 220 of 241
SESSION PROCEEDINGS The program’s opening preliminaries for the first day commenced at 9:18 a.m. Corella Municipal Administrator Eduardo C. Macalandag delivered the welcome remarks, emphasizing the significance of the three-day workshop, which aims to shape Corella's destiny through the formulation and updating of the municipality's Comprehensive Development Plan (CDP). He assured the participants that the workshops would not be overly challenging, given their prior experience with Executive-Legislative Agenda formulation. Macalandag highlighted the plan's importance as a development blueprint for Corella, serving as the foundation and reference for all development plans, programs, and activities. Despite the challenges faced during the planning of this activity, Macalandag expressed gratitude for successfully overcoming them with the guidance of the municipal mayor. He also reiterated the participants' immense role, as they not only represent their offices or positions but also their respective sectors and the entire municipality in this endeavor. Once again, he thanked the participants for answering the call to create a better Corella for everyone. To give the statement of purpose, Corella Municipal Planning and Development Coordinator Benito Ricalde Jr. focused on clarifying the purpose of the plan and explaining why the participants were tasked with its creation. Ricalde Jr. emphasized the well-known saying, "if we fail to plan, we plan to fail," underscoring the importance of having a comprehensive plan in place. He cited the Local Government Code (LGC) of 1991 as the legal foundation for this plan, particularly in the context of developing programs, projects, and activities (PPAs) aimed at effectively and efficiently delivering basic services to the community. Regarding the participants' selection for the plan's creation, Ricalde Jr. referenced Executive Order No. 68 of the municipality, which specifically included them in the planning team responsible for the 2023-2028 CDP. This designation highlights their crucial role in shaping the municipality's future. Furthermore, Ricalde Jr. expressed appreciation for the Mayor's efforts in providing a conducive environment for the workshops. He encouraged all officials to make the most of the given time to effectively execute their mandates through the formulation of this CDP. Meanwhile, LGOO II Kent Divinagracia presented the house rules, which serve as guidelines and expectations for the entire three-day activity, ensuring a harmonious and organized learning environment for everyone. LGOO II Aileen Grace Argawanon-Pece conducted a safety briefing for the activity, outlining emergency protocols to be followed in case of fire and earthquake. Before proceeding to the workshop proper, Corella MLGOO Josie Montes expressed her gratitude as the majority of the target participants were present and ready to work on crafting a plan for LGU Corella. Despite the three-day duration that may not seem sufficient due to budgetary constraints, she urged the participants to maximize the time they have and make the most of this opportunity. The activity involves undergoing 16 workshops over the course of the three days, which will lay the foundation for crafting their CDP. Recognizing the significance of updating the CDP, Montes highlighted that it is one of the mandated plans under the LGC alongside the Comprehensive Land Use Plan (CLUP). Given this, she stressed the importance of prioritizing the CDP as the main focus of their efforts, as it will serve as a strategic guide for the municipality's development. Page 4 of 17 Page 221 of 241
Montes also provided an overview of what is in store for the entire duration of the activity. Throughout the three days, a well-structured schedule of activities has been planned to guide their progress. In her role as a facilitator, she emphasized her responsibility to ensure that everyone follows the instructions and actively participates. She acknowledged that the participants' inputs and ideas will significantly influence the outputs of these workshops, making their active engagement crucial to the success of the crafting process. To commence the introduction to the CDP, Montes emphasized the two mandated plans for LGUs provided under the LGC: the CLUP and CDP. The CLUP serves as a spatial plan for the management of local territories through zoning ordinances, which they will be addressing later this year. She reiterated that planning is a participatory process, involving civil society organizations (CSOs) for checks and balances, and recognizing the crucial role of the Sangguniang Bayan in the planning and enactment of this plan. Regarding the CDP, she clarified that it is the LGU's multi-sectoral plan formulated to promote the general welfare of its inhabitants, encompassing a comprehensive long-term, medium-term, and annual socio-economic development strategy as provided under Section 106 of the LGC. She mentioned that the Local Development Council (LDC) will be in charge of formulating these plans and policies, although the mayor aims to include all stakeholders in the process. From the very start, all participants are involved in the plan's creation. Explaining the essence of the CDP, she described it as a document formulated at the city/municipal level, encapsulating the vision, sectoral goals, objectives, development strategies, and policies. Additionally, it contains corresponding PPAs, which serve as primary inputs for investment programming, budgeting, and project implementation, contributing to the growth and development of local government territories. The CDP's output will serve as valuable input in investment programming, making it eligible for external funding or utilizing local funds to propel the LGU's progress and development. Montes proceeded