Ambaguio Chapter I-III

CHAPTER I.
BRIEF PROFILE OF LGU

I. CREATION OF AMBAGUIO
“Ambaguio” originated from the word “Bagiw”, an Igorot term for moss, inhabited by
Kalanguyas, Ifugaos and Ibalois which generally called E-ambagiw which means
“conqueror of moss”. This town was once in the nineteenth and twentieth century, a
barrio of Bayombong, the capital town of Nueva Vizcaya, before it officially became an
independent municipality on June 18, 1966 by virtue of Republic Act No. 4735. Barrio
Lieutenant, Mr. Mariano C. Agnahe was appointed as the first mayor of this municipality.
II. GEOPHYSICAL CHARACTERISTICS
Location:
Northwestern part of the province of

Nueva Vizcaya lying within the north 16
degrees 00 minutes latitude and 121
degrees 00 minutes east longitude.
Area:
16, 038.5888 hectares (Ambaguio

Cadastre) or
Barangays:
Eight (8) barangays namely Poblacion,

Ammoweg, Camandag, Tiblac, Labang,
Dulli, Salingisingan and Napo.
Boundaries
North: Ifugao Province

East Kayapa
West: Villaverde, Solano and
Bayombong
South: Bambang
Topography and Altitude:
Generally Ambaguio is considered

mountainous, dominated by elevation
category of 500 to 1000 meters above
sea level Figure 1. Provincial Administrative Map
Climate and Rainfall:

Third type, which is characterized by rainfall pattern that is relatively wet from May to
October, and gradually becoming dry from November to February, until its driest period
at the months of March to April.
III. POPULATION AND DEMOGRAPHIC PROFILE

1
Population: 15,250 (PSA Census 2015)
No. of Households: 3,536 (PSA Census 2015)
Average Household Size: 4.3 (PSA Census 2015)
Registered Voters: 6,106 (COMELEC)
Religion: Roman Catholic, Protestants
Major Languages: Kalanguya
Tribes: Kalanguya, Ayangan, Ibaloi, Ilokano
Poverty Incidence: 9.13% (NHTS Survey 2009)
IV. INCOME
IRA Share: 70,884,323.00
Locally-Sourced Revenues: 750,000.00
V. SOCIAL SERVICES
Total Number of schools: 17

Total Number of RHU: 8
Total Number of Daycare Centers: 30
VI. ECONOMY
Major Economic Activity: Agriculture

Number of Business Establishments: 187
VII. INFRASTRUCTURE
Mode of Transportation: By Land

Type of Communication Facilities: Smart and Globe Cell Sites
Source of Water: Developed Spring
Source of Power Supply: Nueva Vizcaya Electric Cooperative (NUVELCO)/
Ifugao Electric Cooperative (IFELCO) /Solar System
Administrative infrastructures
Number of national government offices situated and operating in the LGU 3

MLGU-owned facilities 9
VIII. Environment
Solid Waste Management: Fairly Good
General air quality: Good
2
General water quality: Safe
IX. LOCAL DEVELOPMENT INDICATOR SYSTEM
Presented below are dataon local development indicators for the five sectors namely
Social, Economics, Environment, Infrastructure and Institutional.
TABLE 1. MATRIX OF AVAILABLE DATA ON LOCAL DEVELOPMENT

INDICATORS
SOCIAL SECTOR
LARGE
INDICATOR OF PLANNING R SMALLER SPATIAL UNITS
CORE Period
DEVELOPMENT OR AREA SPATIA OF PLANNING AREA
SUB- CONCERN / Time
UNDERDEVELOPME L UNIT
SECTOR S (Year)
NT AMBAGUI Nueva URBAN
RURAL BRGY
O Vizcaya BRGY
PSA
Census
2007- 2007 –
2010 – 2010 – 2007 –
Population size (all 2007 – 2007
Population 421,355 2,503 2010 –10,949
census years available 2010 – 2010
Size 2015 – 2015 – 2015 –12,492
including latest) 13,452 2015
452, 287 2,758
2015 –
15,250
Demography
2007 –
1.02
Population 2010 – 2007 2007 –
Growth Growth rate (0.07) 2010 0.12
Rate 2015 – 2015
0.71
Population Gross Population

5.78 2015
Distribution density,2015
Participation Rate,
98% 2017
latest
Enrolment Rate, latest 98% 2017
Achievement Rate, 2017

Access to 71.12%
lates
Education
Drop-out Rate, lates .2% 2017
Literacy rate, latest
Level of Well- Number of HH without 811 2017 8206 171 640

being sanitary toilet
Number of
malnourished pre-
26 2017 989 10 16
school
Access to
Health Number of
Services malnourished school 23 2017 2528 8 15
aged children
Number of infant
deaths 4 2017 56 2 2
Number of under-five 5 2017 69 2 3
3
mortality
Number of fully 2017

270 8760 67 203
immunized children
Number of infants with 2017
9 2431 4 5
low birth weight
Number of home
deliveries 79 2017 647 13 66
Number of teenage 2017

55 1014 19 36
pregnancy cases
Number of tuberculosis
and other emerging 8 2017 1147 3 5
diseases
Number of HIV cases 0 2017 28
No. of
HHs w/
Percentage of Access
barangays with potable 100% 2017 to safe 250 HH 1264 HH
water water
75,605
Crime Rate
10 2016
Index
Public 5 2017
Safety 15 2016
Non-index
9 2017
Crime Solution 100% 2016
Efficiency 92.857% 2017
ECONOMIC SECTOR
LARGE SMALLER
R SPATIAL UNITS
INDICATOR OF PLANNING AREA
SECTOR/ CORE Period/ SPATIA OF PLANNING
DEVELOPMENT OR
SUB- CONCERN Time L UNIT AREA
UNDERDEVELOPME
SECTOR S (Year) RURA
NT Nueva URBAN
AMBAGUIO L
Vizcaya BRGY
BRGY
Percent labor force
employed by age
group 15 years old and 68.98% (2015)
above
Labor and
Employment rate
General Employmen 68.95
t
Dependency ratio,
2015
 Young 25. 71%
 old age 5.34%
Volume of agricultural
crop production by
major crop
Rice
Crop
Agriculture
Production 3,065.30 2015
Rice
3,086.25 2017
64.50 2015
Corn
69.00 2017
High Value Crops 21,878.61 2015
4
25,073.18 2017
Livestock Volume (No.of heads) 24,250.00 2017

and Poultry of poultry production
Production
Volume of livestock
2,270.00 2017
production
Fish Volume of fish

22.05 2017
Production production inland
Total Number of
148
Commercial 2016
Services
Establishments 2017
187
ENVIRONMENTAL SECTOR
LARGE SMALLER
R SPATIAL UNITS
CORE Period/ SPATIA OF PLANNING
SUB- DEVELOPMENT OR
CONCERN Time L UNIT AREA
SECTOR UNDERDEVELOPME
S (Year) RURA
NT Nueva URBAN
Ambaguio L
Vizcaya BRGY
BRGY
Environmental Code 1 2017
MENRO work force 2
Municipal and 2- MLGU
Barangay Ordinance 8 -Brgys.
Forest Ranger/
1 under MLGU
Bantaygubat
192 Ha. FMP
Communal forest and
3.5 ha. PENARO &
Protection watershed
Forest LGU
of reforestation to 8 brgy
Ecosystem
Biodiversity 5,800 LGU seedlings
160,000 seedlings
Seedling Productions
FMP
Nursery tool
- Wheel
3
barrow
4
- Bolo
Delineation of
1 Brgys.
communal watershed
Temporary RCA 1
1 LGU
compoun
d
MRF
2
Waste barangay
Urban s
Manageme
Ecosystem 1 RHU
nt Septic vault
1 Tiblac
1.
Labang
Mini dump track 1
-Conduct IEC on SWM 8 brgys.
Soil and -Strategic bamboo and
1,500 seedlings
Fresh Water water tree planting
Ecosystem conservatio -Conduct IEC on
8 brgys.
n Watershed
Upland
Agroforestry project-
Agricultural 234 ha.
FMP
Ecosystem
Climate CCAM 1.5 ha.
5
-Greenbelt project or
Strategic tree planting
to vulnerable areas
Septic Vault 2 4
RCA 1
3,065.30 2015
Rice
3,086.25 2017
64.50 2015
Change Corn
Mitigation 69.00 2017
High Value Crops 21,878.61
Volume (No.of heads) 24,250.00

Livestock
of poultry production
and Poultry
Volume of livestock
Production
production 2,270.00
Fish Volume of fish

22.05
Production production inland
IV. INFRASTRUCTURE
LARGE SMALLER
R SPATIAL UNITS
DEVELOPMENT OR
UNDERDEVELOPME
NT Nueva URBAN
AMBAGUIO L
Vizcaya BRGY
BRGY
Utilities: Ratio of Population
2,955 2017 12% 88%
Water over the demand
Social
Percentage of
Support Utilities:
Household served by 2,955 2017 40% 25%
Power
electric power
Facilities Health Facilities 8 2017 10% 90%
Road Density (area

covered by roads to 0.31% 2017 0.02% 0.11%
total land area)
Length(Km) of Roads
0.011 2017 14 4.51
per 1000 Populations
Economic Public
Support Roads Length(Km) of
15.07 KM 2017 27% 27%
Concrete Roads
Percentage of
8.00 2017 60%
Permanent Bridge
Percent of Footbridge 12.00 2017 60%
Support to Office
Administrative Total office floor 6 sq.m 2017
Space
Services
INSTITUTIONAL SECTOR
LARGE SMALLER
R SPATIAL UNITS
DEVELOPMENT OR
UNDERDEVELOPME
NT Nueva URBAN
AMBAGUIO L
Vizcaya BRGY
BRGY
Local Fiscal Revenue Total Revenue per 4,107.56 2016
6
Management Performanc
capita 4,736.49 2017
e
Organization
Proportion of 22%
and
vacancies to total 2017
Management
plantilla positions
Public
Participation Number of NGOs,
CSOs, and POs 24 2017
accredited
Development Legislative Number of ordinances 1 2015

Orientation Output enacted 3 2017
CHAPTER II. LGU VISION STATEMENT
Ambaguio, crowned with natural beauty and established agriculture havenis now taking
its place in the tourism and agricultural industry as evidenced by the increase of tourist
arrivals and surge in agricultural
VISION production respectively which relatively
improved the standard of living of our
constituents.
As afore-mentioned potentials and

Ambaguio as Agro-Forest assets that ascertainprogress when
well-developed, this LGU in
Haven of Region 02 consultation with the public sets its
Vision (Figure 2, left) to serve as
inhabited by empowered steering wheel in the planning and
Indigenous People living implementation of programs and
projects for this municipality.
in an ecologically Further,the current administration’s
balanced community with development thrusts as represented in
the acronym “A TRUE
accessible, productive SERVICE”guides sectoral
developments that are crucial for the
and competitive economy fulfilment of our Vision. The acronym
with effective and stands for:
efficient Local Advancement and Empowerment;

Totally-Settled Road Networks;
Governance. Resilient Infrastructures;
Universal Health and Wellness;
Ethical Local Governance;
7
Safe and Dynamic Community;
Emphatic Social Service;
Rural Electrification and Energization;
Valuable and Sustainable Organic Farming;
Inclusive and Accessible IP Education;
Conserved and Protected Environment; and
Eco-Tourism and Sports Developments
Figure 2. LGU Vision

Finally, above-stated vision serves as our ultimate guide in the formulation of this Six-
Year Comprehensive Development Plan of our municipality.
CHAPTER III. SITUATIONAL ANALYSIS
I. SOCIAL SECTOR
Gathered in this part are the issues and concerns of the social sector presented per
area or subsector such as the Education, Health and Nutrition, Social Welfare and
Development, Shelter and Settlement, Public Order and Safety and Social Security
and Safety. These issues and concerns were threshed out as a result of the analysis
done per subsector on the current situation of the municipality. Eventually, these will
map the local planners on the listing of development goals, strategies and activities.
1.1. EDUCATION
a. Vision Reality Gap

After thorough study of the present condition of the LGU particularly on
Education Sector vis-a-vis Vision, it appears that vision reality gaps is high as
presented in the table below.
TABLE 2. VISION-REALITY GAP FOR EDUCATION
CURREN
VISION-
DESCRIPTO SUCCESS T WHAT TO DO TO
REALITY
R INDICATORS REALITY FILL THE GAP
GAP
RATING
Empowered Enough number of 4 6 Establishment of
IP schools and classes additional
schools/classes in
the strategic
locations of the
locality
4 6 Construction of
8
additional
classrooms and
other necessaary
school buildings.
6 4 Deployment of
complementary and
appropriate number
of teachers and
school heads
Zero drop out and 6 4 Institutionalization of
school leaver varied alternative
delivery
modes/instruction-
learning
interventions
100% graduation rate 6 4 Create a child-
and 85% cohort friendly, culture-
survival rate sensitive, and
holistically-relevant
learning
environment.
75% average mean 6 4 Increase
percentage score in achievement rate in
NAT the National
Achievement Tests
6 4 Enhance the
academic
performance of
learners in all
learning areas year
to year
6 4 Upgrade the
accomplishments in
the co-curricular
activities like sports,
scouting, and talent
festival
100% literacy rate 6 4 Institutionalization of
adult education
program
b. Issues and Concerns
1. On Access to Education
The enrolment and participation rates as of 2017 have gradually improved to

96%. These could be due to the limited number of schools in elementary and
secondary school operating in the municipality. However, it is still below the ideal
9
100% target. The following table shows the number of school/center exists from
2013 up to 2017.
TABLE 3. NUMBER OF SCHOOL/CENTER EXISTS FROM 2013-2017
SCHOOL 2013 2014 2015 2016 2017

Complete elementary 9 10 12 12 12
school
Primary school only 5 4 2 3 4
Secondary school 1 1 1 1 2
Community learning 2 2 2 2 2
center
Special education center 0 0 0 0 0
Source: DepEd-Ambaguio
Similarly, there are insufficient number of standard classrooms and school

buildings in all schools. Where some classes are contained in
temporary/conventional classrooms which have limited space and made up of
light materials as presented below.
TABLE 4. NUMBER CLASSROOMS/SCHOOL BUILDINGS FROM 2013-2017
CLASSROOM/ 2013 2014 2015 2016 2017

BUILDING
DepEd Standard 31 35 39 46 53
classroom
Alternate Design 29 30 30 31 30
classroom
Makeshift/Conventional 7 12 13 9 11
Computer room 0 0 0 0 0
Library room 0 0 0 0 0
Laboratory room 0 0 0 0 0
Kindergarten classroom 0 0 1 1 1
Special Education 0 0 0 0 0
classroom
Comfort room m/f 4 6 9 15 15
(Standard)
Likewise, when the 12 kindergarten classes are excluded, the number of classes
organized is mostly multi-grade because of the limited number of classrooms and
number of teachers deployed.
TABLE 5.NUMBER OF CLASSESS ORGANIZED FROM 2013-2017
10
CLASSES ORGANIZED 2013 2014 2015 2016 2017
Multi-grade (elementary) 25 30 30 29 31
Mono-grade 36 41 46 49 49
(elementary)
Secondary grades 6 6 7 8 10
ALS A & E and BLP 4 4 4 4 4
As stated, the number of teachers deployed including the number of school

heads assigned or designated are not complementary with the number of classes
organized or number of schools operating in the municipality as shown in the
following table:
TABLE 6. NUMBER OF TEACHING STAFF FROM 2013-2017
SCHOOL 2013 2014 2015 2016 2017

Elementary school 60 65 76 80 86
teacher
Elementary school head 7 8 8 11 11
Secondary school 14 15 16 23 26
teacher
Secondary school head 1 1 1 1 1
ALS Literacy Facilitator 2 3 3 3 3
Teacher
When the above situations are not immediately addressed, a significant number
of learners both in the secondary and elementary who do not enroll or participate
in schooling may increase.
2. On Retention of Learners and Relevance of Education
The number of drop outs is decreasing while the number of school leavers is
generally fluctuating as comparatively computed from 2013-2017 as shown
below:
TABLE 7. NUMBER OF DROP OUTS AND SCHOOL LEAVERS FROM 2013-2017
PERFORMANCE 2013 2014 2015 2016 2017

INDICATOR
Number of drop outs 7 9 5 4 4
11
Percent viz-a-viz 0.4% 0.5% 0.3% 0.2% 0.2%
enrolment
Number of school 17 14 8 12 7
leavers
Percent viz-a-viz 1% 0.75% 0.4% 0.6% 0.3%
enrolment
These could be attributed to the lack of job-embedded learning activities for

teachers done in the school and the absence of alternative delivery mode applied
to retain the learners.
Without implementing appropriate alternative delivery modes of teaching the

learners and completely necessary JEL activities for teachers, the number of
drop outs and school leavers in the different schools could possibly rise.
3. On Completion of Education and Liberating Learners
As of 2017, the cohort survival rate of basic education learners is still low, that is,
only 79% of the previous grade enrollees finish high school. While the
graduation rate that is only 96% completes Grade 6/Grade 10 compared to those
who enrolled in June.
In the absence of an established educational assistance and strategic

mechanism for learners, especially the secondary school students, low
completion rate and survival rate remains. In particular, a good number of high
school students may not finish senior high school.
4. On Achievement Level of Schools and Quality of Education
The National Achievement Tests average Mean Percentage Score (NAT MPS) in
the municipality is generally fair as compared to other municipalities in the
province including those in the lowland/urban areas. Based on records available
in the DepED District Office, the following are the computed MPS:
TABLE 8.ACHIEVEMENT RATE (NAT GRADE 6) FROM 2013-2017
NAT MPS 2013 2014 2015 2016 2017

