2013-2019 Iloilo City Comprehensive Development Plan Chapter 2 ANALYSIS OF SITUATION

Chapter 2 ANALYSIS OF SITUATION

Analysis of Urban Issues and Problems

Multi-Stakeholder Assessment through the City Departments and the Iloilo City Disaster
Risk Reduction and Management Council

Sectoral Assessment through the Local Government Performance Monitoring System

Climate Change Vulnerability Adaptation Assessment and Mainstreaming of the DRR

and CCA into the CDP
Urban Issues and Problems

Strengths, Weaknesses, Opportunities and Threats (SWOT)

SWOT Matrix

Strategies

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2013-2019 Iloilo City Comprehensive Development Plan Chapter 2 ANALYSIS OF SITUATION

Analysis of Urban Issues and Problems

Multi-Stakeholder Assessment through the City Departments and the City Disaster Risk
Reduction and Management Council

Current urban issues and problems were initially generated by the City Planning and
Development Office from the multi-sectoral consultations made by Mayor Jed Mabilog with
barangay leaders, city officials and city residents. From his weekly Executive Meetings,
barangay pulong-pulongs, meetings with District Association of Barangay Captains and other
multi-stakeholder focus group discussions with the business, academic, youth, church, urban
poor and other marginalized groups, Mayor Jed Mabilog was able to identify initial priority
development problems and solutions at both the city and barangay levels.

During the initial preparations for the revision of the 1998-2010 Iloilo City comprehensive Land
Use Plan under the last term of then City Mayor Jerry P. Treñas, there was a multi-stakeholder
planning workshop that was conducted to identify issues relevant to each of the development
sectors. The identified issues were then subjected to a second round of assessment, review
and validation during the public hearing conducted on July 5, 2011 during the first term of Mayor
Jed Mabilog. The public hearing further updated the list of urban issues as well as the city’s
strengths, weaknesses, opportunities and threats.

In April 26, 2013, the 2011-2020 Iloilo City Comprehensive Land Use Plan and Zoning
Ordinance was finally approved by the HLURB through Board Resolution No. 898, S-2013
dated April 26, 2013. This came after the Regional Land Use Committee (RLUC) VI passed
Resolution No. 2012-398, series of 2012 which approved and recommended the eventual
HLURB approval of the city’s CLUP. This three-year CDP culled its list of urban issues and
problems from the ten-year CLUP.

The identification of Issues and problems as well as the identified strengths, weaknesses,
opportunities and threats (SWOT) were also solicited from the various city departments and
offices during the Executive Meeting held last September 11, 2013. With the help of the Atty.
Ferdinand Panes, DILG City Director, the gathering of these data was explained as a very
important baseline information in drawing up work strategies for the city’s 2013-2016
Comprehensive Development Plan.

In September 12, 2013, Mayor Mabilog issued a memorandum to all department heads and
chiefs of offices and directed them to submit their respective inputs on urban issues and
problems and SWOT for the 2013-2016 CDP. Relative to this, Mayor Mabilog issued Executive
Order No. 56, Series of 2013 In September 17, 2013, which reconstituted the planning team and
sectoral committees for the preparation of the 2013-2016 Comprehensive Development Plan.
The planning team is made up largely of city government department heads working on the
city’s various development sectors.

For a period of three weeks the City Planning and Development Office were able to gather key
outputs from the target sources which were based on planning workshops undertaken with their
respective stakeholders which included community residents, barangay officials, barangay work
volunteers, office field coordinators, city officials, civil society volunteers, NGOs and
representatives of national line agencies.

Sometime in September 2013 a three-day workshop was conducted by the Office of Civil
Defense with the Iloilo City Disaster Risk Reduction and Management Council (ICDRRMC) with

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2013-2019 Iloilo City Comprehensive Development Plan Chapter 2 ANALYSIS OF SITUATION

local stakeholders to further identify issues and SWOT attributes of the city through the lens of
climate change and disaster risks. This workshop mirrored the same issues and problems as
well as the strengths, weaknesses, opportunities and threats identified previously by the CLUP
revision and the City Mayor’s multi-stakeholder planning workshops. It only improved with the
added inputs on the climate change adaptation and disaster risk reduction management.