to elaborate on the legal basis for the CDP, citing Section 106 of LGC which states that each LGU shall have a comprehensive multi-sectoral development plan to be initiated by its development council and approved by its sanggunian. She provided a concise overview of the CDP, covering its mandate, multi-sectoral coverage, time frames (medium-term spanning six years), participatory tools and approaches (CDP guide), and comprehensive plan content that includes essential programs and projects to achieve various sectoral objectives. Additionally, she emphasized the CDP's role in supporting the implementation of the CLUP and serving as a convergence mechanism to integrate other topical plans. Moving forward, she discussed the CDP's relationship with other plans and presented the hierarchy and linkage of mandated LGU plans, ranging from the long-term framework plan to the medium-term development plan and implementation instruments. Montes emphasized that having all the mandated LGU plans in place would result in improved public services, facilities, and infrastructure, increased public awareness and participation, and higher public sector investments in local social and economic development. She expressed her belief that these improvements would positively impact the social well-being of the constituents. Subsequently, she introduced the thematic plans, including the mainstreaming of prescribed sectoral and thematic plans, integrating them into the CDP's framework. Page 5 of 17 Page 222 of 241
For the scope of the CDP, she explained that it revolves around five development sectors and its sub-sectors, namely: a. Social i. Education ii. Health and nutrition iii. Social welfare and development iv. Shelter v. Public order and safety vi. Sports, recreation, arts and culture b. Economic i. Primary 1. Agricultural crops 2. Livestock 3. Fisheries 4. Forestry ii. Secondary 1. Mining and quarrying 2. Manufacturing 3. Construction 4. Electricity, water, gas, utilities iii. Tertiary 1. Wholesale and retail trade 2. Transportation and communication 3. Finance, insurance and related services c. Infrastructure i. Economic support 1. Irrigation systems 2. Power generation 3. Roads, bridges, ports 4. Flood control and drainage 5. Waterworks and sewerage systems 6. Telecommunications ii. Social support 1. Hospitals 2. Schools 3. Public socialized housing 4. Facilities for the aged, infirm, disadvantaged sectors iii. Public administrative support 1. Government buildings 2. Jails 3. Freedom parks and public assembly areas d. Environment and natural resources i. Lands 1. Lands of the public domain 2. Private and alienta and dispoa=sable lands 3. Ancestral domain ii. Forest lands Page 6 of 17 Page 223 of 241
iii. Protection forest iv. Production forest v. Mindreal lands vi. Parks e. Institutional i. Organizational and management ii. Fiscal management iii. Legislative output iv. LGU-CSO private sector linkages Afterward, Montes presented the planning cycle for the entire three-day activity, providing its framework if possible. She then proceeded to present the suggested outline for the CDP and moved on to the sectoral groupings for the first workshop on vision setting. During this session, she elaborated on the concept of vision, emphasizing its purpose as a guiding principle for all plans and tasks. Montes stressed the importance of ensuring that all initiatives align with the LGU's vision, serving as a cohesive force to achieve the desired future state of Corella. Montes commenced the workshop by delving into the concept of vision. She defined vision as the desired state or scenario of the LGU and its people, representing the shared image of the LGU's future and describing what it aims to become or where it wants to go. A vision serves as an inspiration and a guide to action, ensuring that the LGU stays on course despite changing demands from constituents and shifting political and economic forces. Next, she presented the components of a well-crafted vision, which include an "outward-looking" component defining the LGU's desired role and contribution to the nation's development, and an "inward-looking" component outlining the desired conditions for the local population, economy, natural environment, built infrastructure, and local leadership/governance. To aid the participants in understanding, she associated descriptors or adjectives with each vision element and provided examples along with trigger questions per sector. A sample vision statement was dissected, showcasing the proper components for participants to grasp the formulation of a good vision statement. Moving forward, Montes presented the current vision of Corella: "A livable and sustainable community with good governance and empowered citizenry." She then analyzed this vision statement, revealing that it lacked key elements and needed improvement. Participants were eager to revise their vision based on the proper components. As the plenary workshop progressed, participants revisited their vision statement and worked collaboratively to produce a revised version: "Corella is an eco-cultural tourism destination and sustainable agri-industrial community, possessing well-developed infrastructure facilities for an improved quality of life, the home of empowered, climate-adaptive, healthy, peaceful, and God-loving people under a transparent and participatory governance." This revised vision statement will serve as a guiding beacon for the succeeding workshops. The participants were encouraged to write their descriptors in the provided template, aligning their vision statement with the identified components for a comprehensive and purpose-driven vision. Page 7 of 17 Page 224 of 241