Grade 6 65.03 74.37 69.18 72.16 71.12
However, the above NAT results, is still far behind the latest national target that
is 76%. On the other hand, the achievement test administered for the secondary
students and Grade 3 pupils are only used for research.
For a higher quality of education deliveries in this municipality, an improved test

construction strategies and standardized test administration shall be applied.
12
5. On Literacy Level of the Community
The functional literacy rate of the community people of the municipality is still
behind the 100% ideal rate. Based from the data available, it is still computed at
73%. This is attributed to the number of adults who have not undergone formal
education at all. Likewise to the limited number of literacy facilitator to cater basic
literacy sessions.
In fact, only Barangays Poblacion, Salingsingan, Labang, and Tiblac have

regular literacy facilitator and ALS Program (A & E and BLP) implementation.
Without a serious and an institutionalized intervention to properly cater the

educational needs of the adult learners and the out-of-school youths, functional
literacy rate of this municipality could remain low.
1.2. HEALTH AND NUTRITION
a. Vision-Reality Gap
After thorough study of the present condition of the LGU particularly on Health
and Nutrition Sector vis-a-vis Vision, it appears that vision reality gaps is high as
TABLE 9. VISION-REALITY GAP FOR HEALTH AND NUTRITION
CURRENT VISION-
DESCRIPTO SUCCESS WHAT TO DO TO FILL
REALITY REALITY
R INDICATORS THE GAPS
RATING GAP
Empowered Zero child 1.61% 1.61% Decrease malnutrition
Indigenous malnutrition
People Zero under-5 18.72 18.72 Decrease under five
mortality rate mortality rate
Zero maternal 4.26 4.26 Decrease maternal
death rate death rate
Low morbidity rate 442.6 442.6 Decrease morbidity
100% facility- 68.16% 31.86% increase facility based
based delivery delivery
(FBD)
100% deliveries 73.40% 26.60% Increase facility
attended by skilled deliveries attended by
birth attendants SBA
(SBA)
Zero couples with 9% 9% decrease couples with
13
unmet needs unmet need for modern
(couples who want family planning method
to use modern
family planning
methods but
currently not using
any modern family
planning method)
100% households 62% 38% Make safe drinking
(HH) have access water accessible to the
to safe drinking remaining 38%
water
100% households 33.2% Increase households
with sanitary toilet 66.8% with sanitary toilets
Health and nutrition is one of the major concerns of the LGU. Budget allocated
for health programs and projects is increasing yearly with augmentations from
other agencies such as DOH and provincial government; however, despite this
joint support and efforts, there are still issues and concerns to be addressed such
as malnutrition, maternal death( death related to pregnancy or childbirth), under-
5 child death, morbidity or illnesses, facility based deliveries (deliveries or birth in
health facility), deliveries attended by skilled/trained birth attendants, family
planning and sanitation. Details on these issues and concerns are presented
below.
1. Malnutrition in under five and school children
TABLE 10.NUTRITIONAL STATUS FOR THE PAST 3 YEARS
YEAR
NUTRITIONAL
STATUS 2015 2016 2017
Total children 3,592 3540 3472

Normal 3,343 (93.06%) 3449(97.42%) 3416(98.39%)
Overweight 98(2.93%) 2(0.05%) 7(0.2%)
Wasted 151(4.51%) 89(2.51%) 49(1.41%)
TOTAL
MALNOURISHED 259 (7.21%) 91(2.53%) 56(1.61%)
(wasted +
overweight)
Source: MHO
This table shows that in 2015, 151(4.51%) children are below the normal weight
for height or wasted, 89(2.51%) in 2016 and 49(1.41%) in 2017. There are
98(2.93%) overweight children in 2015, 2(0.05%) in 2016 and 7(0.2%) in
2017.There is significant yearly decrease in the total number malnourished
children, 299 or 7.21% in 2015, 91 or 2.53% in 2016 and 56 or 1.61% in 2017.
14
The latest (2017) percentage of both overweight (0.2%) and wasted (1.41%) are
below the DOH target for wasted (<5%) and overweight (<3.9%), this can be
attributed to the serious efforts of the LGU through the Nutrition Office to fight
malnutrition.
Factors or causes such as inadequate child care, food insecurity, low income,
and lack of sustained IEC programs on malnutrition may have contributed to the
existence of malnutrition. Failure to address these may lead to increased
malnutrition.
2. High under-5 mortality rate
TABLE 11.UNDER-5 CHILD MORTALITY FOR THE PAST 3 YEARs
Year 2015 2016 2017

Total live births 285 336 267
Number of deaths 1 4 5
Mortality rate 3.5 17.9 18.72
Source: MHO
This table shows that in 2015 there is one (1) under-5 child death with a
mortality rate of 3.5 which means that in every 1,000 live births about 3 under-
5 children die, four (4) deaths in 2016 with a mortality rate of 17.9 and 5
deaths in 2017 with a mortality rate of 18.72. The mortality rate for
2017(18.72) is way above the target (0.022) of DOH. There is significant
yearly increase in mortality rate of under-5 children in the locality for the past
3 years. The following factors or causes may have contributed to the
increased mortality rate:
a. poor and/or delayed health seeking behavior of parents/guardians,

b. distance of health care facilities,
c. unfavorable terrain or road conditions and limited mode of transport
(only 2 ambulances and motorcycles the only public utility vehicles in
the locality),
d. financial constraint,
e. no or incomplete immunizations,
f. some resort to untrained/non-accredited traditional & alternative
health care or unlicensed Medical Practitioners.
Failure to address the above factors or causes may lead to increased under-5
mortality.
3. High maternal mortality rate
TABLE 12.MATERNAL MORTALITY RATE FOR THE PAST 3 YEARS
Year 2015 2016 2017
Total deliveries 285 336 267
number of deaths 1 0 1
Mortality rate 3.89 0 4.26
15
Source: MHO
This table shows that there is one(1) maternal death in 2015 and 2017 with
mortality rate 3.89 and 4.26 respectively; meaning, in 2017 about 4 mothers
die in every 1,111 deliveries. The mortality rate in 2017(4.26) is far above the
DOH target (0.0009).
The reasons or factors that have contributed to the high maternal mortality
rate as follows:
a. Refusal to seek/avail of health care services due to religious belief,

b. Poor or delayed health service seeking behaviour of pregnant women,
c. Unfavorable terrain/road condition,
d. Limited mode of transport/ difficulty in availing of transport service( only
2 ambulances, motorcycles are the only public utility vehicles in the
locality)
e. Financial constraint
The main factors or reasons identified which may have contributed to the 2
maternal deaths for the past 3 years is refusal to seek prenatal care and
delayed consultation for complicated labor because of religious belief of the
pregnant women.
Failure to address the causes or factors may lead to increased maternal

mortality rate which may result to malnutrition, morbidity and even death of
the orphan child.
4. High Morbidity rate
TABLE 13.PATIENT CONSULTATIONS DUE TO ILLNESS
Year 2015 2016 2017

Number of 7,054 8,243 7,130
consultations
Morbidity rate 445.2 442.6
504.1
Source: MHO
This table shows that in 2015 there are 7,054 with a morbidity rate of 445.2
which means that in every 1,000 population, about 445 persons get sick in a
year; there are 8,243 consultations in 2016 with a morbidity rate 504.1and
7,130 consultations in 2017 with a morbidity rate of 442.6.
TABLE 14. TOP 10 LEADING CAUSES OF MORBIDITY FOR THE PAST 3 YEARS
2015 2016 2017
16
No. of No. of No. of
Causes cases Causes cases Causes cases
Upper Upper Upper
Respiratory Tract 1398 Respiratory 4118 Respiratory 3947
Infection Tract Infection tract Infection
Headache, 476 Hypertension 506 Systemic Viral 506
all types Infection/Influen
za
Acute 395 Allergic 498 Hypertension 349
Gastroenteritis Diseases
Fever 374 Headache, all 409 Headache, all 313
types types
Hypertension 295 Acute 347 Musculoskeletal 270
Gastroenteritis Disorder
Wounds, all 279 Musculo- 328 Wounds, all 270
types skeletal types
Disorders
Influenza 231 Systemic Viral 315 Acute 227
Infection/Influe Gastroenteritis
nza
Hyperacidity 193 Wounds, all 284 Urinary Tract 183
types infection
Urinary Tract 185 Dental Caries 219 Allergic 171
Infection Diseases
Musculoskeletal 143 Anemia 201 Gastritis/Peptic
Disorder Ulcer Disease 159
Source: MHO
This table shows that Upper Respiratory Tract Infection which is a communicable
disease is consistently the first leading cause of morbidity for the last 3 years.
Hypertension, Headache of all types, Acute Gastroenteritis, Wounds, Systemic
Viral Infection/Influenza and Musculoskeletal Disorders are persistently in the top
10 leading causes of morbidity yearly for the past 3 years.
The factors or causes that may have contributed to the high morbidity rate and
persistent leading causes of morbidity are the following:
a. Lack of awareness of patients on prevention of diseases,

b. Incomplete or no immunization,
c. Unhealthy lifestyle,
d. Poor or delayed health seeking behaviour of patients,
e. Many resides far from the health facilities,
f. Unfavourable terrain, road conditions and limited mode of public
transportation ( motorcycles are the only public utility vehicles in the locality),
g. Financial constraint,
h. Some resort to untrained/non-accredited traditional & alternative health care
or unlicensed medical practitioners,
i. Availability of medicines not sustained all year round,
17
j. Lack of basic laboratory services.
Failure to address the above causes/ factors may lead to increased morbidity
which subsequently may result to Increased medical expenses, decreased
functionality & productivity and worst, increased mortality.
5. Low incidence of facility based deliveries
TABLE 15. FACILITY BASED DELIVERIES (FBD) FOR THE PAST 3 YEARS
Year 2015 2016 2017

Total Deliveries 285 336 267
Number of FBD (%) 152(53.33%) 223(66.36%) 182(68.16%)
Source: MHO
This table shows that facility based deliveries in 2015 is 152 out of 285 or 53.3%;
223 out of 336 or 66.36% in 2016 and 182 out of 267 or 68.16% which is very
low compared to the 91% DOH target.
The very low percentage of facility based deliveries may be due to the following:
a. Lack of awareness on possible risks or complications of home delivery,

b. Financial constraint,
c. Unfavourable terrain and road condition and limited mode of transport
( motorcycles are the only public utility vehicles in the locality and only 2
ambulances),
d. Patient resides far from the birthing facility,
e. Religious belief
f. Delayed decision to go to the birthing facility.
Failure to address the above factors or reasons may result to persistent or

increased maternal morbidity and/or mortality, neonatal morbidity &/or mortality.
6. Low incidence of deliveries attended by Skilled Birth Attendants(SBA)
TABLE 16.DELIVERIES ATTENDED BY SKILLED BIRTH ATTENDANTS (SBA)

FOR THE PAST 3 YEARS
Year 2015 2016 2017
Total Deliveries 285 336 267

Numbers
attended by 199(69.82%) 260(77.38%) 196(73.40%)
SBA(%)
Source: MHO
This table shows that only deliveries 199 or % are attended by skilled birth
attendants in 2015, 260 or77.38 % in 2016 and 196 or % in 2017 which is very
low compared to the 99% DOH target. Reasons for the low incidence of
deliveries attended by skilled birth attendants are the following:
a. Lack of awareness on the possible risks or complications of birth is not

attended by skilled birth attendant,
18
b. Prefer or more comfortable with traditional birth attendants (hilot)
c. Insufficient skilled birth attendants in the locality,
d. Limited mode of transportation.
The above issues should be addressed to increase deliveries attended by skilled

birth attendants.
7. High percentage of Unmet needs for modern family planning methods
Family profiling in 2017 shows that 179 couples out of 1,985 or 9% have unmet
needs for modern family planning methods. This is way below the DOH target
(9%) for unmet need, there is a need to address the reasons or factors which
may have contributed to the high incidence of unmet needs such as:
a. Misconceptions or false beliefs on the effects of family planning methods,

b. Not allowed due to medical conditions,
c. Unsupportive partner,
d. Desired method not available or not readily accessible.
8. Low households with access to safe potable water
There are 1,515 households out of 2,445 or 62% only with access to safe potable
water as of 2017. Barangays Labang, Salingsingan and Poblacion have the
lowest percentage of households with access to safe potable water. This low
percentage may attributable to the following reasons:
a. Lack of developed potable water source within the locality,

b. Most of the households are located in elevated areas.
Failure to address the above issue may lead to the persistent or increased
incidence of waterborne diseases.
9. Low percentage of households with sanitary toilets
There are 1,634 households out of 2,445 or 68.8% only with sanitary toilet.
Barangays Salingsingan, Napo and Dulli have the lowest percentage. The low
percentage may be attributable to the following:
a. Not a household priority,
b. Lack of awareness on the importance of having sanitary toilet,
c. Financial constraint/insufficient free supply of toilet bowls,
d. Lack of water supply.
Failure to address the above issue leads to unsanitary environment, increase of

waterborne diseases and diseases transmitted by fecal-oral route.
1.3. SOCIAL WELFARE AND DEVELOPMENT
After thorough study of the present condition of the LGU particularly on Social
Welfare and Development Sector vis-a-vis Vision, it appears that vision reality
gaps is high as presented in the table below.
TABLE 17. VISION-REALITY GAP FOR SOCIAL WELFARE AND
DEVELOPMENT SECTOR
DESCRIPTOR SUCCESS CURRENT VISION- WHAT TO DO TO FILL
19
REALITY REALITY
INDICATORS THE GAP
RATING GAP
Empowered Increased /
IPs Better access of
people to social
protection
services
1. Children 83.65% 16.35% •Let the remaining
sector – 16.35% 3-4 years old
increased children attend to Day
attendance in Care Services & sustain
Day Care Service 100% attendance year-
from 83.65% to after
100%
2. Youth sector 4 6 •Let the 60% Out-of-
– Decreased No. School Youths have
of Out of School access to education &/or
Youth go back to school
3. Women –
100% active •Let the remaining 30%
involvement of of women actively
7 3
women in involved in gender-
gender-related related programs
programs
4. Persons with 3 7 •Ensure full
Disabilities- Full implementation of
implementation Magna Carta and the
of Magna Carta Accessibility Law for
for Persons w/ PWDs
Disabilities
5. Senior 8 2 ●Ensure 100%
Citizens/ Elderly accessibility of senior
- 100% citizens to Social
accessibility of Pension pay-out
Social
Pensioners to the
Social Pension
pay-out
6. All Cases of •Ensure all special cases
Women in properly managed and
Especially provided with psycho-
Difficult social interventions
Circumstances
(WEDCs) and
Children in
5 5
Need of Special
Protection
(CNSP) properly
managed and
provided with
psycho-social
interventions
7. Poverty 12.68% 87.32% •Attain self-sufficient
reduction - level of well-being of the
100% Increased 87.32% families from
level of well- survival
being of families
20
from survival to
self-sufficiency
8. 100% active 50% 50% •Let the remaining 50%
involvement/ CSOs involve/
participation of participate actively in
CSOs in planning,
planning, implementation,
implementation, monitoring & evaluation
monitoring & of government programs
evaluation of & projects
government
programs &
projects
particularly on
social welfare
Effective & 9. Fully 7 3 ●Sustain the gains of the
Efficient Functional Fully Functional LSWDO
Local Local Social Award
Governance Welfare and
Development
Office
The Municipal Social Welfare and Development Office (MSWDO) is the only
social welfare instrumentality in the locality. It is solely operating in its maximum
capacity to carry out its functions and services as mandated by law. The functions
of the office were those of the Department of Social Welfare and Development
(DSWD) which were devolved to Local Government Units with the passage of the
New Local Government Code of 1991.
At present, the MSWDO is manned by eight employees; four are regular while
four are under contract of service. It was in 2016 when the head of this office was
full-fledged to which long way from the devolution in 1990, said office was
supervised/ headed by designated Officers-in-Charge of at least four successions.
The MSWDO is faced with the different work challenges with the following
enumeration.
1. There is a gap of 16.35% of 3-4 year old children not attending Day Care
While it is true that the eight barangays complied with the mandate to provide at
least one Child Development Center (CDC) in their area, the locality still needs to
expand considering that not all 3-4 year-old children are served because of the
geographical condition of the municipality. Houses are sporadically located and
not all CDCs are strategically built. In addition to this, some Child Development
Centers need upgrading; of the 30 existing CDCs, 17 are in good condition where
safety needs of the children are at least met, 9 needs improvement due to its poor
condition and 4 needs priority action due to its critical condition. Child
Development Workers as well need to be technically updated to go with the
changing needs of implementing the Day Care Service.
The non-attendance of about 16.35% of 3-4 year old children to Day Care based
on the 2017 data was due to the far distance of CDCs or inaccessibility of learning
facilities. Children especially in far flung Barangays needed to hike for at least one
21
to two hours to and from the center per day, hence, parents tend to leave their
children at home or go with them while they go and work to their farms than to
compromise the safety of their little ones who shall enter the learning facilities
often unaccompanied.
Parental irresponsibility such as indifferent attitude towards learning opportunities

especially Day Care is also a factor. They consider it a burden for they need to
accompany their children in going to the center. Generally, education is not
priority of some parents; hence, they resist doing their obligations and providing
their counterpart.
When these continue to be unresolved, children’s basic right to development and

education will be deprived. Further, children are prone to abuse especially those
most often left unattended, hence, an anticipated increase of child abuse cases.
2. High prevalence of Out of School Youths (OSYs)
Poverty or financial constraints is one of the main factors why youth within the
municipality are not able to continue their schooling. Some youths are willing and
interested to continue the basic education they attained however, due to the far
distance of secondary and tertiary schools and other learning facilities such as
those offering technical vocational schooling; they are hindered to do so.
Other factors are the lack of parental guidance and indifferent attitude on the
needs of their children. Some parents content themselves of their children’s
expression of lack of interest which results in stopping without having done their
resort of motivating them going back to school.
Majority of those who stopped due to the above reasons resorted to work in the
farm/ vegetable gardens and others engaged in labor works which resulted in
early marriage. Youth as well who are out of school or with lack of educational
background are expected to have low self-esteem, non-literate and unskilled;
worst form is their engagement in socially unacceptable behaviors such as
involvement in illegal drugs and into crimes.
3. Inadequate involvement of women in gender-related programs
Over the last decade, the municipality has been serious in its campaign on
women empowerment. The municipality wanted to attain a full participation of
women and not only a part or portion of its population. Organization and
mobilization of women’s group has been one of the focuses of the gender and
development programs. With these, women’s participation have progressively
increased; however, there is still a remaining population where patriarchal
influences still emerge and women’s orientation to stay at home & do domestic
responsibilities is still practiced. In a scale of 1 to 10 where 1 is the lowest and 10
is the highest, the current rating of the women’s participation is 7, hence, it
appears that there is still a remaining 30% of the women population who need to
be empowered and involved especially in gender-related programs. When this
percentage of 30% women population remains underpowered, it will result in their
low contribution to development & predisposed to gender-related violence.
Further, everything will become stagnant since it goes with the pedagogy that
when a portion is sick it may drag the others down. In other words, the
achievement of those actively performing will be affected and dragged down by
those underpowered; hence, women empowerment will not be felt.
4. Low implementation of Magna Carta for Persons with Disability (PWD)

and the Accessibility Law
22
Limited LGU funding is one of the identified reasons of not fully implementing the
Magna Carta for Persons with Disability and the Accessibility Law considering that
these are new to the ears of the community. Inadequate knowledge among the
community on the rights of the PWDs including the sanctions when not prioritized
is relatively high. Further, low awareness on PWD vulnerability is a reason why
the Accessibility Law is not yet fully implemented.
When these problems remain unattended, the development of the disadvantaged

sector of PWDs will be left be behind because they are deprived with their rights
to assistance from the government. This will result in increased and high
dependency ratio.
5. There is 20% gap in the accessibility of indigent senior citizens to the