Sectoral Assessment through the Local Government Performance Monitoring System

The analysis of the city’s situation was also based on the city’s 2012 State of Local Governance
Report (SLGR) which is the latest recorded self-assessment of the city’s performance in terms
of its development on the five (5) performance areas, namely: Administrative Governance,
Social Governance, Economic Governance, Environmental Governance, and Valuing
Fundamentals of Governance. The assessment was undertaken through the Local Government
Performance Monitoring System (LGPMS) which is being supervised by the DILG VI. The
system also rates the city’s governance and service delivery performance according to the
areas of Input (Performance), Output (Productivity) and Outcome (State of Development).

Iloilo City used the LGPMS as an assessment tool which facilitated the evaluation of its overall
performance in 2012 and continues to use it in determining excellent performance areas and
improving badly performed areas. These so-called critical areas are found in the State of Local
Governance Performance (Input/Output) and in the State of Local Development (Output).

Data entry in the Local Governance Performance Management System (LGPMS) refers to the
data gathered from the different departments/offices and being transferred into the on-line Data
Capture Form web based system. The accomplished LGPMS DCF results are sent back to the
different city departments and offices for individual validation, comments and recommendations
before a technical conference is called for collective validation and refinements last March 2013
for the final results of the 2012 Iloilo City State of Local Governance Report to be submitted to
the Department of Interior Local government (DILG) for compliance.

The DCF of 2012 LGPMS results show two (2) majors areas of concern, namely: the State of
Local Governance Performance (SLGP) and the State of local Development (SLD). There are
20 indicators for the State of Local Governance Performance and nine (9) indicators for the
State of Local Development. Two (2) indicators of the respective areas are not
applicable/available to the LGU of Iloilo City being a highly urbanized city which is Forest
Ecosystem and Freshwater Ecosystem Management.

The 2012 Iloilo City State of Local Governance Performance (SLGP) is the underlying capacity
of Iloilo City in terms of structure, policies, guidelines, administrative system, managerial
competencies, tools, facilities, equipment, financial resources and the availability and quality of
basic services delivered by the city in 2012. The City’s overall State of Local Governance
Performance (SLGP) averaging rating is 4 which is high. A general excellent rating of 5 in Social
Governance and Economic Governance, 4 in Administrative Governance Environmental
Governance and Valuing Fundamentals of Governance. A perfect scale of 5 denotes excellent
performance while a performance scales of 3 and 4 ratings are relatively high and there are
areas which can still be improved.

The State of Local Development (SLD) refers to the Socio-Economic and Environmental
conditions in a locality. The State of Local Development manifests the result of action in actions
of government and stakeholders sector and individual. The overall rating is fair (3.87) which
needs improvement in three (3) areas such as Environmental Development which is high at a

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2013-2019 Iloilo City Comprehensive Development Plan Chapter 2 ANALYSIS OF SITUATION

rating of 4.22 while the Social Development which is fair at a rate of only 3.91 and Economic
Development which is also fair at a rate of only 3.5 and there are still areas which also need to
be improved.

Climate Change Vulnerability Adaptation Assessment and Mainstreaming of the DRR and
CCA into the CDP

Sectoral issues and concerns were also drawn up from two UNHabitat-assisted workshops that
were recently conducted with the city’s stakeholders. The City-Wide Consultation on the City’s
Climate Change Vulnerability Adaptation Assessment undertaken last November 11-12, 2013
and the CCA-DRR Mainstreaming in the CDP Workshop in November 20-22, 2013 resulted in a
list of climate change-related concerns and recommendations that stakeholders contributed for
the main purpose of improving the city’s resilience and adaptability to climate change and
disasters.

The workshop on CCA and DRR mainstreaming was very useful in redesigning the draft CDP
into a more useful plan document that now has a climate change lens in all the issues, vision,
objectives, and PPAs presented in the various development sectors.