In the second workshop, Montes focused on success indicators, explaining that they represent the desired end-state or scenario for each sector and its sub-sectors, serving as a measure to gauge if the vision is being attained. She emphasized the importance of obtaining success indicators from the Local Development Information System (LDIS) and presented sample indicators based on the descriptors of sectoral vision elements. After lunch break, a volunteer group representing the Social Sector presented their crafted success indicators for each of their sub-sector. Montes encouraged participants to quantify the indicators to ensure measurability and urged them to be comprehensive, capturing relevant areas for improvement. Moving on, the workshop delved into determining the current reality, vision-reality gap, and generating issues/observed conditions. Participants used the success indicators as a reference to assess the current situation of the LGU, drawing data from the LDIS, Ecological Profile, and actual observations. Montes provided a sample current reality per success indicator to guide participants on effective and accurate assessments. The Vision-Reality Gap Analysis was explained as the "space" or "distance" between the desired state of the area by sector and the current situation of the sectors. This analysis assists policymakers in identifying priority areas for intervention. Participants computed the gap for quantifiable values and used the Current Reality Rating Scale for non-quantifiable values. Once the participants identified their vision-reality gaps, Montes stressed the importance of understanding the reasons behind the gap. In the next workshop, they were instructed to identify the observed conditions/issues that hindered the attainment of success indicators. The Environmental Sector presented their output during this session. The following workshop focused on problem analysis and identifying policy options. Participants examined the causes and explanations behind the observed conditions to develop more fundamental solutions. Montes emphasized that policies, in the form of legislation, projects, programs, etc., are essential guides for achieving the objectives. After Montes facilitated the workshops, Local Resource Institute (LRI) representative Holy Name University Coordinator for Educational Linkages and Partnerships Ruth Vidal discussed goal setting. Goals are the desired end-results in a sector, translating the vision into concrete and measurable terms. Vidal highlighted the significance of goal setting in development planning and provided sources and examples of goal statements. Translating goals into strategies was the next topic, focusing on ways to achieve the set goals. Strategies provide special techniques and procedures to make programs and action plans work. Vidal guided participants in setting strategies during the workshops, and the Infrastructure Sector presented their output afterward. Before concluding the first day, Montes checked the status of the workshop outputs, expressing gratitude for the active participation and fruitful discussions. The first day formally ended at 6:56 p.m., setting the stage for the remaining days of the workshop. On the second day, the preliminaries started at 8:37 a.m. It started with a short recapitulation. When asked about her insights or takeaways from the workshop during the Page 8 of 17 Page 225 of 241
first session, Tourism, Culture and Arts Officer Rosamyah Calunia highlighted that the setting of the right vision is important because everything that the municipality will do is anchored on the LGU’s vision. All our programs will always answer to the vision, she said. Municipal Engineer Aldous Mark Salang stressed that there is a need to identify the current situation and gaps in order to formulate the strategies in attaining the goals. The first speaker was LRI representative, HNU Coordinator for Educational Linkages and Partnerships, Ms. Ruth Vidal. She explained the difference between programs, projects, activities and services. She said that a program is a cluster of projects, sometimes synonymous with a project, but it may cover a period of three to six years. Vidal said a project is a cluster of activities. Project is sometimes synonymous with a program. It is a specific but complex effort consisting of interrelated activities performed by various offices. As for the activity, Vidal said it is a cluster of tasks. Activity refers to a very short term effort performed by one or several members of a project team or of an office or organization. It may last from one week to one year. Vidal provided the definition of services, which are regular functions of a given office to be performed by the regular staff using its existing facilities and budget. Vidal said the reason why there is a need to differentiate the four terms is because of the next workshop. From there, she provided instructions for the seventh workshop which is the project/action, intervention setting. MLGOO Josie Montes further explained to the participants that the workshop is related to the previous workshops. Taking off from the strategies formulated, she said participants will formulate the details/actions on how the strategies can be concretized. The strategies will be turned into programs, program components and actions/interventions. Montes presented an example to the participants as a guide for the workshop. At 9:50 a.m., the institutional sector presented their output. After that, Montes presented the next two workshops. For the eighth workshop, she said the investment programming is the preparatory step of the municipality’s CDP. She highlighted that some of the projects that will be identified will be funded by the 20% Local Development funds. She told participants to separate projects from non-projects, categorize projects based on administrative ownership or responsibility, and determine who owns the projects. In this way, she said