Social Pension pay-out
Based from the previous implementation, it was noted that the pay-out is
centralized in the municipal hall and barangay halls due to insufficient staff to do
the home delivery as recommended for those who cannot travel. Poor medical
conditions of some senior citizens hinder them to go to the pay-out venue. They
tend to send representatives but some do not give what is due to the sending
senior citizens. Reportedly, even if they send their relatives, these representatives
have a tendency to claim a portion as their share; some senior citizens complain
on this while some do not report at all. The 20% gap in the attainment of 100%
social pension release on the scheduled date affects the whole population of the
Social Pensioners since the release of the following cash assistance for the
following quarters is delayed as well.
By not addressing the above concerns, the disadvantaged elderly sector will be
left behind without having enjoyed their right to assistance from the government.
In cases where representatives come to receive their social pension, it is very
prone to exploitation of their cash assistance. With these, increased dependency
of these elderlies to their working family members will prevail.
6. Presence of Women in Especially Difficult Circumstances (WEDCs) and

Children in Need of Special Protection (CNSP) and Low Percentage of
Cases Reached the Court for Proper Legal Proceedings
The occurrence of domestic violence against women & children resulting in

Women in Especially Difficult Circumstances (WEDCs) as well as Children in
Need of Special Protection (CNSPs) exist due to ignorance of existing laws &
weak enforcement of proper authorities. Customary practice in settling dispute
intervenes even in heinous crimes; elders are not properly guided on their
limitations. When unresolved, the following effects and consequences may
prevail. People are prone to violating laws and public orders. Further, client's
attainment of real justice as provided in the law will not be served fairly.
Emergence of child abuse cases was due to lack of awareness of parents and the
community in existing laws. Most victims are those who lived in the far flung
barangays where safety is often unattended. Further, referral system from
barangay Violence against Women and their Children Desk Persons to the
MSWDO and PNP-WCPD is weak. The occurrence of committed crimes/special
cases on Children in Conflict with the Law on the other hand are characterized by
influence of peer groups/barkada. Victims of Children in Conflict with the Law
(CICL) mostly belong to poor families and out of school youth. The victims are
23
also exploited most commonly due to non-submission of reports on time. These
situations stated may also lead to people’s continuous commission of crime when
not given attention. Deprivation of rights to assistance from the government may
prevail.
Inadequate technical persons or social workers to handle special cases are also
major factors. Only two are holding permanent positions to include the one
holding a supervisory function. Further, the position filled in to handle court related
cases is not in lined with the required who is supposed to be Social Welfare
Officer II. Further, the demands on technically updating social workers are not
fully met due to limited fund. This may result in the provision of half-baked
assistance, poor case recording system and worst, worker's burn-out. In end,
clients would be deprived of their rights to assistance from the government
through effective and efficient delivery of social protection services.
7. There is 87.32% gap in the attainment of 100% self-sufficient families
Poverty incidence in the municipality is relatively high. Based on the latest Social
Welfare Indicators, of about 87.32% still live below the poverty threshold. They
are under the lower level of well-being which is the survival and subsistence. The
absence of industries in the municipality is one of the reasons of high rate of
unemployment from permanent sources; low employment opportunities are
evident.
Poor adoption of farming technologies is another; the populace is solely

dependent on farming but most often not guaranteed on stable income due to
various factors like marketing and inaccessible roads, climate change or poor
weather condition. These significantly contributed to high incidence of poverty as
the people cannot depend much on farming.
Continuous efforts of local functionaries are evident in making the municipality

improve its access to transportation through different request and resolutions for
the provision of roads. However, at present, the poor roads’ condition still need
serious improvement as road networks are not fully constructed and established,
hence, some barangays have no means for selling their products to the market.
When unresolved, these would imply the following effects. No additional source of
income for the family. In farming scenario, there would be static farm produce
having no value-adding concepts in agriculture. Cycle of poverty would be felt
considering when farmers experience bankruptcy due to the cited factors above,
they have to pay it to the supplier through another cycle of farm labor until such
time that they'll pay the expenses, however, a big problem arise when the farmers
experience consistent bankruptcy, this leads to continuous service. With the
problem on poor road condition, here are the implications: late or non-delivery of
farm produce to the market, high transportation cost and poor quality of delivered
products which in end paid very low by the buyers.
8. Low participation of Civil Society Organizations (CSO) in planning,

implementation, monitoring & evaluation of social sector programs &
projects
Low participation of Civil Society Organizations particularly those organizations

representing social sector groups like women, youth, senior citizens, PWDs and
the like has rooted in inadequate awareness, inadequate manpower and lack of
fund. Since majority of these CSOs are working part time in their organizations,
they do not fully involve themselves especially when sometimes they are not well
informed on the activities of the Local Government Unit. Majority of these CSOs
24
engaged in farming activities, hence, most of their times are devoted to it.
Inadequate manpower and lack of fund is also a contributor because majority of
these organizations are non-profit groups, they choose not to spend on their own
to attend meetings.
Non-accreditation of organizations as well is a factor. There are those who were

not monitored because there are no records and are not found in the list of
reliable organizations. They formed themselves as a group just to request fund
from the municipal government; however, there is no much engagement since
they themselves are not clear with their advocacies.
It is foreseen that when the abovementioned continue to happen then low

participatory governance is expected to prevail; the citizenry will not show their
commitment and dedication in involving themselves towards development.
9. There is a gap of 30% to sustain the gains of the LSWDO Fully Functional
Award
The assessment of MSWDOs happened in 2015 with the municipality conferred

with the Fully Functional MSWDO Award and is still in place. The challenge now
is to sustain the award considering that for the next assessment; most of the
indicators are upgraded. Updating of database for social welfare is among the
challenge which the LSWDO needs to give attention since most data needed are
outdated. Further, there are five areas of the criteria or indicators which need to
be given attention. These are the (a) Administrative and Management,
(b)Program Management with sub-areas namely - Family and Community Welfare
Program, Women Welfare Program, Children and Youth Welfare Program, PWD
Welfare Program, Senior Citizens Welfare Program, ECCD and Day Care, (c)
Financial and Material Resource Management, (d) Case Management and (e)
Physical Structures and Safety.
By not addressing the above gaps/ needs, this may result in poor delivery of basic
social services considering that these will be given partially or half-baked. Social
welfare and development of the clientele groups will then be compromised.
Further the award will not be sustained; hence, no other grants/ privileges will be
received from higher agencies considering that this is a sub-indicator of the Seal
of Good Local Governance as a mother of all Governance Assessment
spearheaded by the Department of Interior and Local Government.
1.4. PUBLIC ORDER AND SAFETY
After thorough study of the present condition of the LGU particularly on Public
Order and Safety Sector vis-a-vis Vision, it appears that vision reality gaps is
high as presented in the table below.
TABLE 18. VISION-REALITY GAP FOR PUBLIC ORDER AND SAFETY
CURRENT VISION-
SUCCESS WHAT TO DO TO FILL
DESCRIPTOR REALITY REALITY
INDICATORS THE GAP
RATING GAP
25
Create a
peaceful
community by
reducing Index  Strengthen PNP
and Non-Index & Force
crime by 95% Multipliers/commu
nity
(COMMUNITY- 9 1  Intensify Anti-
A SAFER Crime measures
PLACE TO LIVE,
WORK AND DO
BUSINESS)
Efficient and
effective
Local
Governance  Massive
Drug free
9 1 campaign against
Municipality illegal drugs
100% of  reduce the supply

barangays 9 1 of drugs & drug –
cleared of drugs dependents
 Intensified
Zero fire implementation of
incidents within 9 1 fire prevention
the AOR activities
1. Increase on Crime Incidence.

In the past five years, there is a significant increase in crime incidence in
Ambaguio. In 2016, as per available records, rape, frustrated homicide and
attempted murder have the highest number of offenses in the municipality with
a total of 7, 3 and 2 cases respectively in 2016. There are also cases of robbery
and carnapping. However, Comparative crime statistics for the period January-
March 2017 versus January 1-February 21, 2018 showed that there is a
decrease of 80% of Crime Volume in the municipality.
The reported causes of this issue are unemployment, poverty, technology and
customary law. Perpetrators committed this kind of crime especially rape
because they have strong belief in the customary law wherein they can settle
amicably. Poverty – parents are busy doing things for their survival and the
perpetrators find opportunities to commit the crime. Technology – perpetrators
are being influenced by the technology wherein they can easily access
pornographic features/view.
If the issue on increasing crime incidence will not be resolved, it will result to
the following:
 Fearful citizen
 Chaotic community
 Decrease number of investors
 Unsafe community for women and children
26
2. Prevalence of drug –dependents
With the advent of the President Rodrigo RoaDuterte Administration, 22

personalities were identified in the OplanTokhang in 2016. However, a Drug-
Cleared Certifications were issued by Regional Oversight Committee on
Barangay Drug Clearing Operation under the Chairmanship of the Philippine
Drug Enforcement Agency (PDEA) to Barangays of Ammoweg and
Salingsingan on February 15, 2018.
The issue on prevalence of drug-dependents was caused by presence of

pushers from nearby places particularly the Municipality of Bayombong, Nueva
Vizcaya and Municipality of Tinoc, Ifugao. If this problem will persist, the
community as a whole will be ruined.
3. Low Level of Public Awareness on Fire Safety
Active involvement of the public is vital and significant in the prevention of

destructive fires. However, the current situation of having low public awareness,
education and necessary information on fire safety and on the consequences
brought about by ignoring the possible effects of destructive fires endanger the
state of public safety. The public should then be properly educated on the
significant measures on fire safety as well as public safety in general. Fire
safety should therefore be a concern of everybody.
On the other hand, the scenario aggravates the occurrence of destructive fires
in the forest areas due tokaingin that causes devastation of Ambaguio’s rich
Natural Resources which eventually affects soil stability leading to landslides.
1.5. SOCIAL SECURITY AND SAFETY

After thorough study of the present condition of the LGU particularly on Social
Security and Safety Sector vis-a-vis Vision, it appears that vision reality gaps is high
as presented in the table below.
TABLE 19. VISION-REALITY GAP FOR SOCIAL SECURITY AND SAFETY
CURREN
VISION- WHAT TO DO
DESCRIPTO T
SUCCESS INDICATORS REALIT TO FILL THE
R REALITY
Y GAP GAP
RATING
Empowered Make 100%
Indigenous disaster
Disaster prepared and
Peoples 4 6 prepared and
resilient community
resilient
community
Trained
Responsive Search and search and
rescue groups in each 4 6 rescue group
barangay in each
barangay
Presence of evacuation 3 7 Provision of
centers with complete fund for
facilities establishment
of convenient
evacuation
27
centers and
facilities
purchase of
Relief goods available for
7 3 non-food and
the victim of calamity
food stockpile
establish road
Decreased incidents of
7 3 safety
Vehicular accidents
activities
Presence of medical
services in times of Capacitate the
Disaster/emergencies 4 6 RHU and BHS
ensure safety
of children
Safe school for Children, and teachers
Teachers 7 3 and facilities

1. Population high risk to Rain-induced landslides
The municipality of Ambaguio is known to be highly vulnerable to landslide as

evidenced by steep slope and elevation .100% of the total area of the municipality
is susceptible according to its hazard maps provided by the Mines and
Geosciences Bureau (MGB). There are 939(6.1%) belongs to Senior Citizen,
168(1.1%) persons with Disability (PWD), 93(0.6) preschool malnourished children
and 29(0.2%) malnourished school children, 48(.4%) of pregnant women,
701(4.6%) families below poverty threshold. These 1,975 individual vulnerable
populations are prioritized by the LGU when giving services in times of disaster and
emergencies. Also, a total of 2,618(17.1%) individuals located in the school are
exposed to landslides. There are 2001 (13%) of Elementary pupils, 497(3.25%)
high School students, 120(0.78%) teachers exposed to landslides.Also,there are 14
Elementary School,2 primary school and 2 Secondary Schools exposed to
Landslides. Capacity building through IEC and training are steps undertaken by the
local government unit.
2. Lack of awareness to Hazard information
Information is vital tool in capacitating people of community.the analysis shows that

30% of the total population has limited access to hazard information. Hazard
information includes the type of hazards present in our municipality, the
precautionary measure in times of disaster, the location of evacuation centers etc.
Reasons identified for lack of awareness includes the geographical location,during
Information education campaign not all families attend to this sessions. Another is
the behavior of people,some are not interested and do not perceive the importance
of this information.
Lack of awareness is primary reason why numerous casualty occurs in times of

disaster,hence, increasing the awareness of people is an instrument to prevent loss
of lives and damage to properties.
3. No Permanent Evacuation Centers
Schools are the temporary evacuation centers utilized in times of disaster since
permanent evacuation centers are not yet established in every barangay. As of
28
now, there is ongoing construction of evacuation center in the barangay Poblacion
located at the Municipal hall. Since constructions of buildings is costly, barangay
funds cannot afford to establish their own. Schools as temporary shelter are
maintained by the schools staff for its availability in times of disaster. Furthermore,
intensifying information education campaign with regards to the location of
evacuation centers is being undertaken by the LDRRMO since most of the
constituents are not aware of the presence of temporary evacuation centers within
the municipality.
4. Presence of malnourished School and preschool children vulnerable to

hazards
There are 5.9 % (93) underweight (UW) and severely underweight (SUW)
preschool children,1.6 %(29) wasted and severely wasted School Children (SC),
who are vulnerable to hazards. Knowing that all area of Ambaguio is susceptible to
rain induce landslide, this makes all the malnourished school and preschool
children 100% vulnerable to such hazards.
As observed, there is no specific activity rendered to the malnourished children in

times of disaster. Although relief operation is rendered during disaster, it doesn’t
directly benefit the population of malnourished children affected by a certain
disaster. Deprivation of foods aggravate the poor status of nutrition, hence
intensified action is necessary to help the malnourished survived in times of
calamity.
5. Unresponsive Rural Health Unit, Birthing Clinic and Barangay health stations
in times of disaster
There is one Rural Health Unit (RHU) in the municipality, it is located in Brgy.
PoblacionAmbaguio. Eight (8) Brgy.Health stations (BHS) situated in every
barangay of Ambaguio. The total health personnel is composed of 1 Physician,1
Public Health Nurse,8 permanent midwives deployed to the 8 barangay of
ambaguio,1 sanitary inspector, 2 job order Ambulance Driver and 1 utility.Currently
the Physician Nurse and midwife have training in Basic Basic Life support and First
Aid. Other personnel like the ambulance driver is not equipped with such training.
While in the Brgy. Health station there is 1 midwife assisted with 5 Volunteer
Barangay Health workers. 75% of these Barangay Health workers are trained with
basic First aid but has limited training in Basic Life support. While these personnel
are equipped with knowledge and skills in assessing and managing diseases they
lack training in Emergency Medical Response such as in mass casualty incidence
in vehicular crash. Vehicular accident is the common accident faced by the
motorcycle riders and Tracks in Ambaguio due to rough road condition.
Furthermore, these medical infrastructures are exposed to High susceptibility to