Urban Issues and Problems

As a result of the various consultations and planning workshops made, the following issues and
problems in accordance with their development sectors and the LGPMS parameters were
identified and now forms part of the 2013-2016 Comprehensive Development Plan of Iloilo City:

Economic Development

Competitiveness

1. limited financial resources of the city government

2. low productivity, rising unemployment and underemployment
3. poor access by out-of-school-youth, women, differently-abled, senior citizens, urban poor
and other marginalized sectors to livelihood and income opportunities
4. inadequacy of infrastructure in the city

Bankability

1. moderate dependency on the 20% IRA share

2. high cost and inadequate supply of power and water
3. high cost of urban land and rentable commercial spaces

Social Development

Livability

1. inadequacy of health service facilities, personnel, funding, supplies and equipment

2. persistence of Dengue and other diseases and illnesses
3. inadequacy of classrooms and other related facilities for public elementary and high schools
4. low completion and graduation rates especially among public high school students at
56.78% and 82.52% respectively

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2013-2019 Iloilo City Comprehensive Development Plan Chapter 2 ANALYSIS OF SITUATION

5. growing criminality among out of school youths, street and urban working children and
mendicancy among atis and badjaos
6. huge number of informal settlements under slum and unsanitary conditions
7. deterioration of heritage structures and mass disregard for cultural preservation

Environmental Management

Livability

1. high coliform level in the coastal waters of Molo-Arevalo foreshores

2. poor water quality of estuarine, rivers, creeks and underground aquifers and streams
3. perennial flooding, inundation and stagnant water condition
4. air pollution from motor vehicle
5. inadequacy of potable water supply

Governance and Administration

Governance
1. persistence of some overlapping and redundant barangay projects
2. poor quality and quantity of basic services due to limited logistics and resources
3. poor organizational work structures for work targets and deadlines
4. poor coordination in the construction of city and barangay projects
5. laxity in the implementation of plans and enforcement of policies, ordinances and issuances
6. lack of plans/programs for sidewalk vendors and other similar special groups
7. low revenue from investments on relocation sites
8. poor drainage system and other urban renewal initiatives
9. inadequacy of in-house facilities and equipment for protective and emergency response

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Based on the 2011-2020 Iloilo City Comprehensive Land Use Plan, the various multi-
stakeholder meetings of the mayor, the summarized listings drawn from the city’s departments
and offices per Memorandum Order No. 139, series 2013 and the Iloilo City DRRM Planning
workshop conducted by the Iloilo City Disaster Risk Reduction and Management Council, the
following SWOTs were identified:

Table 1. SWOT Matrix

STRENGTHS WEAKNESSES
1. presence of strong 1. inadequate number of 1.
political will by Mayor permanent city
Jed Patrick Mabilog and personnel
the SP (focusing on 2. practice of detailing
bureaucratic reforms for personnel to other
improved service offices
delivery and good urban 3. inadequacy of vehicles
governance for key field works (e.g. 2.
2. existence of dynamic city pound van, zoning
and supportive inspection, etc.)
executive assistants 4. poor conditions at
and city department some work facilities 3.
OPPORTUNITIES THREATS
existence of supportive 1. existence of some poor
private sector and civil and deteriorating
society (NGOs, POs, infrastructure and urban
church, academe, amenities
urban poor, business, 2. climate change,
professional and civic geologic hazards and
groups, etc.) other risks (i.e.
existence of a drought, flooding,
functional Regional storm surges, sea level
Development Council rise, tsunami,
and supportive NGAs earthquake, soil
availability of UN and erosion/subsidence,