it would be prudent for the municipality to invest on something that truly belongs to the municipality. Montes reiterated the difference between programs, projects, activities, and services or non-projects. She instructed the participants to list down all projects/actions/interventions, then identify what are projects, services and legislations using the provided templates. Additionally, she told participants to compile a separate list that includes only unique projects, ensuring there are no repetitions or redundancies. For the ninth workshop, Montes said participants should identify the ownership of the projects whether it is owned by the province, municipality, barangay, or co-owned by the municipality and the province or co-owned by the municipality and the national government, or owned by the national government. Participants were tasked to assess the ownership of the projects. Montes said once redundant projects have been eliminated, establish ownership. She said to retain only those projects that are either owned or the responsibility of the municipal government, or co-owned by both the national government and the municipal government. Municipal Administrator Eduardo Macalandag reminded the participants to not lose sight of the priority programs of the mayor and ensure that these are included in the list of PPAs. Following the workshop, each sector compiled a list of their respective projects. The institutional sector identified two projects, the environmental sector identified eight projects, Page 9 of 17 Page 226 of 241
the economic sector found four projects, and the infrastructure sector listed more than 25 projects. Additionally, the social sector, along with its sub-sectors, identified more than 32 projects. Montes reminded participants to separate the list of services and list of legislations, stressing that it will be collected before the day ends as it will be forwarded to the concerned offices. She reiterated that those projects that will not be funded under the LDF will be charged against the external sources. Following the workshop, the sectors have compiled lists of their respective projects. The institutional sector identified two projects, the environmental sector found eight projects, the economic sector identified four projects, and the infrastructure sector listed more than 25 projects. Additionally, the social sector, along with its sub-sectors, identified more than 32 projects. Municipal Accountant Reynan Bamuya presented the New Development Investment Financing Potential and Medium Term Financing Plan. He said the distinction whether the item is a service, a project, or a legislation is crucial for funding allocation. Services are funded from regular recurring expenses, which can be sourced from various funds such as MOOE, 5% calamity fund, GAD fund, or the mandatory 20% LDF. On the other hand, items identified as projects will be financed from the development investment potential, requiring a careful consideration of funds available per sector and prioritization of timely projects to address within the next three years. He explained that the investible position of the LDF is the component of the local budget which will be earmarked for financing the priority programs and projects in the Annual Investment Plan (AIP). The Local Finance Committee (LFC), including the Local Planning and Development Coordinator, Local Budget Officer, Local Treasurer, and Local Accountant, is responsible for determining the level of annual expenditures and spending ceilings based on the approved LDF. Bamuya said the number of projects an LGU can finance depends on revenue levels, recurring operating expenditures, current public debt, statutory debt ceiling, and potential sources of additional revenue available for investment project financing. He likewise informed the attendees of the process of projecting revenue, which involves collecting appropriate data, determining historical trends, and analyzing recurring and non-recurring revenue sources. Bamuya cited an example on projecting real property tax which requires assessing historical trends, considering increases in taxable structures, and addressing changes in tax rates. Operating expenditure data, including existing debt service, also needs to be considered for accurate projections, he said. Sangguniang Bayan Member Vito Rapal said the sanggunian is awaiting proposals from the LFC regarding potential tax adjustments. Bamuya expressed his appreciation to SB Member for acknowledging the importance of department heads' first-hand information to aid decision-making. Bamuya discussed the next steps especially on the establishment of structural relationships of revenue and expenditure items to population and economic development. He cited factors such as national and regional economic trends, demographic shifts, and changes in the local market that need to be considered. Future recurring revenue and operating expenditure Page 10 of 17 Page 227 of 241