Landslides. The Rural health Unit and Birthing clinic vicinity as evidenced by soil
crack and erosion .If not mitigated, this will bring danger to the facilities, personnel
and clients in the area. Efforts have been made by the Local Government Unit in by
constructing slope protection project at the area and renovation of the dilapidated
building. However advanced intervention to continually support structure is needed
from the national agencies such as Department of Health (DOH).
Therefore, Capability building such as training in advanced medical training in

emergency response is needed by the personnel. Additional manpower is also
29
highly recommended to fully equip the facilities since in times of emergency and
crisis the RHU and BHS personnel are underman which results to unsatisfactory
services.Furtheremore, high susceptibility to landslide of these buildings make an
unsafe environment that’s why relocation, renovation and infrastructure support are
needed to address the problem.
II. ECONOMIC SECTOR
This chapter discusses what the municipality will pursue during the plan period in order
to sustain its growth through programs, projects, and policy recommendations that will
enable investments, business, and industry to continue to productively and gainfully
engage with the municipality’s development and growth.
As a developing upland municipality, Ambaguio is slowly taking its place as a major
agricultural producer in the province amidst the challenges of attaining its vision to be
an agro-forest haven. In positioning itself as an emerging investment destination, the
municipality consistently pursues its objectives along increased agricultural productivity,
sustainable agriculture practices, flourishing local cottage industry, renewable energy,
eco-tourism/agro-tourism revenues, and domestic investments. These economic
objectives, backed up by adequate infrastructure and services, are expected to
influence changes to the rural landscape. These changes, in turn, will lead the
municipality to become accessible to market centers and its adjoining municipalities.
Along with the economic development thrust, however, culture and arts preservation
and appreciation shall continue to be given priority attention towards achieving an
ecologically balanced community inhabited by empowered indigenous people.
2.1. AGRICULTURE
After thorough study of the present condition of the LGU particularly on Agriculture
Sector vis-a-vis Vision, it appears that vision reality gaps is high as presented in the
table below.
TABLE 20. VISION-REALTIY GAP FOR AGRICULTURE
DESCRIPTO SUCCESS CURREN VISION- WHAT TO DO TO
R INDICATORS T REALITY FILL THE GAP
REALITY GAP
RATING
Competitive Increased in 4 6 Increase the
Economy production and production and
profitability of farmers profitability of
farmers
Maintained quality of 5 5 Ensure maintained
agricultural products quality agricultural
and minimal loss products and
during and after minimal loss during
harvest and after harvest
Easy access to 4 6 Ensure easy access
market to market
Increased organic 2 8 Increase the organic
products products
Increased in livestock 2 8 Increase the
and poultry livestock and poultry
production production
Increased in fish 2 8 Increase fish
production and production and
30
productive use of ensure productive
communal bodies of use of CBW
water
Increased and 3 7 Ensure increased
sustained backyard and sustained
production of backyard production
nutritious crops per of nutritious crops
household year- per household year-
round round
Agro-forest Increased agro-forest 3 7 Increase the agro-
Haven of area and production forest area and
region 02 production
1. Low Production and Profitability
The main source of livelihood of the constituents of the municipality of Ambaguio is

farming, about ninety four (94%) percent of households and the remaining six (6%)
percent is non-farming. The area devoted to agriculture is about 3,667.41 hectares
constituting twenty three (23%) percent of the town’s total land area. Considering that
Ambaguio is a mountainous place which is about ninety five (95%) percent of the land
area is above 50% slope category, the area is highly vulnerable to soil erosion.
Farmers are experiencing low production and profitability due to inadequate or lack of
access to agricultural infrastructure support like irrigation facilities, farm machineries,
access farm to market road (FMR), post-harvest facilities and absence of agricultural
trading center in the locality. Most of the farmers have limited technical know-how on
modern farming technology due to limited number of competent agricultural extension
workers to render technical assistance. Municipality’s average yield in rice is 3.6
metric tons per hectare which is low as compared to 3.9 metric tons per hectare
national average yield.
Low agricultural production is due to insufficiency of irrigation water supply despite of

presence of potential source of irrigation water such as springs, creeks and rivers in
the area, but lack of irrigation facilities is the constraint. Absence of lending institutions
force most high value commercial crops (HVCC) farmers to depend on private
financers that impose high interest rate resulting to low income and sometimes debt.
2. Difficult Access to Market
High cost of production is incurred not only accounted to insufficiency of mechanical

production facilities but also difficulty in transporting farming inputs and agricultural
harvests because of insufficiency of farm to market road networks. Residents of far-
flung sitio/barangays manually and/or use motorcycles in hauling agricultural inputs
and products to and from access road/market through rugged road and foot trail.
Hanging foot bridges designed for human are also used in crossing loaded
motorcycles just to bring agricultural products to the market due to absence of
Reinforced Concrete Deck Bridge.
3. Insufficient Post-Harvest Facilities
31
Most often farm product of the locality is valued at lower price when it arrive to the
market because the quality is depreciated while transporting along rugged FMR and
due to poor packaging because of absence of post-harvest facilities and insufficient
skill of farmers on proper packaging. Surplus agricultural products are thrown due to
absence of value adding/processing machine in the municipality.
4. Low Production of Livestock and Poultry
Poultry production in Ambaguio is very low due to different factors. Primitive way of
poultry raising using native chicken is common practice which production is not even
enough to meet the demand of the family. Production is slow because, farmers have
not adapted yet the new technology, like use of incubator and brooder to boost the
production. Often, poultry production is affected by pest and diseases that sometimes
eliminate all the chicken in a place where it occurred. As results, no alternative source
of income and most residents buy poultry products from other town. Due to high cost
of quality poultry, culled chicken is bought and consumed which is detrimental to
health due to chemicals used in raising said chicken.
There is also limited production of livestock products in the locality because only a
handful of farmers are engaged in livestock production due to absence of source of
quality stocks. Difficulty in transporting needed feedstuffs due to poor condition of
roads makes production cost high. Limited technical know-how of farmers on modern
livestock production is another reason of low productivity.
5. Limited Fish Production
Limited fish production is due to scarcity of source of quality fingerlings. Fishpond

operators depend only to fish dispersal program of the Bureau of Fisheries and
Aquatic Resources (BFAR) and PLGU which is not enough to meet the requirement.
Again, limited technical know-how of fishpond operators on proper fishpond
management cause delay and low quality of harvest leading to low productivity.
Establishment of municipal fish hatchery and provision of technical assistance will help
solve the mentioned problems.
As to communal bodies of water (CBW) such as creeks, rivers and lake, decrease of
catch and deplete has been observed due to over fishing and use of illegal fishing
gear/gadget such as electrocute, and poison. Presence of residents dumping their
wastes to CBW is also alarming. Result of Microbial Analysis of Water Sample in
Matuno River, one of the CBW, done by Provincial Health Office (PHO) revealed that
the total coliform and fecal coliform was greater than 1.1MPN/100ml as compared to
safe water that should be less than 1.1. There is therefore need to mobilize the
deputized fish warden and establish fish sanctuary to restore and maintain the
production of said resources.
6. Decrease in Organic Production
There is a need to promote organic agriculture and enhance the existing farming
practices that use no synthetic inputs because farmers are shifting to inorganic
farming resulting to decrease in organically produced products. Organic farmers are
forced in adapting use of chemical inputs due to decreased in yield because of
intensive cropping like in irrigated rice that used to be one cropping a year but now
two cropping. Most vegetable crops are heavily applied with chemical fertilizers and
pesticides due to lack of organic fertilizer supply and limited knowledge on integrated
pest management (IPM).
32
7. Insufficiency and Seasonal Production of Nutritious Crops per Household
Insufficient supply of nutritious food in most households is due to limited number of

family, practicing integrated and intensive gardening in their backyard. Sometimes, the
vegetables retailed are purchased from other municipality due to absence of diverse
crop products produce in the locality. Farmers concentrate on commercial scale
production of one kind of crop or monocropping which harvest is brought to Nueva
Vizcaya Agricultural Terminal. Insufficient planting materials and limited skill on urban
gardening is among reasons of said situation. If this problem is not addressed,
aggravate the increase in malnutrition incidence. Provincial Nutrition Office revealed
that Ambaguio ranked 11th out of 12 municipalities in terms of nutritional status in
2016.Record of Municipal Nutrition Office show that there were 102 underweight pre-
school children in2017. It is imperative to promote integrated and intensive farming to
make nutritious food available in every household.
8. Limited Agro-Forest Area and Production
Continued decline of forests has been the prevalent issues confronting the LGU which
consequently lead to the degradation of its biodiversity and aesthetic value. One factor
that degrades the forest is the kaingin or slash and burn farming practice which is
common way of making upland agricultural production which being done on steep
slopes making the soil loose and eventually carried away by surface runoff that
consequently depletes the soil fertility. Monocropping is another current farmers’
practice that adversely affect the environment due to outbreak of pest and diseases,
the soil is also stripped resulting to soil erosion.
Agroforestry the practice of integrating the raising of trees into farming is the
recommended farming practice in the locality but the residents has low adaption of
said technology. Lack of high quality and diverse planting materials is one constraint in
establishing agro-forest farms.
2.2. COMMERCE AND TRADE

a. Vision-Reality Gaps
After thorough study of the present condition of the LGU particularly on Commerce
and Trade Sector vis-a-vis Vision, it appears that vision reality gaps is high as
TABLE 21. VISION-REALITY GAP FOR COMMERCE AND TRADE

DESCRIPTO SUCCESS CURREN VISION- WHAT TO DO TO
R INDICATORS T REALITY FILL THE GAP
REALITY GAP
RATING
33
Increased number of 3 7 Invite more potential
Business investors Investors
100% of Business 9 1 Make the 1%
Establishments Business
secured Business Establishment
Permit secure Business
Permit
Competitive Established Public 0 10 Establishment of
Economy Market Public Market
Established online 0 10 Establish online
Business Business
Registration Registration
Capability building to 1 9 Conduct seminars &
Business owners trainings
Established slaughter 0 10 Establish slaughter
house house
Established Trading o 10 Establish Trading
post post
Established 0 10 Establish
Pasalubong Center Pasalubong Center
b.Issues and Concerns

6. Zero Investors in the Municipalityand Make the 1% Business Establishment
secure Business Permit
There are zero investors from other places because one of the reason is in the IPR
law that they must seek a Free Prior Consent to the IP community before acquiring
land area in the municipality to be used for any business activity. Further, is poor
condition of core local roads in the municipality thus, investors from other places
cannot easily invest due to mountainous and steep condition of roads. Local investors
are present there are only 187 business registered some never seek business
permits because of the far distances and the disputes of boundaries where some
business establishments are found. Consequently, it causes low income and low
employment size in the LGU. Although the LGU doing its best to address all this
problems but still hindered by fund insufficiency.
7. Absence of Public Market and Processing Center
The municipality lacks public market and processing center by the reason that no
donors and no available lot of the municipality to construct a public market,
processing centers and others for the constituents bring their products. As a result,
constituents have to transport their farm produces to lowlands commonly at the
Nueva Vizcaya Agricultural Trading and Bayombong Public market because there is
no facilities to accommodate their products. Therefore, there is a need to establish
facilities on purpose for all farm products and others in order to generate income for
the LGU and community as a whole
34
3. No establish online Business Registration
The municipality also lacks Information Technology Experts and Systems for
business purposes and others especially nowadays mostly people engage in
gadgets. Intervention must be identified in order to address all the need or
requirement when it comes to information technologies or systems. Electrification
must expand also because at present only four barangay have been energize but
some sitios of this barangays are not yet energize including the left four barangays
that still have no energy. The problem of Internet is also anchored here because the
presence of electricity is also the way to install internet which is the way to transact in
online business registration that requires by the national agencies. At this moment in
time, registration is made manually although some are computer aided but usually
applicants fill out manually to the office or in their houses.
4. Limited Capability building to Business owners
Some problem that cause bankruptcy on the part of the business sector and different
organizations is the lack of interest and acknowledgement of business management
and administration because entrepreneurs focuses in vegetable production and
directly sell their products to the middlemen. The entrepreneurs have limited
knowledge on how to enhance their commercial activity because as we observe we
have no big companies in the locality. Therefore, orientations, seminars or trainings
must be given consideration for them to enhance their capabilities on how to grow a
business easily. Further, businessmen finds business activity as a secondary source
of income because they were enlighten as vegetable gardener as we observe also
most of the people finance their money to gardening (Source: Municipal Agriculture
Office).
5. No establish slaughter house
At present, animals are butchered anywhere unsanitary in the municipality that will
causes food borne diseases among consumers. Therefore, construction of slaughter
house is direly needed to cater all butchering activity for a hygienic or consumable
meat. On the other hand, it will employ capable butcher that will help reduce the low
employment rate of the locality. In the previous years the office of Business Permits &
Licensing permits Two (2) applicants because we cannot totally forbid it but we see to
it that they comply with the requirements before operating.
6. No establish Trading post
Currently, all vegetable products are brought to the Nueva Vizcaya Agricultural
Trading because there is no trading post in the municipality of Ambaguio. At this
moment, farmers are experiencing damage of products when transport to distant
places and costly on their part to transport products at distant place especially when
costs of vegetables are very low. That’s why we observe in some cases that farmers
pricelessly throw their farm products along the roads or everywhere. Sometimes it is
improper on the part of the LGU but in as much as we want to help them we are
hampered by fund insufficiency. But the other side, the LGU allotted fund for availing
stall at NVAT for all farmers of Ambaguio. In this way, we can help them trade their
farm products to the most acceptable prices on their part.
7. No establish PasalubongCenter
35
Currently, visitors and tourist directly buy products in the town from the displayed
items in front of the different sari-sari stores or thru order if there are available. The
presence of facility is advantageous to the community and visitors for a One Stop
Shop. Establishments of Pasalubongcenter can improve the tax efficiency of the LGU
and can uplift living condition of community. Previously, if we’ve respected visitors
from higher agencies we can’t immediately offer a giveaways to them from the
different products of Ambaguio because there is No Center that collects all products
from the town to be displayed that can attract visitors.
2.3. TOURISM
After thorough study of the present condition of the LGU particularly on Tourism
Sector vis-a-vis Vision, it appears that vision reality gaps is high as presented in the
table below.
TABLE 22. VISION-REALITY GAP FOR TOURISM
CURREN
VISION-
REALIT
Y GAP
RATING
Competitive Increase in local

Promote tourism
Economy revenue from tourism
industry as a driving
industry and 3
7 force for economic
availability of
growth
economic
opportunities
Develop
accessibility/connectiv
Accessibility/ 3 ity to and from tourism
7
connectivity of sites connecting them
destinations to service areas
-Protect and conserve

natural assets
Attractive and
-Develop farm tour
sustainable agro- 3
7
destinations (agro)
forest tourism sites
-Develop eco-tourism
sites
Provision of facilities
Functional facilities 2 within tourism sites
8
within tourism sites and surrounding
areas
Ability to deliver 2
8
quality and Develop and attract
talent in the public
36
and private sector
competitive tourism providing tourism
services services
-Craft tourism plans,

Effective policies are 2
8 legislate polices,
in place
rules and regulations
concerning tourism
Effective partnership -Ensure functionality

between then public 1
9 of municipal
and private sector Tourism council
Well established Conduct of cultural

cultural Identity & mapping and
5 5
Conserved cultural inventory of cultural
EMPOWERE
heritage heritage
D
INDIGENOU
S PEOPLE Provide livelihood
Livelihood for
opportunities to
Indigenous 4 6
indigenous cultural
communities
communities

1. Insignificant number of tourist arrivals
Ambaguio’s tourism potentials rest on its eco-tourism spots and rich cultural
heritage. Yet, another area that should be looked into is farm tourism which
offers big prospects. Despite having the assets that will draw tourists and hikers
to the municipality, statistics show an insignificant number of tourist arrivals.
Tourists are composed mostly of mountaineers who hike to the highest point in
Ambaguio, Mt. Pullol and those who use the municipality as entry point to the
famous Mt. Pulag.
The small number of tourist arrivals is partly because Ambaguio is less known to
mountaineers and outdoor enthusiasts. Little effort is given to the promotion of
tourism as a source of livelihood despite the municipality’s vision to be an agro-
forest destination. This has resulted to reliance to agriculture alone for economic
growth and not realizing the income potential from tourism and its related
industries.
2. Exploitation of eco-tourism sites and lack of development programs for eco

and agro-tourism
A major setback in nature tourism is the exploitation of eco-tourism sites, adding

also that there are no concrete programs to protect, develop and promote eco
and agro-tourism sites in the municipality. The inhabitants feel they have no
stake in the protection of the eco-tourism sites due to the lack of acceptance of
this concept. The people too lack entrepreneurial skills and capitalization to
venture into businesses related to tourism and to explore agro-tourism
37
enterprises. This has led to the continued abuse of natural resources and
prevalence unsustainable practices in agriculture.
3. Difficult access to tourism sites and lack of facilities
Other the major setbacks are the difficulty of access to identified tourism
destinations and lack of facilities therein which is attributed to lack or insufficiency
of locally sourced funds.
4. Absence of permanent tourism personnel and physical office
Another issue to be addressed is the absence of permanent tourism personnel and

the inexistence of dedicated tourism office/tourist assistance desk. Budgetary
constraints are the reasons for this issue which is common in a fifth class
municipality and has resulted to short lived and unsustainable initiatives due to turn
over of personnel. It is not only government service that is inconsistent; services
from private players are also unreliable because of unskilled service providers like
the mountain guides, homestay operators, and food and beverage providers.
5. Inexistence of Municipal Tourism Development Plan
The municipality has yet to craft its Municipal Tourism Development Plan which will
embody the projects, programs and activities of the LGU on tourism. This is so
because of the absence of tourism office personnel, lack of technical knowledge and
budget for the crafting of the plan. There are also no legislations that sets regulatory
fees and policies on the use of tourism destinations.
6. Very limited involvement of the private sector in the promotion of tourism
The participation of the private sector in creating a vibrant tourism industry has also
needs to be tapped. The municipal tourism council which is composed of public and
private stakeholders is has to be reorganized and empowered to gain progress as
far as trade and commerce relating to tourism is concerned.
7. Culture and tradition is not given importance as an added attraction for tourism
purposes
In as much as Ambaguio is inhabited by indigenous people, it is unfortunate that

cultural tourism is being disregarded because it is one way of preserving cultural
heritage. The unique cultural identity of the Kalanguya and Ayangan is slowly being
lost which could result to the younger generations not being able to identify and
recognize their cultural heritage. It must also be observed that the IPs are among the
poorest people because of absence of livelihood opportunities. This has resulted to
economic marginalization of indigenous cultural communities.
2.4. ECONOMIC SUSTAINABILITY

After thorough study of the present condition of the LGU particularly on Economic
Sustainability Sector vis-a-vis Vision, it appears that vision reality gaps is high as
TABLE 23. VISION-REALITY GAP FOR ECONOMIC SUSTAINABILITY
38
CURREN
VISION-
REALIT
Y GAP
RATING
Implement mitigation
Landslide event
4 6 and prevention
prevented
projects
Competitive

safe and secure Secure the Tourism
4 6
tourism spots spots

1. Agricultural lands are susceptible to moderate to very high susceptible to
landslides
Agricultural Land/Farms is very susceptible to Landslide.Predisposing factors

that contributes to the occurrence of the erosion is the Steep slope and
indiscriminate kainginfarming.Furthermore, during calamities, crops are easily
damaged thereby lowering the market value that leads to the loss of income to
the farmers.If the indiscriminate kainging farming is not regulated the event of
landslide may continuous to occur.
2. Possible tourism spots are highly susceptible to landslide
Ambaguio is known to be one of the trekking destination going to mount