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2013-2019 Iloilo City Comprehensive Development Plan
heads
3. strong vertical and
horizontal linkages and
networks with the
Office of the President,
Office of the
Congressman, national
government offices,
civil society
organizations
(business, academe,
private, NGO, PO,
religious, etc.), ODAs,
MIGEDC and other
work partners
4. existence of well-
trained city government
personnel (e.g. CTO,
DRRM, environment,
etc.)
5. improved income and
revenues from local
taxes and certain
services (e.g. health,
garbage,
slaughterhouse,
markets, cemetery,
etc.)
6. existence of improved
service infrastructure
and facilities (e.g.
health centers,
BEMoNC, etc.)
7. presence of improved
work systems and
processes (monthly
monitoring of barangay
book-keepers, COA
Auditors Advice,
“complete reports only”,
anti-rabies IEC and
vaccination, etc.)
8. availability of program
software for improved
work efficiency
9. existence of ordinances
and other legislations
supportive of the city’s
developmental
programs
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Chapter 2 ANALYSIS OF SITUATION
(e.g. city pound, etc.) other ODA technical groundwater
5. existence of assistance windows for contamination,
bureaucratic red tape urban development 3. man-made hazards like
and scattered city 4. presence of many insurgency, terrorism,
offices that delay taxable business, real fire, epidemic, etc.
transactions and work estate and other 4. occasional
6. continued dependency business and entertain- brownouts/blackouts
on the limited share in ment establishments 5. high cost of water and
the 20% IRA 5. existence of basic city power
7. limited technical facilities and amenities 6. prevalence of negative
competence and (internet access, attitudes at some
capacities for some tourism communities towards
urban development establishments, participation in city
work such as flood health/wellness development (bahala
control and drainage centers, inter-modal na, fence sitting,
planning, transport transport, hospital and walang pakialam, etc.)
planning, wastewater medical care, etc.) 7. increasing urban
treatment, etc. 6. low crime rates issues on traffic
8. poor work systems at 7. high business and congestion, garbage,
certain city investment sector poverty, pollution,
departments (e.g. confidence on the city flooding, illegal settling,
referral system at leadership etc.
other health centers, 8. barangay adherence to 8. confusion among
tracing accounting city government residents on the
documents from policies (e.g. timely services of LMRHC
within the division submission of monthly and Lapaz District
and the past year’s reports, etc.) Health Center
transactions, etc.) 9. availability of software 9. delay on the part of the
9. overlapping of programs that can barangay officials to
services at the Lapaz improve work comply with reports,
District Health Center efficiencies and submit documents and
and the LMRHC effectiveness (e.g. dog remit withholding taxes
10. inadequacy of some vaccination/ to BIR
equipment and tools registration, etc.) 10. ending of ODA and
(e.g. ambulance, 10. availability of NGA-assisted work
laboratory trainings/seminars for programs (e.g. BMG-
equipment, etc.) city hall employees WHO “Rabies-free
11. change of city and offered by NGAs and Visayas Islands”)
barangay leadership other work partners
(after elections)
affecting plan
implementation,
program direction,
project priorities, etc.
12. poor work
performance by
some permanent
staff and job-hires at
some city offices
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Strategies

Based on the SWOT Matrix above, the following are the city government’s strategies in
implementing the 2013-2016 Comprehensive Development Plan:

Strength-Opportunities Combination

1. joint undertaking between and among the Mayor, SP, EAs and department heads for
improved development planning, services delivery, tax collection and revenue generation
and city administration

2. harmonization of city plans and RDC programs for sustainable urban development and
growth

3. improvement of the city’s service delivery systems through capacity building initiatives by
NGAs, ODAs and NGOs and other private-public partnership networks

4. increasing city incomes and revenues through sustained good business climate and
investment sector confidence on city leadership

5. maintenance of strong political will over projects and programs funded locally

6. maintain peace and order through strong vertical and horizontal networks with national,
regional and barangay governments and through private partnerships

7. harness the existing improved service facilities and software programs for further improved
delivery of services

Weaknesses-Opportunities Combination

1. reduction or eradication of bureaucratic red tape at city hall through computerization and
internet-based transactions

2. improved fiscal management of city income and expenditures through capacity building
measures with partner agencies and institutions

3. improved technical capacities in urban and regional planning and growth management
through UN and ODA-assisted technical assistance programs

4. reduction of dependency on the 20% IRA share by more improved tax collection and
innovative revenue generation measures

5. improvement of inter-department work coordination through internet-based work processes

and organizational development trainings by partner agencies and institutions

Strengths-Threats Combination

1. improvement of urban infrastructure and amenities through a stricter and sustained

implementation of plans and investment programs

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2. maintenance of the coordinated efforts of city departments in adopting climate change and
disaster risk reduction measures

3. institutionalization of disaster management through organizational structures, plans and

policies prioritized by the Mayor and the SP

4. improvement of power and water costs through concerted planning efforts by the national
government, RDC, city government and private sector-civil society stakeholders

5. elimination of peoples’ negative attitudes towards participatory community development

through IEC programs with development partners

6. optimization of the city Mayor’s political will on the speedy resolution of urban issues

Weaknesses-Threats Combination

1. improvement of work systems and coordination among departments, task forces and other
work committees for service delivery improvement and solution of current urban issues and
problems

2. improvement of local incomes and revenues by encouraging people to pay taxes and other
payment obligations promptly and accurately

3. improvement of the quality and quantity of city planning and growth management initiatives
that are set up for the resolution of urban issues

4. prioritization of IEC and advocacies on multi-stakeholder planning and implementation of

urban development plans and programs (including values reorientation among
communities)

5. reduction of city dependence on its 20% IRA share for development projects through more
innovative income generation and improved tax collection measures

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