levels will be projected based on careful assessments of factors affecting each revenue source. Lastly, he presented the New Development Investment Financing Potential and the LGU Financing Options. There were no questions after the presentation. The afternoon session started with an energizer at 1:15 p.m. After the energizer, Montes started the discussion on ranking of projects, which is the pre-LDIP. The objective is to prioritize projects as part of the LDIP prelude, where participants need to rank the long list of projects. Montes explained the LDIP process which involves three streams: Stream 1: The structured list of PPAs serves as the primary source for project ideas. It legitimizes and approves the CDP. This list will undergo Goal Achievement Matrix (GAM) Analysis for further prioritization and to create a ranked list of PPAs for Investment Programming. Projects that cannot be funded by the LDF will be identified, and external funding options will be explored. Stream 2: The ranked list of PPAs for investment programming will be matched with available resources, including the investible funds identified by the Local Finance Committee. Stream 3: The LDC, with LFC's assistance, will determine the financing approach, which will be outlined in the Medium-Term Financing Plan. Montes explained the process which involves listing all the projects and using the GAM scale to prioritize them. She said the CSOs will rate the projects. In the social sector, seven projects will be selected within the group, based on their real scores per sector. Projects will be encoded first, and later on, the team leader will identify the group responsible for rating them. Another workshop on determining the project cost and implementation period was conducted. Montes said the Local Finance Committee will be responsible for finalizing the output, adding that the mayor will attend the said meeting with the LFC for the prioritization. Participants were tasked to include the project cost, implementation location, the respective sector it falls under, estimated individual and cumulative costs, and the period of implementation, specifying the start and end dates of the prioritized projects through the GAM analysis tool. Following the workshop, social sub-sectors presented their outputs. The last discussion was facilitated by Vidal, representative from partner LRI. Vidal said all sectors should write a project brief per project. She explained the components of the Project Brief. The following are the components: 1. Name and Type of Project; 2. Activity Components; 3. Estimated Cost of Resource Inputs; 4. Justification of the Project; 5. Target Beneficiaries; 6. Target Outputs or Success Indicators; Page 11 of 17 Page 228 of 241
7. Possible Risks or External Factors that Could frustrate the realization of the Project; and 8. Expected Private Sector Response. The second day's activity concluded at 6:58 p.m. The third day started with a prayer at exactly 8:34 in the morning. The outline of the activity is presented followed by a short recapitulation. Maria Flor Ello, from the institutional sector shared that yesterday they have identified the goal and projects, she also gave weight of their projects per sub-sector, they agree among their members on the prioritization of their projects . Ello also shared that they have come up with two projects, first is the computerization of the collection of water bills and second, the digitalization of the processes in their sector. Alvin C. Malanog, the Municipal Agriculture Officer, said that although the workshop was difficult for them, they managed to prepare their project brief in a relatively short amount of time. Furthermore, he emphasized the importance of all sectors working together to identify and carry out programs, projects, and activities, particularly if they are big-ticket ones. He also mentioned the Sangguniang Bayan's support by issuing a resolution. An energizer kicked off the discussion of the first topic. The first speaker was from the partner LRI, HNU Professor for Urban Development Learning Program (UDLP), Engr. Gerry V. Araneta.The speaker discussed the Local Development Investment Plan (LDIP). Firstly, he stressed on the importance of the two major plans present in a local government unit, the CLUP and CDP. According to him, the identified projects from all of these plans should be incorporated in the LDIP, likewise, the major thrusts of the Local Chief Executive should be extracted from the priority projects identified. The LDIP is the principal instrument for implementing the CDP. It is a document that translates the CDP into programs and projects and selects those that will be picked up by the LGU for funding in the annual general fund budget or through special fund generation schemes. LDIP is a document that serves as the link between the plan and the budget, thus putting into effect the directive of the Code that says: "local budgets shall operationalize approved local development plans" (Sec. 305i, RA 7160). Its annual component is what is referred to as the Annual Investment Program (AIP). He stated that all CDP outputs are included in LDIP. This will also be linked to the ELA and the AIP is derived from the LDIP. Furthermore, he encouraged the functionaries in taking advantage of the LDIP; these programs, projects can be incorporated to the CDP. Araneta then introduced the LDIP Tool. He explained the components of the form. These are the following: 1. AIP Reference Code 2. Program/Project Activity Description 3. Implementing Office/Department 4. Start Date 5. Completion Date 6. Expected Output 7. Funding Source 8. Personal Services (PS) Page 12 of 17 Page 229 of 241
9. Maintenance and Other Operating Expenses (MOOE)Capital Outlay 10. Total 11. Climate-Change Adaptation Additionally, Engr. Araneta urged the participants to highlight the PPAs that will have an impact on the community. Before proceeding with the workshop proper, the speaker discussed the AIP. As discussed, the Local Development Council (LDC) shall cull out the AIP from the current slice of the LDIP, which upon approval of the Sanggunian, shall serve as the basis for preparing the Executive Budget in accordance with the provisions of JMC No. 001 s. of 2007. The LDC shall endorse the AIP to the budget officer for the budget preparation and in determining the annual budgetary allocations for PPA vis-à-vis allocations for other purposes as indicated in the AIP Summary Form. Moving forward to the next workshop, Engr. Aurine Marie Hapos, Faculty Member of the Engineering Department of the HNU discussed the Determining Legislative Requirements. As defined, Legislative Requirements are priority legislations that need to be enacted by the Sanggunian to support development priorities of the LGU in the medium - and long - term. It may include new legislation as well as amendments and updates to existing legislation. According to her, in order to assess if there is a need to pass new legislations, these determinant factors should be answered: 1. Is It needed? 