PulagCurrently, the municipality is promoting the Mt.Pullol which is considered as
eco-park located at Baclas,Salingsingan,Ambaguio,NV.There are lot of tourism
spots that the municipality can offer,however most of it are not discovered yet
and not publicized.This is due to many factors ,the residents believed that
opening it to the public may cause destruction of the natural beauty of the
environment.
Tourism is a link to become a progressive community,however as we progress ,if

not well managed it can cause destruction as the tourist and excursionist explore
in the tourism spots.Knowing that the municipality is landslide prone, we cannot
guarantee the safety and security of every place.Knowing the risk we cannot
offer every spot until protective structure or preventive activities are
implemented.InMt.Pullol Tree planting every quarter is conducted ,however
kaingin farming is not prevented.Reforestations increases the risk of erosion.
3. Absence of tour guide trained to First Aid
Frontliners in tourism are the tour guides.their role is important in keeping the
journey of tourist fun and safe.As of now,there is no organization of tour guides in
the municipality.In order to make the tourist safe ,these tour guide must have
basic skills training in first aid and Search and Rescue.Accident may happen all
the time that’s why this must be considered. Equipping them with this knowledge
and skills will provide quick action and prevent loss lives in the middle of
trekking.The Local Government Unit aims to provide necessesarry training for the
tour guides
39
III. INFRASTRUCTURE AND LAND USE SECTOR
Infrastructure and Land Use Sector vis-a-vis Vision, it appears that vision reality
gaps is high as presented in the table below.
TABLE 24. VISION-REALITY GAP FOR INFRASTRUCTURE AND LAND USE
CURRENT VISION-
DESCRIPTO SUCCESS WHAT TO DO TO FILL
REALITY REALIT
R INDICATORS THE GAP
RATING Y GAP
Support to
Economic
Services
Presence of
safe access Make all Barangays
road to all accessible in all-weather
Accessible 2 8
barangays with road condition with
ancillary road ancillary road facilities
facilities
Presence of
Ensure proper
motorpool with
maintenance of heavy
complete 0 10
equipment and service
equipment/tool
vehicles of the LGU
s
Presence of Construction of
support 2 8 infrastructure support
facilities facilities
Construction/
Functional and Improvements/
Resilient 2 8 Rehabilitation of drainage
Drainage system/Flood control
System
Presence of
other means of Transportation system is
0 10
modern available
Competitive transportation
Economy Fast and Communication facilities
Reliable is in place
3 7
Communicatio
n System
Provide Electrification to
Availability of all sitios
electricity in all 2 8
Sitios
Presence of
power Establishment of Power
generating 0 10 Generation
facilities
Empowered Support to
IPs Social
Services
40
100%
Household Make all household have
have access to 3 7 access to safe water
safe water
passable road rehabilitate and construct

network for resilient road networks to
transportation climate change
Accessible 5 5
and in times of
disaster
response
3.1. SUPPORT TO SOCIAL SERVICES
1. Inadequate Access to Safe Water Supply System

One of the identified major problems under this sector is the inadequate access
to safe water supply system, causes of which are enumerated as follows:
 Limited distribution of water line and insufficient water supply to all
households in the sitios/barangays;
 Lack of proper management to the existing water system; and
 Lack of funding allocation to rehabilitate and maintenance of the existing
water system and to develop possible sources.
 In eight barangays, only in Poblacion who have 82 households that have
access to Level 3 water system.
Eventually, when not given prior attention, this will cause more number of
households to suffer from insufficient water supply and prevalence of water borne
diseases.
3.2. SUPPORT TO ECONOMICS
2. Inadequate Access Roads and Bridges

The municipality of Ambaguio has inadequate roads and bridges. Only 6% of the
lengths of the road network were concreted. Thus, farm produce in distant places
cannot be easily brought to the market as well as market products hardly reach the
constituents, especially during rainy season due to impassable road condition.
Therefore it will contribute to the farmer’s and businesses low income if
unresolved.
3.3.SUPPORT TO ADMINISTRATIVE SERVICES
3. Limited Facilities and Infrastructure
The municipality lacks the infrastructure support facilities especially on public
market buildings, terminals, multi-purpose building, evacuation centers, post-
harvest facilities office buildings and ancillary road facilities.
41
The municipality also lacks facilities on health especially on birthing and dental
facilities. There is a need to improve our health facilities in order that our
constituents will avail quality medical services in our own municipality. Having
medical treatment to hospitals and clinics in the nearby towns and cities is too
expensive.
In addition, the municipality also lacks facilities on information technology for
educational purposes especially nowadays that there is a fast pace of information
technology. Interventions must be done in order for the municipality not to be left
behind with regard to problems stated above.
4. Inadequate Drainage Systems
The municipality of Ambaguio has inadequate drainage systems. This is caused by
inadequate funds and the topographic location of the municipality. If this problem
will not be addressed, the municipality is in peril of landslide, flooding to residential
areas and farm lands. It will also result in poor environment due to non-treatment
of waste water coming from the sewerage.
5. Inadequate Power Electricity
The municipality of Ambaguio has inadequate power electricity. There are three (3)
barangays that have electrification service by NUVELCO, but some sitios of this
barangay do not have yet electricity. There are also three (3) barangays that have
electrification service by IFELCO. There are two remaining barangay that have no
electricity at all. This are causes by insufficient fund of the LGU to finance the
electrification and sometimes by sporadic location of houses.
If this will not be resolved, it will result in poor economic activities, access to
information and recreational activities of the constituent.
6. Inadequate Drainage Systems
The municipality of Ambaguio has inadequate drainage systems. This is caused by
inadequate funds and the topographic location of the municipality. If this problem
will not be addressed, the municipality is in peril of landslide, flooding to residential
areas and farm lands. It will also result in poor environment due to non-treatment
of waste water coming from the sewerage.
7. Absence of Power Generation
The municipality has no power generating producers. There are some investors
willing to invest but some Indigenous People community who will be affected by
this project resist. If this is continue, the municipality will not have power generating
producers. Thus, it will result in high electricity rate. The income of the LGU is
minimal and will continually 98% IRA dependent.
8. Inadequate Cell sites and Internet Provider
There are only two cell sites available in the municipality and one internet provider
established in Poblacion. Thus, phone signal is not available on some low-lying
areas of the municipality. There is also one internet provider but due to non-
competition, the monthly rate is high.
If this will not be addressed, the constituent of the municipality will be left behind on
the use of advance information technology.
9. Limited Mode of Transportation
42
In the municipality, the only mode of transportation is by land through vehicles. The
single motor (habal-habal in local term) is the popular mode of transporting
passenger. If unresolved, it will result to high cost of transportation and slow
mobility of the populace. Moreover, the safety of the riding public is compromised.
10. Absence of Motorpool and Technically Skilled Personnel
In the municipality, there is no Motorpool established. The temporary motorpool is
infront of the municipal hall compound. During repair, there are no complete
equipment and tools to use which cause delay and efficient repair of the heavy
equipment and service vehicle. Thus, there is an interruption of delivery of services
to the public especially on by administration project where equipment is much
needed.
3.4. RESILIENT INFRASTRUCTURE
4. 47 kms of Municipal/ Barangay Roads high risk to landslide and 17.7km of

provincial road high risk to landslide in Ambaguio
One hundred percent (100%) of Roads and bridges (9km provincial,47 km

municipal, barangay) are susceptible to landslides. In the event of landslides in the
provincial and municipal roads, the delivery of goods, services and transactions will
be hampered, the exportation of goods and products outside the municipality will
be hindred.Likewise, and the health services in the higher facilities will not be
availed by the constituents of Ambaguio since there is no hospital inside the area.
Rehabilitation of critical roads and bridges are prioritized by the Local Government
Unit knowing its vast effect to the whole municipality. Furthermore, warning
signage and precautions regarding hazardous roads and bridges are created and
installed by the concern offices. Clearing operation is also continuously conducted
to maintain accessibility after certain hazard passed.
IV. ENVIRONMENTAL MANAGEMENT

Environmental Management Sector vis-a-vis Vision, it appears that vision
reality gaps is high as presented in the table below.
TABLE 25. VISION REALITY GAP FOR ENVIRONMENTAL MANAGEMENT
DESCRIPTOR SUCCESS CURRENT VISION- WHAT TO DO TO FILL
INDICATOR REALITY REALITY THE GAP
S RATING GAP
Empowered Presence of 3 7 updated and
Indigenous updated Institutionalize Local
Peoples Environment Government Code
al Code

43
MDRRM 6 4 Ensure safety of
Plan well vulnerable sectors to

implemented hazards and risk

Disaster 4 6 Make 100% disaster
prepared and prepared and resilient
resilient community

community

Climate 5 5 Implement Climate
Change Change Adaptations
Adaptation program/projects
Plan well
implemented
People are 5 5 Raise awareness of

aware of the community on the
presence of presence of different
hazards in hazards
community

Responsive 4 6 Trained search and
Search and rescue group in each
rescue barangay
groups in
each
barangay
Responsive 5 5 organize volunteers ready
volunteers to to respond in times of
respond in disaster and emergencies
times of
disaster and
emergencies
Responsive 3 7 Provision of fund for
LDRRM complete staff of
Office MDRRMO
Presence of 3 7 Provision of fund for
evacuation establishment of
centers with convenient evacuation
complete centers and facilities
facilities
Availability of 7 3 purchase of non-food and
food and food stockpile
non-food
stock piles
upgraded 4 6 Provision of funds for the
communicati purchase of upgraded
on system communication systems
Decreased 7 3 establish road safety
incidents of activities
Vehicular
44
accidents
Responsive 2 8 Provision of full pledge
Municipal MENRO head and
Environment complete staff
and Natural
Resources
Office
Educated IPs 3 7 educate Ips regarding soil
regarding soil and water conservation
and water farm practice
conservation
Waste 6 4 Make solid waste
management management system
systems in operational.
place
Responsive 3 7 Make community plan
involvement and implementation of
of reforestation programs in
communities place
on
reforestation,
management
and
protection
programs
Presence of 5 5 Make community plan
biodiversity and implementation of
protection biodiversity protection and
and managements programs
management in place
projects,
programs
and activities
Presence of 0 10 Acquisition of lot
Public
cemetery
Ecologically FLUP and 4 6 Strictly enforce Forest
balanced CLUP well Land Use Plan and
community implemented Comprehensive Land Use
Plan

Functional 5 5 Make the Forest

Forest Protection Multi-sectoral
Protection Committee fully functional
Multi-sectoral

Committee

Zero casualty 9 1 establish strategic
in the management
occurrence of
45
different
Hazards(natu

ral and
manmade)
Wildlife 6 4 Protect and preserve

protected sustainable wildlife areas

areas (Flora and Fauna)
preserved
100% 5 5 Provision of fund and

rehabilitated additional manpower
communal
forest
100% 6 4 Provision of fund and
rehabilitated additional manpower
communal
watershed
safe and 7 3 Rehabilitation of river
clean bodies bank, maintenance and
of water protection of water
source/watershed
Sustainable 3 7 full implementation of
production zoning ordinance,
forest creation of policy and full
intervention of DENR
programs
Sustainable 3 7 Rehabilitation of river
source of bank, maintenance and
water protection of water
source/watershed
Presence 3 7 Protection of remaining
fauna forest and regulate
species hunting
Fresh water 6 4 Maintain sustainable fresh
source/areas water ecosystem.
preserved
sustained 6 4 Rehabilitation of river

aquatic bank, maintenance and
resources protection of water
source/watershed
Presence of 3 7 Establishment of SLF ,
Sanitary MRF and acquisition of
Landfill, waste disposal facilities
Material
recovery
facilities for
solid waste
46
disposal and
waste
processing
facilities
Sustainable 3 7 strategic implementation
Land use of sustainable land use
management farming
or soil and
water
conservation
farm
practices
Smoke free 8 2 Attain 100% smoke /
municipality pollution free municipality
Delineated 2 8 conduct survey
communal delineation and
forest acquisition of survey
equipment
Delineated 2 8 conduct survey
communal delineation and
watershed acquisition of survey
equipment
zero 7 3 establish fire line,
incidence of greenbelt and conduct
forest/grass IEC to community
fire
eliminated 6 4 full implementation of
timber forest protection laws
poaching
activities
Accessible passable 5 5 rehabilitate and construct
road network resilient road networks to
for climate change
transportatio
n and in
times of
disaster
response
Agro-Forest Sustainable 4 6 Provision of fund and
haven production of promote application of
agroforestry agroforestry to steepy

products areas

Reduced 4 6 promote strategic
occurrence of bioengineering
landslide, soil interventions to areas

erosion/surfa vulnerable to landslide
ce run-off and sloping agricultural
47
land technology (SALT)
100% 4 6 Provision of enough fund
rehabilitated and holistic involvement
communal NGOs, brgy. officials and
forest DENR
Zero(0) 5 5 Full implementation of
incidence of forestry laws
timber
poaching
Zero(0) 5 5 prohibit kaingin farming
incidence of and encroachment to the
kaingin and protected areas and
encroachmen implementation of forestry
t to protected laws
areas

4.1. FOREST ECOSYTEM
1. Decreasing Forest Reserve
The considered protection forest based on DENR policy with a total area of
14,802.014 hectares is decreasing at 0.18 % per year. Land conversion thru
Kaingin practices and over extraction of wood saplings for agricultural use are
evident that need to be addressed in due time. Technical assistance in modern
farming and livelihood projects must be extended to stop destructive
anthropogenic activities.
The absence of zoning management along forestland reflects conflicting land
uses within watersheds. Declining forest cover of the municipality is alarming.
2. Increasing Areas of Deforestation
Forest cover in the area is observed to be dispersed and large areas are covered
with grasslands and brushlands around 8,3852 hectares from the 16,038.5888
heactares total land area of the municipality. The absence of zoning
management along forestland reflects conflicting land uses within watershed.
Declining forest cover of the municipality is alarming. Slash and burn are the
most common agricultural land preparation practices. Results of the vulnerability
assessment of the area revealed that most common hazard is soil erosion and
landlisde. This has seriously affects agricultural productivity and water regime
both in the upland and downstreams. Other anthropogeni activities such as
timber poaching, over-extractio of wood sapplings, non-timber forests products,
coversion and expansion of kaingin and forest fires continue to threaten the
remaining 6,639.6252 hectares forest.
Traditional farming practice of upland dwellers is a destructive activity. Farmers
keep on transferring from one area to another and observing a fallow period of 3-
5years. It is the concern of the environment sector of this LGU to address the
problem in a manner by which the farmers will not be called a law breaker but
instead, they must be partner in sustainable development.
Open grassland caused by Kaingin must be reforested by the NIA, PENARO,

MENRO and DENR. Among the concern of this office is to conduct IEC and
48
farmers training on Sloping Agricultural Land Technology (SALT), Agroforestry,
contour farming, greenbelt, Global warming and climate change must also be
discussed and implemented.
3. Occurrence of Destructive Forest fires
One of the causes of forest fires is the Kaingin System. This tradition activity of
the population of the whole barangays of the municipality is dominant despite
intensified implementation of existing laws on forest fire protection.
4. Weak implementations of forest protection laws

Based on the assessments causes of deforestation discussed above,
implementations of protection laws should be fully enforce by concern
government departments like DENR being the led agency, PNP, NIA, MENRO
and others to stop illegal activities and contribute to attain sustainable
development.
4.2. URBAN ECOSYSTEM
5. Uncontrolled Solid Waste Generation
The entire Ambaguio generates solid wastes about 4.19 tons/day in 2015, 4.19
tons/day in 2016, 5.13 tons/day and 5.68 tons/day in 2018 (source: Waste
AnalysisCharacterization Survey 2015). The statistics of waste projection show
that there is a fast increase of volume in waste generation in the municipality
because of the population growth rate and fast developing community which
believably a relevant factor in the increase of waste generation. This scenario
indicates that solid waste management intervention in various forms must be in
place to address global warming and pollution that poses health problem in the
community and the environment. One of the major plans of the LGU is to
establish well managed SLF, MRF and other facilities for waste diversion to
promote “zero waste” management programs.
4.3. FRESHWATER ECOSYSTEM
6. Changes in the Area of Fresh Water Ecosystem
Major rivers and tributary creeks were observed decreased in stream flow during
summer and increase in rainy season and normally vary depending on the
volume of precipitation. Some fresh water resources are already endangered due
to siltation; flash flood over/illegal fishing.
There should be interventions introducing sustainable farming to upland farmer
within the critical watershed areas. Kaingin areas surrounding the source of
potable water must be reforested to regain its normal ecosystem. Communal
forest and watershed should be delineated and an ordinance must be formulated
to protect and preserve this communal areas and fresh water resources.
4.4. UPLAND AGRICULTURAL ECOSYSTEM
7. Weak implementation of reforestation and Agroforestry programs from
DENR-Forestland Management Project
Based on ocular assessment to POs officers and member formulated by the field
implementing units of FMP, the target areas for site development from 2016 to
2018 is hard to implement due to contract accomplishment payments basis that
could not support the daily living of member to wait for their wages for their family
49
resulted to less priority of members to participate. In summary, they have
backlogs to site development from 2016-2017 targets within its 6 years
implementation and 10 year duration programs has limited impact to the
rehabilitation of declining forest of the municipality.
4.5. CLIMATE CHANGE MITIGATION AND DRRM
8. Hazard Prone Areas
The municipality is generally mountainous with steep slopesdominated by above
50% category of 14,808.4096 or 92.32% hectares of the total land area, making it
more susceptible to land slide and soil erosion, especially during heavy rainfall,
rock fall and mud flow were experienced to roads and agricultural lands.
Bridges across the Matuno River and proposed bridges to Catnaan and Bukig
River are highly susceptible to flash flood and strong water current plus huge
rocks and logs cause so much devastation to infrastructure. Other exposed to
hazards are box culvert, reinforce concrete pipe culvert and hanging foot bridges.
Landslide and soil erosion control projects for slope and river bank protection
must be properly implemented in identified hazard prone to minimize landslides
and flash floods.
8. Five Thousand Eight Hundred Eighty Four (5884) has.of agricultural
lands and 191.30 has. high risk croplands to landslide:
Agricultural farming is the most common source of income by the people in