2. Is it within the limits of the prescribed powers of the LGU? 3. Is it necessarily implied from the prescribed powers of the LGU? 4. Is it really necessary, appropriate, or incidental for the LGU's effective and effective governance? 5. Is it essential to the promotion of the general welfare? She then proceeded to provide instruction to the participants on how to fill out the Form on CDP Preparation Template Form 5.b: Priority Legislative Requirements Summary Form and its components, to wit: 1. Sector 2. Goal 3. Objective 4. Priority Programs and Projects 5. Legislative Requirements 6. Timeframe 7. Committee Responsible As instructed, the respective sector/subsector, consolidate legislative requirements from the policy options and those listed in the strategies and determine legislative requirements from the ranked list of PPAs. Additionally, Municipal Administrator Eduardo Macalandag also gave emphasis on the role of the Sangguniang Bayan on the approval of these PPAs. He added that each sector should ensure that they will properly identify PPAs for funding of the LGU. Page 13 of 17 Page 230 of 241
Moving forward, the discussion on Capacity Development was presented by Engr. Hapos. She started the topic by defining Capacity Development. Capacity Development is the process through which individuals, organizations, and societies obtain, strengthen, and maintain the capabilities to set and achieve their development objectives over time using external existing capacity assets. This CapDev is supported by the Department through the DILG Memorandum Circular No. 2021-067, “Adoption of a Capacity Development Framework in the Planning, Design and Implementation of CapDev Interventions for LGUs”. Subsequently, she made mention of the difference between capacity and performance. Capacity as defined, is the ability of LGU to perform functions to fulfill their accountabilities and produce desired results while performance is the effectiveness of the LGU in doing its mission or what its mandate says, and producing desired results. Moreover, Engr. Hapos also discussed the capacity development (CapDev) pillars and also the point of assessment of these pillars at the local level. She elaborated the topic by providing examples of these pillars in the real scenario of the LGU. Having no questions from the participants, she proceeded to provide instructions to the group. She introduced the template and its components, to wit: 1. Current state 2. Desired state 3. CapDev intervention 4. Output 5. Timeframe 6. Funding req 7. Process owner/Office Responsible 8. Source of support and technical assistance The sectors proceeded with the workshop. They carefully identified the data needed in the template. The afternoon session started with an energizer. The last two (2) workshops on Monitoring and Evaluation were tackled by Engr. Araneta. Engr. Araneta emphasized the MPDC's functions in relation to Monitoring and Evaluation. He went on to say that the MPDC monitors the project's impact, whilst the Engineering department concentrates on the PPAs' actual and physical accomplishments. He added that if the CDP is too general and not tailored to the needs of the community, it's difficult to evaluate if it genuinely addressed the community's pressing issues. He stressed the significance of monitoring and evaluation. He said that M&E determines whether the ultimate aim or objective has been attained and whether the problem has been fixed or addressed. He suggested that the LGU form a monitoring committee to oversee their PPAs and the period of conducting M&E. Before the last workshop, Mayor Juan Manuel Lim thanked Corella MLGOO Josie Montes and officials from partner Local Resource Institute for their invaluable assistance in amending the municipality's CDP. The mayor expressed his appreciation with the priority PPAs suggested by the sectoral groupings. Given the municipality's limited resources, he informed participants that he is dedicated to pursuing outside funds to fund the implementation of the planned projects. Page 14 of 17 Page 231 of 241
Moving on to the last workshop on the CDP Strategy Template. Engr Araneta instructed the participants on how to fill out the form. Additionally, Montes instructed the participants to go over the previous workshops for the data needed in the completion of the form. She further gave instructions about the components of the tool. Montes presented the ways forward and the series of activities and schedules to ensure that the outputs will be accomplished by each sector to meet the deadline of submission of PPAs for budgeting. The sectors committed to the schedule of activities and agreed on the completion of the outputs within the prescribed timeline. Few of the participants shared their impressions. Honorable Vito Rapal extends his gratitude to the resource persons, facilitators, and the department heads. He said that the impression of everyone contributes to the success of the activity. He went on to say that the venue is also very conducive and likewise contributory to the achievement of the objectives of the three-day workshop. The Municipal Architect also extended his appreciation to the facilitators, LRI Resource Persons , and the local functionaries for making the activity a success. Engr. Johannes Buagas, CSO Representative, also expressed his gratitude for the invitation. He cited that as stipulated in the Local Government Code (LGC) of 1991, the participation of the CSO plays a vital role in ensuring transparent and participatory governance. Likewise, Municipal Treasurer Reynaldo Salang also gave thanks to all the people who contributed their time and effort in the conduct of the activity. Moreover, Police Chief Master Sergeant stated that this was his first time attending such a session. He further said that it was quite challenging for him, particularly in determining the PPAs for the department, but he was able to accomplish it with the assistance of sector members. They have identified 14 projects for their sub-sector. Likewise, the Bureau of Fire Protection representative, also expressed the same sentiments but he said that despite the difficulty, he gained new learnings from the activity. To cap-off the three-day formulation workshop, participants were recognized and awarded certificates for their involvement and cooperation during the activity. The certificates were presented by the Municipal Mayor and Vice Mayor. For his message of support, Vice-Mayor Danilo Bandala acknowledged the efforts of the l officials, department heads, CSOs, and stakeholders who actively participated in the seminars. In closing, Mayor Juan Mauel Y. Lim emphasized the significance of the CDP Formulation. He added that the CDP is an integral part of the CLUP. He also stressed the importance of identifying PPAs at the grassroots level, since this would highlight the needs on the ground. He reiterated his full support for the implementation of the identified priority PPAs of the sectors. The activity ended at 4:30 in the afternoon. III. ACTIVITY EVALUATION A total of twenty-one (21) participants completed the pre-activity evaluation form, while nineteen (19) completed the post-activity evaluation. Page 15 of 17 Page 232 of 241
Generally, the evaluation results revealed that the majority of participants "Agree" that the activity's objectives were met. It also demonstrated that the participants' level of knowledge about the topics has increased. Regarding the overall impression of the activity, the respondents were asked to rate the activity on a scale of 1-5, with one (1) being “Poor” and five (5) being “Excellent”. Based on the evaluation results, 57.89% of the participants responded "Excellent," and 42.11% responded "Very Satisfactory." As for the content and time, some participants have commented "squeezed workshop time," and "more sessions to attend to," and the feeling that "time is not enough." Despite this, the participants expressed being "very much delighted" with the activities. The participants have also expressed that some of the most useful aspects of the activities include: 1. The speakers' effectiveness in engaging and sustaining the participants' attention throughout the sessions. 2. The comprehensive and valuable inputs delivered during the training. 3. The overall usefulness of the activities. Overall, the evaluation results show that the training was well-received by the participants, with positive feedback on the speakers' engagement and the quality of information shared. While some participants expressed concerns about the time constraints, they still found the activities to be highly beneficial and enriching. IV. OBSERVATIONS AND RECOMMENDATIONS Observations: ● Throughout the workshop, the attendees displayed high levels of engagement and passion, particularly during the group activities. ● It was evident that the participants had prior knowledge and understanding of some of the topics covered. ● However, a few of the participants consistently arrived late for every session. Recommendations: ● To ensure a more comprehensive discussion of each topic and allow for in-depth exploration, it is recommended that future activities be extended to a five-day duration. This additional time will facilitate thorough coverage and encourage meaningful interactions among participants. ● To continue prioritizing participatory planning and engaging a diverse range of stakeholders, including various sectors in the community, government officials, and civil society organizations. ● To establish a monitoring and evaluation framework that will regularly assess the progress of the finalization and packaging of the CDP as well as its implementation. Page 16 of 17 Page 233 of 241
Prepared by: Submitted by: AILEEN GRACE ARGAWANON-PECA JEAN MARVETTE A. DEMECILLO KENT VINCENT D. DIVINAGRACIA JOSIE M. MOTES LGOO Apprentices MLGOO ANNEXES 1. Activity Photos 2. Learning Activity Design 3. Attendance Sheets 4. Pre-Activity Evaluation Responses 5. Post-Activity Evaluation Responses Page 17 of 17 Page 234 of 241
COMPREHENSIVE DEVELOPMENT PLAN (CDP) FORMULATION WORKSHOP ACTIVITY PHOTOS Day 1, August 2, 2023 Day 2, August 3, 2023 ANNEX A Page 235 of 241
Day 3, August 4, 2023 Page 236 of 241
CDP Formulation Workshop Pre Training Evaluation Form (Responses) First Name Last Name Date Gender Identity Office/LGU Concerned Revisiting the Vision/Assignin g of Descriptors Assigning Success Indicators Determining Vision Reality Gap & Generating Issues/Observed Conditions Problem Analysis & Identification of Policy Options Goal & Strategy Setting Project/Action, Intervention Setting Sifting of Projects (Sectoral/Sub Sectoral) New Development Investment Financing Potential & Medium Term Financing Plan Ranking of Projects Determining Project Cost Eva Lorraine Bahan August 2, 2023 Female LGU - Corella 4 4 4 4 4 4 4 4 4 4 Dianne Michelle Daquio August 2, 2023 Female Mayor's Office - Corella, Bohol 4 4 4 4 4 4 5 3 5 2 Carmelo Jake Daquipa 08-04-23 Male Solid Waste Mangement 4 4 4 4 4 4 4 4 4 4 Susana LIMBAG0 Aug 2, 2023 Female DEPED 3 3 3 3 3 3 3 3 3 3 Celso Buagas August 2-4, 2023 Male Mswd LGU corella 5 5 5 5 5 5 5 5 5 5 Dominic Tocmo August 2, 2023 Male HR 5 5 5 5 5 5 5 5 5 5 Reynan Bamuya August 2, 2023 Male Accounting 2 2 2 2 2 2 2 2 2 2 Cecilio Clarin August 2,2023 Male Corella 4 5 4 5 5 4 4 5 4 4 M’Offi