Ambaguio. The total agricultural area is 5884 hectares and 3530.4 hectares
(60%) of it is exposed to landslides. There are also 2,996.25 hectares of
croplands and 192.30(6%) of it is exposed to landslides. Landslide events in this
area will directly affect the production of agricultural products produced by the
farmer’s .Damage product and low quality of product because the decrease value
of certain products, hence income of farmers will decrease.
Developing and implementing environmental protection and reforestation of high

risk areas will lessen the incidents of landslide in the irrigated lands.
9. Protected area is 100% susceptible to landslides

Ambaguio is a protected area accounting for about 16038.5888 hectares
including watersheds as declared by the Department of the Environment and
Natural Resources. However, locally the watersheds are not delineated. There is
also 6639.6252 hectares (100%) total area of forest exposed to landslide wherein
the 307(70%) endemic flora and 164 (60%) fauna resides. Furthermore, 298.83
hectares of CADT/CADC is exposed to landslides.
The continuous slash and burn, cutting of trees in forest are the predisposing
factors to the occurrence of landslides in the area. Knowing that vast percentage
of population practice farming,Kaingin or the slash and burn method is
50
rampant .This practice seems to be normal for the farmers; however they are not
aware of its effect. The Local government unit of Ambaguio perceives that this
method cannot be prevented that’s why contour farming and Slope agricultural
land technology (SALT) are being introduced to the community.
V. INSTITUTIONAL SECTOR
Institutional Sector plays an important role in the development of every LGU.
Hence, in-depth analysis of the present condition of this sector of governance is
vital to check whether it’s functioning well and efficiently and effectively delivering
the services being required. With the aim to come up with a very good plan, the
Institutional Development Team has thoroughly reviewed, assessed, and
judiciously analysed the data gathered to have a full picture of the present status
of this LGU. The Team focuses its situational analysis on organization and
management, systems and procedures, local legislation, and compliance to the
principles of good governance of this municipal government comprehensively
presented hereafter.
Institutional Sector vis-a-vis Vision, it appears that vision reality gaps is high as
TABLE 26. VISION REALITY GAP FOR INSTITUTIONAL SECTOR
DESCRIPTO SUCCESS CURREN VISION- WHAT
R INDICATORS T REALIT
TO DO TO FILL
REALITY Y GAP
THE GAP
RATING
Effective and
Efficient
Efficient and Ensure effective
Local
Effective and efficient
Governance
delivery of 6 4 delivery of
government services
services
Ensure Efficient
Efficient and
and Effective
Effective
5 5 formulation of
Development
Development
Plans
Plans
Quailty, 5 5 Enact quality

efficient and efficient and
effective effective
legisaltions legisaltions
51
Ensure
Participatory
7 3 participation in
Governance
local governance
Sustain and
Transparent improve
8 2
Governance transparency in
local governance
Ensure
proper/responsiv
e implementation
Accountable of PPAs
6 4
Governance Ensure
compliance on
the provisons of
ARTA
Efficient 7 3 Ensure efficient

financial management of
management financial
resources
Empowered
Indigenous Climate
Implement
People Change
Climate Change
Adaptation 5 5
Adaptations
Plan well
program/projects
implemented
Capacitated Raise awareness

constituents in of community on
5 5
times of the presence of
disasters different hazards
Provision of
funds for the
upgraded
purchase of
communicatio 4 6
upgraded
n system
communication
systems
MDRRM Plan 6 4
well Ensure safety of
implemented vulnerable
52
sectors to
hazards and risk
Responsive
organize
volunteers to
volunteers ready
respond in
5 5 to respond in
times of
times of disaster
disaster and
and emergencies
emergencies
Provision of fund
Responsive
3 7 for complete staff
LDRRM Office
of MDRRMO

5.1. ORGANIZATION AND MANAGEMENT
1. Imbalance Organizational Structure
The local government unit of Ambaguio has an approved organizational structure

through Resolution No. 2015-257 (Please see attached approved Organizational
Structure). However, such structure does not conform to the needs of this LGU as
far as delivery of government services is concerned. The HRMPSB is not also fully
well-versed on the guidelines governing recruitment and selection of applicants for
hiring and promotion of employees in spite of having a localized Assessment
Standards, which is already an LGU-adopted guideline on recruitment, selection
and placement of personnel. Generally, this will result to poor delivery of services
by the LGU.
Hence, the formulation of an ideal organizational structure is necessary to ensure

that all direly needed positions are in place especially technical and managerial
positions. Strengthening the HRMPSB, a body in-charge for the judicious
screening and selection of applicants for hiring and promotion can be an effective
intervention in ensuring that recruitment, selection and promotion of employees, is
in accordance with the CSC Rules on Appointment and Court Decisions. This can
be done through attendance to trainings/seminars conducted by the Civil Service
Commission (CSC) particularly on the Omnibus Rules on Appointment and Other
Human Resource Action.
Corollary to this, upgrading the standards for employment particularly the localized
Assessment Standards of the LGU would empower the organizational workforce.
Intensive talent sourcing could be of great help as well.
53
Figure 3. Municipal Organizational Structure
55
2. Absence of HRD Plan
This LGU doesn’t have enough resources to formulate the Human Resource
Development Plan. Fund allocation is being strangled from the very start of budget
process due to insufficiency of funds. Personnel in-charge particularly the HRMO is
only designated from its immense role in the Municipal Planning and Development
Office. Hence, the formulation of such HRD Plan is so difficult to do not including
the technical skills needed in the plan preparation which this LGU can not, at
present, fully provide having few technically-capable employees. As a result, this
LGU can’t fully addressed issues and concern on Human Resource Management.
3. No separate HRMO and Permanent HR Practitioner
This municipality has no separate office established for Human Resource
Management and Development. Just like other poor LGUs, the HRMD is still
attached or under the management of the Office of the Municipal Mayor as one of its
section. There’s no permanent employee handling the HRMD, for the currently
assigned HRMO is only designated one from the Municipal Planning and
Development Office. Hence, the performance is relatively low considering the bulk of
work of the personnel designated. With a separate Office with permanent HR
Practitioners, the HRMD plans and programs shall be properly managed and
implemented.
4. Recruitment systems needs strengthening
At present, talent sourcing is done through publication at CSC Bulletin and in three
conspicuous places within the municipality in compliance to CSC Rules on
Appointment. Database of eligible for easy tracking of qualified applicants is still not
completed. Hence, this LGU is just waiting for few walk-in applicants. With the
enhanced recruitment system, the LGU could establish strong and competent
human resources.
5. Jobs misfits and redundancy of functions

Jobs misfits and redundancy of functions seems to engulf the organizational
structure of the LGU and slow down the delivery of government services. This
decade-old issue can be attributed to the change of administration where every
leader chose his allies for every position. Creating unnecessary positions or same
positions and hiring incompetent employees.
The modernization program of the government also leaves Ambaguio behind others
as far as delivery of quality services to the public is concerned. Seemingly, only few
among the employees performing technical jobs can cope up.
In 2014, with the change of HRMO, an upgraded Assessment Standard for Hiring
and Promotion of employees was crafted and adopted by the LGU. This, somehow,
lessened the problem on job misfits and hiring less competent employees.
6. MSP-SRP is already out-dated
In 2014, the LGU has crafted and adopted the Merit Selection Plan and System for
Ranking Positions, a plan used by this LGU in hiring and promoting employees
through strict observance of the merit, fitness and equality principles in the selection
of employees for appointment to positions in the career and non-career service in all
levels. With the issuance of MC 24, 2017 --- New Omnibus Rules and Appointment
and Other Human Resource Actions, updating of the MSP-SRP is necessary in
order to comply with the provision of the issued MC. If this will not be updated, the
MSP-SRP can’t be fully implemented.
56
7. Insufficient Workforce
Of the One Hundred Fifty Two (152) total personnel working in the Municipal
government only 79 or 51.97 percent are of permanent status, 2 or 1.32 percent are
co-terminus employees while 71 or 46.71 percent are employees on a Job Order
basis. Those with permanent status are mostly heads of offices and are at least
holders of bachelor’s degree. Hence, a review of the Organizational Structure and
Office Functions seems a priority in order to identify important positions for hiring
and placement in this LGU. If not addressed, delivery of basic services may be
sacrificed.
FIGURE 4. LGU MANPOWER COMPLEMENT

6.75%
Regular Employees
48.47% Co-terminus Employees
43.56% Employees on Job Order
Basis
Elected Officials
1.23%
Source: HRMO
8. Poor Implementation of Performance Management System
This LGU has an approved Strategic

Performance Management System (SPMS), a
performance evaluation tool that focuses on
measuring performance results that are
reviewable over the period of the implementation
and provides a scientific and verifiable basis in
assessing organizational performance. Annually,
an SPMS Exit Conference is conducted wherein
all offices are mandated to present their
accomplishment vis-à-vis performance target.
This is being conducted by the Performance
Management Team which was created through
Executive Order to spearhead the
implementation of the SPMS. Though the LGU
had adopted the SPMS still the LGU can not
completely comply with its provisions due to
insufficient knowledge of some of the employees
in the preparation of IPCR. Poor implementation
of the SPMS may also be attributed to poor
appreciation of the system due to the absence of
incentives and awards for meritorious services
rendered. Seminars/Trainings/Workshops on this Figure 5. Photo of SPMS Manual
regard shall be conducted to facilitate efficient
and effective implementation of SPMS. If no appropriate action will be done,
employees productivity will be low.
57
9. Low Performance Impact
The Summary of Ratings shows that the performance rating of municipal employees
range from very satisfactory to outstanding. This means that performance targets
are met. However, reality shows that there are issues and concerns that remain
unresolved in spite of the LGUs efforts in addressing such through the delivery of
mandated services. This can be attributed to the very minimal target set by the LGU
as reflected in the Performance Target of every office. Innovations or initiatives from
the employees are also rare. This may be attributed to the non-institutionalized
incentives and awards system. If this will continue, this LGU could hardly meet its
real target or its vision.
FIGURE 6. SUMMARY OF EMPLOYEE'S PERFORMANCE RATING
80
10. 70
11.
12. 60
Total Number of Employees
50
Poor
40 Satisfactory
Very Satisfactory
30 Outstanding
20
10
0
1st Semester 2nd Semester
Source: HRMO
5. Inadequate employees with technical and managerial skills
58
In this LGU, having few employees with technical and managerial skills has been an
old issue leaving them shattered due to various workloads. Hence, strengthening the
manpower though capacity development program and hiring of additional employees
possessing the mentioned skills is vital in order to ensure that the LGU can
efficiently and effectively manage and implement numerous plans, programs and
projects required or needed for the development of the municipality.
FIGURE 7. WORKFORCE BREAKDOWN

5.00%
4.50%
4.00%
3.50%
3.00%
2.50%
2.00%
1.50% Series 1
1.00%
0.50%
0.00%
Employees hold- Managerial Clerical Field
ing Technical
Positions
Source: HRMO
13. Limited Capacities for Advance Engineering Skills
The Municipal Engineering Office is undermanned and has limited workforce with
only two Engineers and two CSC eligible while the rest are field workers. As the
office mandated to design, implement and monitor infrastructure projects that
conforms to the national standards, advance engineering skills is necessary. Having
such skills shall speed up the preparation of sustainable engineering designs;
ensure efficient implementation of projects and judicious monitoring of projects. If
this issue will not be resolved, then, engineering services won’t be less efficient and
less effective.
14. Delayed submission and publication of reports and other required

documents
Delayed submission and publication of reports is a common problem of this LGU.

This is attributed to poor records management or absence of a definite system in
data management. Poor internet connectivity also causes lots of trouble in the
submission of reports or data especially to the national government agencies
likewise in publication of reports and information to the NGA Website/Portal or in the
LGU-owned Website and Facebook Page. Absence of IT Experts or Administrator to
manage the website causes delays and occasional utilization of the said web.
Hence, Installation of a strong internet connection will also speed reporting system
of the LGU. Hiring of IT Experts or designation of Web Administrator could somehow
also expedite the publication of plans, programs and services of the LGU. Moreover,
the establishment of a centralized information system where important data/reports
shall be stored is necessary as well for easy access. If no interventions will be done,
it may hinder the provision of timely and sufficient data and services.
59
15. Decades-old working environment
Municipal offices have inadequate work

space or and are below the standard for
working area. In particular, this is the Old
Municipal Building where Frontline Offices
like Municipal Treasury and Assessor’s
Office is rested (left picture). Other offices
have insufficient in amenities or equipment
e.g., air-conditioning units, computers,
communication gadgets, etc. Actually, this
has implication on the quality of work of
government workers which needs priority
attention. Construction of New Municipal
Hall is highly recommended to create a
convenient workplace for the public FIGURE 8. MUNICIPAL HALL OF AMBAGUIO
servants and for the clients as well.
16. Poor implementation of Incentives and Awards System
This LGU has an approved Program on Awards and Incentives for Service
Excellence (PRAISE), a mechanism for identifying, selecting, rewarding and
providing incentives to deserving employees. One of its provisions is the allocation
of at least 5% share from the Human Resource Development Fund to ensure its
implementation. However, due to insufficiency of funds, the 5% share is so hard to
realize, thus, recognition of employee’s service is, at present, done through
awarding of commendation during Flag Ceremony or awarding of Certificate and
passing of Resolutions by the Sangguniang Bayan. If this will continue, the quality
and efficiency in the delivery of services may be affected.
17. Attendances to Seminars/Trainings are Selective
Through the years, only few employees are given a chance to attend
seminars/trainings. Most of them are those holding technical and managerial
positions. Rank and File employees particularly those in the first level positions are
stocked in their office doing their regular functions with less improvement. Though
the HRMO is conducting annual gathering of all municipal officials and employees
where re-orientation and relaying/sharing of knowledge or information acquired in
the seminars are the highlights of the activity, still first-hand knowledge is different
and the impact is strong on the part of the participants. Hence, giving opportunities
to all employees will not just boost their confidence but will improve their
performance and delivery of services accordingly.
If this issue will be ignored, then, this LGU can’t fully achieve organizational growth.
18. Utilization of the approved Capacity Development Agenda
This LGU has an approved Capacity Development (CapDev) Agenda, a roadmap of

appropriate individual and organizational enhancement strategies to address priority
capacity development needs along defined LGU performance outcomes. However,
the CapDev is not yet utilized by this LGU even during budget preparation. Non-
utilization of the CapDev resulted to problems since issues identified during the
though planning and formulation of the CapDev were not being addressed upon.
Hence, using the CapDev as an LGU’s guiding tool in identifying appropriate
60
capacity development interventions should have been beneficial in improving
organizational competencies resulting to more effective public service delivery-the
manifestation of good governance.
19. Absence of Training Development and Management System
This LGU has no Training Development and Management System, a system of

policies and procedures that serves as basis for all the training and development
programs of the municipal government. With the TDMS, the LGU can effectively
manage in-house and outsourced capacity development and training programs. Like
the CapDev, the TDMS establishes a capacity development and training framework
to increase employee capacities, enhancements of HR systems and continuing
learning and innovation for greater organizational effectiveness. Hence, it
establishment is direly needed. Without this, this LGU could not properly and
effectively provide the needed training and development programs to municipal
employees.
20. Low Opportunity for Promotion
Based on HRMO records, only few employees benefitted promotion as shown in the
graph below. This is due to insufficiency of funds that hampers the creation of higher
positions especially technical and managerial positions. Most of the positions being
created and filled in are clerical and non-technical positions which make the
organizational structure imbalance and poor performance.
Higher qualification standards set by law also blocks employees’ advancement to

higher positions. Only twenty-five (25) of the total 77 regular employees have
professional eligibility – the primary requirement for promotion.
FIGURE 9. NUMBER OF EMPLOYEE'S PROMOTED
13
2
1
2005 2010 2015 2017