Maria Isabel Ribay August 2, 2023 Female Mayor’s Office / LGU Corella 3 3 2 2 2 2 2 2 2 2 Maria Flor Ello August 2, 2023 Female LGU Corella 3 2 3 3 2 2 3 3 2 2 Pancho Jose Magallano August 4, 2023 Male Corella waterworks 3 3 3 3 3 3 3 3 3 3 Rosanna Bagaipo August 2, 2023 Female MEO/LGU CORELLA 5 5 5 5 5 5 5 5 5 5 Maria Rosmarifel Olmedo August 2, 2023 Female Mho 3 3 4 3 3 3 3 3 3 3 Jerome Mahinay August 4, 2023 Male LGU CORELLA 3 3 3 3 3 3 3 3 3 3 Maria Gina Lumain August 2 2023 Female Corella 2 2 2 2 2 2 2 2 2 2 Gemma Inguito August 2 2023 Female LGU- Corella, Bohol 3 3 3 3 3 3 3 3 3 3 Maria Adela Montesclaros August 2 2023 Female Tourism office 3 3 2 3 3 3 3 2 3 3 Benito jr. Ricalde August 2 2023 Male Lgu Corella 5 5 5 5 5 5 5 5 5 5 Claudia Narisma August 2 2023 Female SB Sec Corella 3 3 3 3 3 3 3 3 3 3 Aimee Gomez August 2, 2023 Female MBO - Corella, Bohol 2 2 3 2 2 3 3 3 3 3 Diogene Buagas August 2 2023 Male CSO-Corella 3 3 2 3 3 3 3 2 3 4 Page 237 of 241
LDIP & AIP Determining Legislative Requirement Determining Capacity Development Requirements Annual/End of Term Accomplishment Report Monitoring and Evaluation What do you expect to gain from this activity? 4 4 4 4 4 To be able to understand deeper on CDP formulation 3 4 2 2 4 How to craft and formulate the Comprehensive Development Plan for my sub-sector - Youth 4 4 3 4 4 Formulate a comprehensive development plan 3 3 3 3 3 Clear and comprehensive crafting of plan 5 5 5 5 5 Very usuable 5 5 4 5 5 Knowledge, weight 1 1 1 1 1 All knowledge needed to be called competent 4 4 4 4 5 gain knowledge Ehkldith
3 2 3 2 3 Enough knowledge in the whole CDP activity 2 3 2 2 2 Improved/deeper understanding on the topics 3 3 3 2 2 Gain more knowledge and y⁹0#! more ideas 5 5 5 5 5 Identification and Prioritization of Projects 2 2 2 3 3 Gain more idea 3 3 3 3 3 Goal and strategy setting 2 2 2 2 2 Knowledge 3 3 3 3 3 gain insights 3 3 2 2 3 Capacitation in rationalized Planning system 5 5 4 5 5 Knowledge of the CDP process and flow 3 3 3 3 3 More knowledge 3 3 2 2 2 Good training program 3 4 3 3 3 Gain more knowledge on Comprehensive Development Plan Page 238 of 241
CDP Formulation Workshop Post-Training Evaluation Form (Responses) MLGOO JOSIE M. MONTES First Name Last Name Date Gender Identity Office/LGU Concerned Mastery of subject matter Manner of delivery Ability to answer Queries Time Management Mastery of subject matter Rosanna Bagaipo August 4, 2023 Female MEO/LGU CORELLA 5 5 5 5 4 Dianne Michelle Daquio August 4, 2023 F Mayor's Office - Corella, Bohol 5 5 5 5 2 Maria Isabel Ribay August 4, 2023 Female Mayor’s office / LGU Corella 5 5 5 5 4 Reynan Bamuya August 4, 2023 Male Accounting 5 5 4 4 4 Jerome Mahinay August 4, 2023 Male LGU CORELLA 4 4 4 4 3 Celso Buagad August 4, 2023 Male Mswd LGU corella 5 5 5 5 5 Eva Lorraine Bahan August 4, 2023 Female LGU - Corella 5 5 5 5 3 Maria Adela Monstesclaros August 4, 2023 Female Tourism 5 5 5 5 3
Rosamyah Calunia August 4, 2023 Female Mun. Tourism office 5 5 5 5 3 Gemma Inguito August 4, 2023 Female LGU- Corella, Bohol 5 5 5 5 4 cecilio Clarin August 4, 2023 Male Corella 5 5 5 5 4 Maria Rosmarifel Olmedo August 4, 2023 Female Mho 4 4 4 5 4 Dominic Tocmo August 4, 2023 Male LGU CORELLA 5 5 5 5 5 Claudia Narisma August 4, 2023 Female SB Sec 5 5 5 5 3 Maria Flor Ello August 4, 2023 Female LGU Corella 5 5 5 5 5 Maria Gina Lumain August 4 2023 Female Corella 5 5 5 5 3 Aimee Gomez August 4, 2023 Female MBO - Corella, Bohol 5 5 5 5 3 Pancho Jose Magallano August 4,2023 Male Corella Waterworks System 5 5 5 5 4 ERNESTO ABADIANO August 4, 2023 MALE PNP CORELLA 5 5 5 5 4 Diogenes Buagas August 4, 2023 Male CSO/ Corella 5 5 5 5 5 Page 239 of 241
REYNAN BAMUYA, CPA ENGR. GERRY ARANETA, HNU Manner of delivery Ability to answer Queries Time Management Mastery of subject matter Manner of delivery Ability to answer Queries Time Management Mastery of subject matter Manner of delivery Ability to answer Queries Time Management Mastery of subject matter Manner of delivery HNU RUTH VIDAL ENGR. AUREEN M 4 4 5 5 5 5 5 5 5 5 5 5 5 3 2 4 5 5 5 5 5 5 5 5 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 3 3 4 4 4 4 4 4 4 4 4 3 4 3 4 3 4 4 4 4 3 4 4 3 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 3 3 3 5 5 5 5 4 4 4 4 3 3 3 2 2 4 4 4 4 4 4 4 4 4 4
3 3 3 4 5 4 4 4 4 4 4 4 3 4 4 4 5 5 5 5 4 4 4 4 4 4 4 5 5 4 4 4 4 5 5 5 5 4 4 3 4 4 4 4 4 4 4 3 3 3 3 3 5 5 5 5 5 5 5 5 5 5 5 5 5 3 3 3 5 5 5 5 4 4 4 4 4 4 4 4 5 5 5 5 4 5 4 4 5 4 4 3 3 3 4 4 4 4 5 5 5 5 3 3 3 3 4 5 5 5 4 4 4 4 4 4 3 4 5 5 5 5 5 5 5 4 4 5 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 Page 240 of 241
Ability to answer Queries Time Management Time allotted for every topic (Content) Applicability of topics to my job (Content) Activity Flow Facilitators Secretariat Venue (equipment, sound system, etc.) Meals/Food Served Overall impression Do you have any other comments about this activity (e.g. Suggestion/s for improvement)? MAE C. JAPOS, HNU 5 5 5 5 5 5 5 5 5 5 Sakit akong mata besh. 4 5 5 4 5 4 5 5 4 5 Squeezed workshop time. More sessions to attend to. Thank you! 5 5 5 5 5 5 5 5 5 5 None 4 4 4 4 4 4 4 4 4 4 3 3 3 4 4 4 4 4 4 4 5 5 5 5 5 5 5 5 5 5 Very useful 3 3 4 4 4 5 5 4 4 4 3 3 4 4 5 4 4 4 5 5 Timerestrictedsinceit
3 3 5 5 4 4 4 4 4 4 Time restricted since it needs more time 4 4 4 4 4 4 4 4 4 4 5 5 5 4 5 5 5 4 4 5 3 3 4 5 4 4 3 4 4 4 5 5 5 5 5 5 5 5 4 5 4 4 5 5 5 5 5 5 5 5 4 5 5 5 5 5 5 4 5 5 The speakers were effective in sustaining the listening capacity of the participants. The inputs delivered were very comprehensive . 3 3 4 3 5 4 5 5 4 4 Time not enough 3 4 4 3 4 4 4 4 4 4 4 5 5 4 4 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 I am very much delighted 5 5 5 4 5 5 5 4 3 4 Conduct more activities like this Page 241 of 241