Source: HRMO
21. No Funds Allocated for Scholarship Program for Employees
Continuing education is another way of capacitating employee. However, in the

case of Ambaguio, such thing is treated sometimes as unnecessary since promotion
rarely happens. Since the inception of this municipality, no funds have ever been
allocated for scholarship program for employees. Hence, interested minimal wage
earner employees are being hampered to continue their education and have no
greater opportunity for promotion and become a dead asset of this LGU. The fact is,
61
the existence of assistance from the municipal government through allocation of
funds for continuing education of employees is a beneficial investment in building an
organization packed with competent professionals that meets the demand of time.
22. No Pre-retirement Program
This LGU has not yet created/legislated a program for retirees. Nevertheless, a
simple Send-off Program and conferment of the Service Awards - a certificate given
to retirees whether under optional or compulsory retirement schemes - are held
during a fitting ceremony on or before the date of their retirement. Pre-retirement
Program which aims to familiarize the would-be retirees from the government
service on the government retirement plans and benefits as well as available
business opportunities or other productive options/pursuits is still a plan. Conducting
such will help the retirees maintain their productivity after leaving the government
service. If this issue will be given attention, then, retirees would feel disregarded.
23. Inadequate customer service skills
Generally, the LGU personnel of this municipality particularly those engaged in

delivering frontline service are not equipped with enough and necessary knowledge
and skills in customer service or client-handling. Though there are seminars being
conducted by National Government Agencies, only few ones attended. Hence,
issues on proper decorum are the common problem raised by our client persist.
24. Absence of Employee’s Handbook
The LGU haven’t crafted yet its employee’s handbook, where laws and policies,
LGU vision and goals, including the roles and responsibilities of every employee are
compiled. Having such will guide each employee in the execution of their duties and
responsibilities towards the attainment of the LGU vision. Without it, employees may
tend to forget their primary duties or violate policies unintentionally.
25. Citizens Charter not updated
The LGU has a Citizen’s Charter locally called Tullaggan- a Kalanguya term which
means agreement between the LGU and the Community. This was approved last
August 2009 and was not updated since then. Hence, some provisions of the
Tullagan need updating and upgrading. In line with this, the HRMO in partnership
with Department of the Interior and Local Government (DILG) conducted
Orientation-Workshop on Citizen’s Charter Formulation. However, the Local
Revenue Code of this LGU must also be updated for integration of the
tax/fees/charges in the Citizen’s Charter. If still this issue won’t be addressed in due
time will result to poor quality and inefficiency in the delivery of services.
26. Low Awareness on Grievance Machinery
This LGU has constituted its Grievance Machinery, a system or method of

determining and finding the best way to address the specific cause or causes of
grievance. A Grievance Committee has also created to implement measures to
prevent or address grievances.
Though orientation was conducted and the process for filing complaints is posted at
the HRM Office, still no complaints had ever been formally filed for action of the
Grievance Committee based on HRMO records. This may be attributed to the innate
culture of the Kalanguya where issues and concerns are being settled by the parties
concerned with the interventions of their peers. Nevertheless, as mandated, still
grievances should undergo through procedures for proper treatment. Hence,
62
strengthening the Grievance Machinery through intensive information drive shall be
pursued.
If this issue will be disregarded, then, issues will be just everywhere and no specific
actions will be taken to address such.
27. Non-compliance of some to CSC Rules and Regulations, Local Policies and
other laws governing public servants
The Human Resource of this LGU is still recovering from organizational

mismanagement suffered due to lack of awareness and understanding of HR-related
laws and policies. With the change of management in the HRMO, HR systems were
established to efficiently manage and implement programs for the development of
the organization. Regular orientation/briefing on HR laws and policies are being
conducted to ensure compliance. But, in spite of this, there are still erring employees
where some of them were forced to resign. Hence, strict implementation and
imposition of sanctions to erring employees shall be done to fully comply with the
CSC Rules and other HR-related policies.
If this persists, the organization may collapse and the delivery of services may be
sacrificed.
28. Limited capabilities on forecasting manpower needs and HR Planning
This LGU lacks capacity on forecasting manpower needs and HR Planning as

reflected on the poor organizational structure and competencies. This may be
attributed to the absence of permanent HR practitioners and inadequate Planning
Officer/s with technical skills in forecasting manpower needs and HR Planning. If no
actions shall be undertaken will result to poor planning, poor performance and can
be organizational breakdown.
29. Absence of Human Resource Information System
This LGU is still incapable of establishing HRIS with Information Technology (IT)
Experts to do such thing. The HRMO is currently using the traditional way of
managing and producing records and information of employees which makes the
process tedious and the documents vulnerable to loss, theft, and the like. In this era
where technology is a necessary thing, this LGU shall fund the establishment of
HRIS, an electronic system for managing personnel records and producing
reports/documents for the following purposes: managing of all employees
information; reporting and analysing employees information; payroll integration;
computerized Daily Time Record using Biometric Machine (DTR); on-line access to
leave credits and leave of absence application and the like. Having such will bring
forth a well-organized record that is accessible and hassle-free.
5.2.DEVELOPMENT PLANNING
1. Poor plan-budget linkage
Plan-budget linkage is vital to ensure the effective delivery of PPAs through the
appropriate budget allocation. Plan and budget preparation is a regular activity in
the LGU. Trainings and seminars are being conducted and attended on to
capacitate the LGU in Plan and Budget Formulation and Linkaging. However, still
this LGU have not mastered such. For instance, PPAs in the Annual Budget should
be culled from the approved AIP. However, during the budget preparation some of
the PPAs are not in the AIP or vice versa. Hence, the LGU has to undergo revision
of either of the two or both that resulted to the passing of Supplemental AIP or
63
Supplemental Budget over and over. Activities like in-depth review of plans and
budget and intensive seminar on Plan-Budget Linkaging can possibly address this
issue.
2. Limited knowledge and skills on development planning
Development planning is one of the most critical undertakings in the LGU as it

guides the implementer in shaping the town’s future. Hence, development planning
needs people who competent in such field to produce a comprehensive plan that are
realistic, responsive and will ultimately benefit the town’s people. However, in the
case of LGU Ambaguio that has few personnel with limited knowledge and skills on
development planning needs still assistance from experts from national government
agencies and private sector to do the planning. Like the updating of the 10-Year
Solid Waste Management Plan in which the LGU has to tap the assistance and
expertise of the Mother Earth Foundation to fill the technical deficiency of the LGU
Planning Team. To do this, however, this LGU should provide incentives to
interested and contributory representatives of the NGAs in order to maintain and
further boost their help in crafting and realizing development plans. Strengthening
the LGU manpower particularly those that are directly engage in the field shall be
done to somehow aid this common problem. Continuous participation to trainings
and seminars and other activities on development and hiring of competent
employees can be good interventions to level up the quality of planning in the LGU.
If still no action will be taken, the quality and efficiency in the formulation of plans will
be at stake.
3. Absence of GIS Expert
Geographic Information System(GIS), is a powerful set of computer-based tools

used to collect, store, manipulate, analyze and display spatially referenced
information (Burrough and McDonnell 1998). Like for example, in Urban Planning
requires including many layers of detail on a single map, and one of the features of a
GIS are multilayered mapping. Each of these layers has different types of
information and data associated with it. The Municipal Planning can use a GIS to
see a variety of different things, including prime agricultural land, surface water,
highly erodible land and landslide-prone areas. This multilayered capability can
make a big difference when developing an area, for example in places like
Ambaguio with high vulnerability to landslide could lead to high vulnerability to
landslide for residents which may detract from people wanting to live in Ambaguio
or assist the residents in identifying less vulnerable areas.
A GIS is not run by computers, but rather by people who have been specially trained
and received their degree in the field, as there are large amount of analysis,
modeling, and a variety of other skills that need to be taught. LGU-Ambaguio doesn’t
have people who are experts on GIS to assist the LGU in planning or decision
making. Without GIS expert, this LGU will get difficulty in dealing with plans
particularly land use plans.
4. Municipal Planning and Development Office is undermanned
. Municipal Planning Development Office is the brain of the LGU. It’s where all
development plans emanate, without it the LGU as government entity would not fully
perform its mandated duties. Supposedly, MPDO having the most critical role in
local development should have a strong and competent manpower to effectively
execute its duties and responsibilities as stipulated in the Local Government Code of
1991 (RA 7160). But for LGU Ambaguio, MPDO is considerably weak as far as
64
manpower complement is concerned. At present, the Office has only four (4) regular
employees. Two of them are Environmental Planners doing all the technical task of
the Office while the others are purely clerical. In effect, not all services are delivered,
submitted and completed on time. Hence, hiring of additional competent staff
especially Engineers, Social Welfare and Environmental Planners are direly needed
to ensure that the mission of the office will be achieved or delivered
5. Outdated plans
For a plan to be responsive and resolute, it has to reviewed and updated regularly.
Planning Team of Ambaguio is gradually updating some of the various plans the
LGU have to revise or streamline. This is to ensure that LGU plans conform to the
national policies and nothing was left behind in development. However, as presented
in the previous issues in the LGU, manpower insufficiency especially those with
technical skills and fund shortage delays the implementation of PPAs particularly the
formulation and updating of important development plans. For example is the
lingering updating of the Comprehensive Land Use Plan, a plan for the long-term
management of the local territory. Almost eight (8) since the previous CLUP expired,
until now the LGU doesn’t have yet an updated CLUP duly approved by theHLURB .
Outdated plans are not ineffective in part sometimes. Hence, strengthening of LGU
Planning Team and increasing of funds for to support PPAs for planning is
demanded to address this issue.
5.3. LOCAL LEGISLATION
1. Absence of some important codes

There are still ordinances or codes that the SB has to work out. Absence of these
important laws/policies may impede the holistic development or aggravate the
prevailing issues and concerns that need immediate policy interventions. Absence of
some ordinances or codes can be attributed to the insufficiency of data and technical
capabilities in the enactment of such. Nevertheless, the crafting and passing of
these codes should be treated as priority for the betterment of the municipality as a
whole.
2. Low focus on local legislation
The Sangguniang Bayan members seem superficial on emphasizing to accumulate
technical knowledge on local legislation in spite of trainings and seminars attended.
This may be attributed to the short term of service given to them to enhance their
skills in legislation. Actually, not all seminars are being attended by the members
due to insufficiency of funds. Educational attainment may also be a factor where
legislations and documentations require skills in technical writing. Moreover, social
obligation seems to shackle and consume the time of some SB members that
resulted to overdue or delayed enactment of laws or policies. There are even
sessions that some SB members are out because of social obligation.Hence,
intensive training/seminars on local legislation shall be conducted or attended by the
Sangguniang Bayan to enhance their knowledge and skills for efficient and effective
performance of their duties and responsibilities as local legislators. Obviously, this
can be done through the increase of fund for SB capacity development program.
If this issue won’t be given attention, legislative performance will be poor.
3. Absence of Legislative Tracking System
65
The Sangguniang Bayan Office (SBO) doesn’t have an establish Legislative
Information Tracking System, a computerized system that keeps, tracks, monitors
the implementation and stores proposed and approved ordinances and resolutions.
The SBO is currently using a simple database to track down resolutions and
ordinance which is relatively good. However, in order to strengthen the capability of
the Sanggunian to effectively discharge its duties, it has to provide an efficient filing
and retrieval system of legislative outputs through information technology. Hence,
the Sanggunian has to install/set-up proper indexing of resolutions and ordinances
like the Legislative Tacking System for easy retrieval files for inquiry or review. In no
LTS will be established, status of ordinances, codes, resolutions and other issues
that needs immediate action won’t be properly monitored and acted upon.
4. Absence of Officer-In charge after Session
Local Government Code of 1991 mandates the Legislative Body to conduct session
once a week and the Sangguniang Bayan of Ambaguio never fail to have their
session every Monday. The SB supports especially their presence in every
programs and activities of the LGU are very important as it boost the moral of the
office in charge and inspires the participants to be more cooperative. Hence, with the
presence of the SB not only during session but through out the working days is
important. This can be done through designation of the “officer of the day” in a
manner of rotation from among the SB members.
5. Legislative Public Hearing
Local governments are requires by law to hold legislative public hearings. It aims to
obtain public inputs on important legislative policy matters that affect a wide range of
citizens, such as comprehensive land use plans and annual budget. In Ambaguio,
sometimes public hearings become ineffective. This may be attributed to some
factors like absence of advance and wide publication of the event, non-
establishment of purposes of the public hearings and absence of identified people to
act as moderator, and low community participation. This maybe addressed through
attendance to Trainings and encouragement of community participation through the
conduct of information drives on the importance of public hearings to effectively fulfil
the primary purpose of legislative public hearing. If this will not be fixed, it will have
an effect on the quality and implementation of such ordinances or actions of the
Legislative Body.
5.4. GOOD GOVERNANCE
1. Some CSO representative in Local Special Bodies is inactive

Civil Society Organizations representations in the local special bodies are
indispensable because of their significant role in the development of certain country
or town. Hence, LGU Ambaguio sustains their representation in the local special
bodies. However, there are some inactive CSO representatives as reflected in their
poor attendance to LSB meetings. This maybe attributed to conflicting schedules in
which these CSO representatives have to attend to their personal needs and
financial limitations. To address such the LGU shoulders their travelling expense to
ensure their attendance. But still not all CSOs were able to fulfil their responsibilities
as member of the LSB. Thus, a regular orientation of their role to local governance
and perhaps provision of incentives to active members could help ensure their full
participation in the all undertakings of the Local government through its Local
Special Bodies.
If recommendations will not realized, CSO participation in LSB will decrease.
66
2. Limited Funds for Capacity Development of CSO
The Municipal Government recognizes the role of CSO in local governance. Hence,
the LGU regularly allocates funds for CSO Program and which includes Program for
their Capacity Development. In 2015, a 5-day CSO Capacity Development Seminar
was conducted in partnership with the DILG. This BuB-Funded seminar attended
aims to strengthen the partnership between the LGU and CSO and to capacitate
them in organizational and financial management. No more similar trainings have
ever been conducted. And if ever there are not all CSO are being accommodated
due to insufficiency. Hence, not all CSO have the capacity to engage or participate
in the local government operations and administration.
If the CSO will not be given proper care, they will become ineffective partners of the
LGU.
3. CSO and Private Sector Participation in Implementation and Monitoring of
Projects needs strengthening
The municipal government ensures the involvement of CSO and Private Sector in
the implementation and monitoring of programs, projects and activities of the LGU.
To strengthen the partnership, the LCE through the issuance of Executive Orders in
which CSO are involved like EO No. 1, S2015 organizing the Project Monitoring and
Inspectorate Team and EO No. 15, S 2015 requiring the participation of Civil Society
Organizations in all phases of Procurement Process. The Mayor had also
designated a CSO Coordinator to manage CSO concerns. However, still the LGU
has to continuously strengthen CSO participation and encouraging and reaching
more CSO members to take part in the development of the municipality. Hence,
conduct of information drive and capacity development to all CSO operating within
the municipality shall be ensured.
4. Citizen’s Participation needs strengthening
Citizen’s participation in all aspects of governance is encouraged by the Municipal
Government. All accredited NGOs are represented in the Municipality’s Special
Bodies and other councils and boards created through an Executive Order by the
Municipal Mayor. The six (6) Local Special Bodies are organized and made
functional. The composition of these Special Bodies is in accordance with what is
prescribed in the Local Government Code of 1991. Other councils and boards were
also organized in pursuance to the issuances by National Government Agencies
such as the Solid Waste Management Board, the Municipal Council for the
Protection of Children, the Municipal Disaster Coordinating Council, the Municipal
Anti-Drug Abuse Council among others.
5. Low Participation of the NGAs to Project Monitoring and Implementation
The participation of the top representatives from the national government agencies
located/attached to this LGU is continually low. Despite of their expected productive
contributions for the development of this LGU, they rather attend to their own
workloads and send less necessary representatives instead. This maybe because of
complexity of schedules these representatives in their respective agencies or their
indifference to this LGU. For increase and sustained participation of these top
representatives, as direly needed, this LGU should established/legislate
mechanisms that encourage their support.
67
6. Low Awareness on RA 8713 or Indigenous People’s Rights Act (IPRA) of
1997
Ambaguio is inhabited by Indigenous People particularly the Kalanguyas. Being
dominated by IP and awarded with Certificate of Ancestral Domain Title shall
primarily uphold and conform to the provisions of IPRA, an act that recognize,
protect and promote the rights of indigenous cultural communities/indigenous
people. However, due to low awareness of this Act, IPs of Ambaguio couldn’t
invoked their rights and perform their responsibilities. Hence, information drive on
IPRA shall be conducted to promote awareness and consequently compliance and
implementation of Act. Creation of Taskforce to implements programs like updating
of ADSDPP and implementation of Philippine Indigenous People’s Ethnographies is
also suggested.
If this will not be addressed, the IPs can not invoke their rights and can’t fully
participate in the government programs intended for them.
7. LimitedFunds to support Programs for Transparent Governance
The LGU is not behind as far as transparency is
concerned. The institutionalization and implementation
of the Full Disclosure Policy (FDP) somehow
guarantees that transparency will be on top. The FDP
Team publishes Magazines and Brochures name
“Pangamtaan” (right oicture) , a Kalanguya term which
means “medium of information”. This publication
features the Financial Report and latest programs,
projects and implemented by the LGU. Regular posting
of Financial Reports to all FDP Bulletin established in
the Municipal and Barangay and in the LGU
Facebook Page and FDP Portal is also being done. FIGURE 10. LGU
And to ensure massive information on local PANGAMTAAN MAGAZINE
government operations, the municipality has
established its own website which is features information about the locality.
However, the LGU can not fully utilized and manage the website due to absence of
IT experts or administrator to effectively manage it.
FIGURE 11. FDP ANNUAL ALLOCATION

YEAR 2014-2017
Series 1
70,000.00
30,000.00
25,000.00
20,000.00
2014 2015 2016 2017
Source: MBO
68
It can be seen in the table below that funds allotted for FDP range only from Twenty
Thousand (P20,000.00) to Seventy Thousand (P70, 000.00)fro Year 2014-2017.
Hence increased of funding to ensure sustainability and improvement of the
programs is compelled to cope with the increasing demand for transparent
governance.
8. Insufficient Project Monitoring
The LGU has an organized Project Monitoring and Inspectorate Team through
Executive Order No.1, s2015. The team is task to regularly conduct monitoring of
projects implemented within the jurisdiction of Ambaguio. However, due limited
knowledge/skills on project monitoring that makes the supervision of projects
especially on infrastructure projects vulnerable. If this will continue, implementation
of projects will delay and compliance to set standards will not be monitored. Hence,
trainings on project monitoring are necessary to ensure compliance to standards in
the implementation of projects.
9. Delayed implementation of PPAs
This LGU is oftenly delayed in the implementation of its programs, projects and
activities. This is attributed to limited technical skills and manpower to implement the
PPAs, weather condition and non-compliance of the contractors on the project
contract. Delayed implementation of PPA’s means delayed delivery of services.
Hence, an intervention should be done like hiring of additional manpower with the
appropriate technical skills, having a good implementation schedule, close
monitoring projects and strict imposition of sanctions to erring/non-conforming
contractors.
10. Fair Compliance to Anti-Red Tape Act
In compliance with the Anti-Red Act of 2009, the LGU has a crafted its Citizen’s
Charter called Tullagan which is posted in front the Offices. Employees particularly
those having direct contact with client are somehow aware of the Act. A Re-
Orientation on Anti Red-Tape Act is being conducted to ensure compliance of the
Act. However, still there are issues on discourtesy and non-observance of the No-
Noon Break Policy. Apparently, if this will not be acted upon, the LGU will not be
inefficient enough in the delivery of services to clients. Hence, strict compliance of
the ARTA shall be observed to ensure prompt delivery of services.
11. Submission of financial documents are sometimes delayed
Currently, the Municipal Accounting Office is using the manual procedure of

recording and processing financial transactions. This sometimes results to the
delay in the delivery of information and miscalculation in the different financial
accounts due to the fact that the process is susceptible to human error.
12. Weak Internal Control System
The internal audit system is not yet fully established and the current Internal
Audit System Officer is only a designate. Thus, there is no office dispensed with
the responsibility to fully oversee the internal audit in the LGU. If this prevails, the
maximization of the use of the different resources will not materialize.
69
13. Financial Management Information System (FMIS) is not yet automated
Due to limited knowledge on the establishment of an automated FMIS, financial

information cannot be easily accessed. Thus, there will be delay in the delivery of
services and reports needed by various agencies as well as private sectors
concerned with the financial processes in the LGU.
14. Protocol on the disbursement process is not followed sometimes
Another effect of the manual accounting process is its susceptibility to being by-
passed since there is no program that cannot be easily overrode by the users.
Thus, clients can easily go around the various protocols in the disbursement
process resulting sometimes to unchecked completeness of the disbursement
papers’ attachments. If this continues, there will always be numerous Audit
Observation Memoranda from the Commission on Audit.
15. Municipal Accounting Office is undermanned
TABLE 27: BREAKDOWN OF ACCOUNTING PERSONNEL
LEVEL OF POSITION TOTAL

Second Level 0
First Level 3
Currently, the Municipal Accounting Office is staffed by three permanent personnel

which includes the OIC-Municipal Accountant. This clearly shows that the personnel
are not enough to handle the numerous transactions mandated to be done by the
office. The main reason for this is the insufficiency of funds and the poor staffing
pattern in the LGU. If this continues, staffs will always be multi-tasking which will
result to the poor quality of services and failure in the timely delivery of needed
services.
16. Municipal Accountant is only a designate occupying a 1st level position
The presently designated Municipal Accountant is an accounting staff in the first

level position. The cause of this is the fact that funds is not yet available to
accommodate the filling up of the position. However, the foremost repercussion
associated with this issue is the inadequacy of financial management aptitudes
that the job requires.
70
17. The LGU is IRA-dependent due to limited local revenue sources
FIGURE 11.COMPARATIVE PREPSENTATION OF LOCALLY-

GENERATE REVEVNUES VS. IRA SHARE (2012-2016)
71
Source: MTO
In terms of Fiscal Autonomy, on the average, the revenue from local sources only
accounts to 2% of the whole revenue source; thereby making the Internal
Revenue Allotment share provide the 98% revenue needed by the LGU in its
annual operations. This indicates that the LGU is still an IRA-dependent
municipality. The reasons for this is the limited business investments in the
municipality, and the duplication of Real Property Units. Some barangays are not
also fully tax mapped and constituents in the boundary dispute area evade
paying taxes by telling that they have already paid in the other LGU claimant.
Other tax declarants also do not pay taxes alleging that their property is untitled.
If these circumstances prevail, there will always be insufficiency of funds since
the limited income cannot augment the expenses of the LGU.
18. The Local Treasury Office is understaffed with technical personnel
TABLE 28: BREAKDOWN OF MUNICIPAL TREASURY OFFICE PERSONNEL
SECOND LEVEL 1
FIRST LEVEL 7
Source: HRMO
The Treasury Office is currently short with technically knowledgeable personnel.

Some reasons that could be observed for this is the fact that the staffing pattern
and organizational structure does not conform with the needs of the LGU and
that there is limited funds and the PS Expenses is already beyond the PS Cap
limitation. The consequence of this issue is poor performance in the delivery of
services due to the multi-tasking of personnel.
19. Poor integration of plans with the budget
Some proponents submit PPAs for funding that are not in the investment plans.
During the budget process, the projects that are included for funding are
sometimes not integrated in Annual Investment Plan, LDIP, ELA and other
related plans. This will result to numerous budget review actions and
supplemental AIPs. This will also delay the approval of the budget and more
importantly this will cause failure in the Public Financial Management
Improvement Plan which is assessed during FDP Evaluation.
20. Poor internet connection
The current quality of internet service signal if low due to insufficient gigabytes
share by the different offices. This will result to poor quality of internet signal and
thus cause delay in processing transactions.
21. Limited office space
The current office building used by the different offices cannot already
accommodate the growing needs of the LGU. The current space is too narrow for
a better filing system and a favorable working environment. Moreover, during
peak days, the space allotted for clients is not sufficient to accommodate them. If
72
this continues, the filing system of the offices will not improve as well as
employees will not be more productive causing delay in the delivery of service as
well as the best kind of service due to clients will not be realized.
22. Municipal Budget Office is understaffed
TABLE 29: BREAKDOWN OF MUNICIPAL BUDGET OFFICE PERSONNEL

Second Level 2
First Level 1
The Municipal Budget Office, currently, has three permanent personnel including
the Municipal Budget Officer and one is designated as a Supply Officer. This
situation is an additional upshot of the current staffing pattern and organizational
structure of the LGU that does not conform to its needs as well as the
insufficiency of funds to alleviate the already over PS Cap limit spending.
However, if this is not addressed, there will be poor quality of service as well as
delayed delivery due to the multi-tasking of staff.
5.5. ORGANIZATIONAL RESILIENCY
1. Not Fully functional and responsive MDRRMO/OPCEN
There is insufficient manpower in the LDRRM Office of LGU. Currently, 2 permanent
employees is hired in the LDRRM office, the Local Disaster Risk Reduction Officer I
and Radio operator. According to RA 10121 sec. 12 the LDRRM Officer shall be
assisted by three (3) functional staff that will handle 1) administrative and
training,2)research and planning,3) Operation and warnings. The salary grade
standard for the LDRRM officer do not conformed with the standard set in the Joint
Memorandum Circular no.14.Furthermore, there is no standard building for the office
and no permanent Disaster Operation center to be used by the in times of
calamities.
Lack of personnel in the MDRRMO/OPCEN will lead to unresponsive office in times
of emergency situation. This will lead to ineffective DRRM services, potential death,
injuries and damage to properties.
2. Inadequate Rescue Apparatus, Equipment and Gadgets

Since the creation of Local Disaster Risk Reduction and Management Office,
appropriation for rescue gadgets and equipment has been considered. The LGU
continuously allot appropriation from the 5% LDRRMF to have the basic equipment
for rescue. However, there is still limited equipment in the Office.
73
If this problem is not addressed, rescuers will not be able to carry out their duties
and functions in saving lives and properties. Seemingly, another high safety risk on
the part of the rescuers will also be at stake during disaster operations.
3. Inadequate Trainings for Response Operations

The organized Rescue Volunteer or the Rescue 618 is not responsive in times of
emergency. Effort has been made by the LDRRM office to conduct training for the
team; however, no advanced course of training has been conducted. As for the
LDRRMO staff and Council members, there is no trained personnel in Incident
Command system (ICS) and Rapid Damage Assessment and Needs Analysis
(RDANA).These trainings are requirement to have an effective Incident management
team.(IMT) Aside from lack of training, the team is not fully equipped with rescue
equipment and gadgets.
No training in ICS, IMT and RDANA of the LDRRMO staff and Council member
results into poor management. Inefficient Search and rescue group will lead to
delayed rescue operation in times of disaster. Therefore, capacity building is needed
to have responsive rescue team to prevent loss of lives and damage to properties
4. Absence of support mechanism for the existing emergency

Memorandum of Agreement and Memorandum of Understanding has been
established from the other agency to support in times of disaster. However, the LGU
perceives the needs to have linkages with more agencies such as Funeral homes
and Grocery stores. Weak linkages to other agency leads to weak support from
other agencies.
5. Absence of stock room for Stockpiles

The food and non-food stocks are stored in the MDRRM Office together with the
Search and rescue materials. This set-up is not suitable for the storage of food stock
piles .To protect the food stocks from damage it must have a good room
temperature not exceeding to 30oC,must have quality packaging and no presence of
insects and rodents. These three qualities is not possessed by the temporary stock
pile. Damaged foods cannot be consumed as it may lead to poisoning. Presence of
standard stockroom maintains the longevity of stockpiles and prevents damage to
the goods.
6. Insufficient food and non-food stockpile in times of disaster
74
The LDRRM office maintain 100 pack of food stockpile, at the same time the
MSWDO continually ask for assistance in the DSWD Office for the supply of
stockpiles.However,non-food stock pile such clothings,blankets and other materials
for the evacuation center is not yet established. Fund allocation for the stockpile is
charged to the 5% LDRRM Fund to procure the foreseen needs nonetheless the
amount of fund is limited. In the situation that massive evacuation will occur, the food
and non-food stockpile will be insufficient.
CHAPTER IV. SECTORAL DEVELOPMENT PLAN

I. SOCIAL SECTOR
I.1. EDUCATION
There is a limited number of schools and majority of classes in elementary grades
in Ambaguio are combined otherwise called as multi-grade classes. These are
attributed to various reasons and conditions like, but not limited to, the following:
 Insufficiency of funds/fund allocations

 Inappropriateness of national standards
 Limited number of classrooms/buildings
 Inadequacy of grade levels/schools opened
75
 Shortage of the number of teachers deployed
Relatively, the general school performance of the different schools in the

municipality especially on curricular concerns is simply satisfactory. This is in
consideration of the national standards and the results of the various activities or
competitions conducted in the province/division level. This situation maybe a
directly or indirectly affected by several factors, namely:
 Adherence to national curricular standards

 Inconsistencies of logistics to learners’ needs
 Variations of school to higher level assessment tools
 Impractical preparations of teachers and school heads
 Inadequacy of localized and indigenized learning materials
 Absence of systems and modalities necessary for IP learners
 Lack of legislated statutessupporting diff’t. educational activities
With these situations, the Schools District of Ambaguio has collaboratively created
the 5-Point goals aimed to be achieved from CY 2018-2023. That is, through the
finely selected strategies and activities that would certainly and resolutely address
the gaps and issues on education hereunder stated. In which, also, every goal
identified has a success indicator that could serve as a means of verifying its
attainment.Hence, the following statements are presented accordingly with the
major final outputs of education, that is, on Access; on Retention; on Completion;
and on Achievement.
ON ACCESS OF EDUCATION
SUCCESS INDICATOR: ENOUGH NUMBER OF SCHOOLS AND CLASSES
Goal 1
 To provide accessible and sufficient number of learning avenues for all

types of learners in the municipality.
Strategy A
 Establishment of additional schools/classes in the strategic locations of

the locality.
Non-project/Services
76
 Locate the areas where additional schools/classes could be
established.
 Determine the sustainable number of learners to be catered/served.
 Identify possible lot donors where additional schools be established.
 Conduct series of consultative meetings in the identified locations.
 Prepare and submit needed documents for the opening of additional

schools/ classes.
Project
 Acquire school lot title and/or other pertinent proof of ownership.
Strategy B
 Construction of additional classrooms and other necessary school

buildings.
 Make needs analysis of classrooms/school building on factual data.
 Conduct site inspection and feasibility study for the construction of

buildings.
 Prepare and submit request or proposal or resolution for the

construction of additional classrooms/buildings in the target school
beneficiary.
Project
 Construct standard classrooms/buildings for the school in-need.
Strategy C
 Deployment of complementary and appropriate number of teachers and

school heads.
 Prepare and submit teacher needs/school heads analysis.
 Request for deployment of additional teachers/school heads.
 Select the most qualified teacher-applicant/school head-aspirant.
Project
77
 Hire/designate the selected applicant or aspirant to the school in-
need.
ON RETENTION OF LEARNERS
SUCCESS INDICATOR: ZERO DROP OUT AND SCHOOL LEAVER
Goal 2.
 To alleviate number of drop outs and school leavers in all elementary and
secondary schools.
Strategy
 Institutionalization of varied alternative delivery modes/instruction-learning

interventions.
 Maintain a databank of PARDOs/SARDOs and probable school

leavers (PSLs) in all elementary and secondary schools, respectively.
 Conduct research on/create the appropriate alternative delivery

modes or interventions for the identified PARDOs/SARDOs and
PSLs.
 Implement and sustain the most suited alternative delivery modes of

instruction or intervention strategies for the identified
PARDOs/SARDOs and PSLs.
Projects
 Conduct of capability-building for teachers on strengthening their

holding power.
 Organize/operationalize a functional PRAISE (Program on

Recognition, Awards, and Incentives for Service Excellence)
Committee.
 Develop/produce contextualized learning modalities and learning

materials.
ON COMPLETION OF LEARNERS
SUCCESS INDICATOR: 100% GRADUATION RATE AND 85% COHORT

SURVIVAL RATE
Goal 3.
78
 To attain 100% graduation rate and 85% survival rate in all elementary and
secondary schools.
Strategy
 Create a child-friendly, culture-sensitive, and holistically-relevant learning

environment.
 Identify harmful, inappropriate, and irrelevant structures, equipment,

and materials in the schools.
 Integrate career guidance and counselling in all meetings involving

the stakeholders.
 Institutionalize performance coaching and values formation activities

for all learners
Projects
 Create and institutionalize a computer-aided tracking system of

learners while moving up or promoted to higher grades/levels.
 Acquire priority-need equipment, tools, and learning materials which

are quality-assured, sustainable, and appropriate to learners.
 Redesign all structures, facilities, and materials in line with the

requirement of safe, resilient, and child-friendly school system
ON ACHIEVEMENT OF LEARNERS (FORMAL EDUCATION)
SUCCESS INDICATOR: 75% AVERAGE MEAN PERCENTAGE SCORE IN

NATIONAL ACHIEVEMENT TESTS
Goal 4
 To ensure the increase of achievement rate by at least 2% in all elementary

and secondary schools.
Strategy A
 Increase achievement rate in the National Achievement Tests.
79
 Develop standardized tests whether formative, summative or

diagnostic using the principles of higher-ordered thinking skills and
content-based instruction.
 Conduct and interpret tests analyses on the periodically-administered

examinations.
 Use interpreted data in the development of research or interventions

to be done.
Project
 Administer and analyze results of diagnostic tests in all learning

areas /grade levels.
 Craft/reproduce enough and relevant learning materials such as

books, periodicals, reading materials and the like.
Strategy B
 Enhance the academic performance of learners in all learning

areas year to year.
 Heighten the teaching-learning activities with the use technological,

industrial, agricultural, and entrepreneurial and science
equipment/tools.
 Institutionalize regularly various job-embedded learning activities.
 Analyze the results of the nutritional status survey baseline and

endline.
 Implement a rigid and clinical observation of classes and evaluation

of activities.
Projects
 Institutionalize the timely conduct of school-based feeding program

and health monitoring/check-ups.
 Train or properly capacitate teachers including school heads on

instructional and curricular competence.
 Acquire/Purchase complementary technological, industrial,

agricultural, entrepreneurial and science equipment/tools.
80
Strategy C
 Upgrade the accomplishments in the co-curricular activities like

sports, scouting, and talent festival.
 Select participants according to skill, capability, and interest to the

activity.
 Employ technical and strategic preparation lessons on sports,

scouting, and talents.
 Train the selected participants simultaneously with values/behavioral

conditioning.
Project
 Institutionalize skills development program with awards and

incentives system.
ON ACHIEVEMENT OF LEARNERS (ALTERNATIVE EDUCATION)
SUCCESS INDICATOR: 100% LITERACY RATE IN THE MUNICIPALITY
Goal 5
 To achieve 100% literacy rate among the citizenry of the municipality.
Strategy
 Institutionalization of adult education program.
 Adopt/develop effective basic literacy learning activities for

functionally illiterate individuals.
 Conduct of wide information and education campaign on the

importance of literacy.
 Maintain an updated family mapping inventory of all community
people
Project
 Hire additional literacy facilitator to handle/conduct learning sessions

on ALS
I.2. HEALTH AND NUTRITION
81
The Health sector Development Plan for 2018-2022 is focused on the issues &
concerns to be addressed to attain its vision: A Municipality with complete health
facilities, empowered & committed people co-existing in a clean and green
environment. This Mission is in lined with the LGU’s vision: Ambaguio as Agro-
Forest Haven of Region 02 inhabited by empowered Indigenous People living an
ecologically balanced community with accessible, sustainable and Competitive
economy with effective and efficient Local Governance.
SUCCESS INDICATOR: ZERO CHILD MALNUTRITION
Goal 1
 To decrease incidence of under-five malnutrition
Strategy A
 Formulation of Programs, projects, activities for nutrition
Non-project
 Formulation of Municipal Nutrition Action Plan (MNAP)
 Formulation of Barangay Nutrition Action Plan(BNAP)
Strategy B
 Mobilization of Local Nutrition Committee
Non-project
 Organization of Municipal & Barangay Nutrition Committee
Strategy C
 Conduct of Nutrition Assessment
Project
 Procurement of appropriate weighing scales
Non-project
 Conduct of Operation Timbang
Strategy D
 Home, school & community Food Production
Non-Projects
82
 Distribution of seeds/seedlings/cuttings
 Distribution of poultry livestock/fingerlings
 Establishment of fruit & vegetable gardens/nurseries
Projects
 Construction of small water impounding projects/shallow tube wells
 Establishment of fishponds/fish folks /fish processing center
Strategy E
 Micronutrient Supplementation
Non-projects
 Vitamin A supplementation
 Iron supplementation
 Iodine Supplementation
Strategy F
 Food Fortification
Non-Projects
 Salt testing
 Monitoring of retail outlets selling sangkappinoy seal products & other

fortified foods
-
 Advocacy on the utilization of fortified foods
Strategy G
 Food Assistance
Projects
 Conduct of supplementary Feeding
 Provision of weaning or complementary foods
 Conduct of Emergency feeding operations
83
 Provision of foods at lower subsidized price
Strategy H
 Health & Nutrition Education
Non-projects
 Conduct of Health & Nutrition Education
 Integration of Nutrition in School Curriculum
Project
 Development/reproduction & distribution of nutrition IEC materials
Strategy I
 Nutrition in essential Maternal & Child health Services
Non-projects
 Prenatal & postnatal care
 Immunization to pregnant & children
 Deworming
 Campaign on facility based deliveries
 Provision of dental care services

`
Project
 Construction of mother-baby friendly Municipal Hospital
Strategy J
 Livelihood Assistance
Projects
 Provision of financial assistance for livelihood & income generating

projects
 Provision of material support for livelihood & income generating

projects
 Conduct of livelihood skills training
84
Strategy K
 Human resource development
Non-Projects
 Attendance of program implementers to training
 Orientation or conduct of trainings
Strategy L
 Improvement of nutrition services
Non-projects
 Conduct of advocacy meetings
 Conduct of Nutrition Month Celebration
Project
 Construction of building for nutrition
Legislation
 Appointment of full time Municipal Nutrition Action Officer

Strategy M
 Overall Planning Coordination monitoring & Surveillance
Non-projects
 Integration of action plans to LDP
 Submission of PPAN quarterly accomplishment
 Conduct of monitoring visits
 Conduct of meetings
Project
 Conduct of Program Implementation review
SUCCESS INDICATOR: ZERO UNDER FIVE MORTALITY
Goal 2
 To decrease under five mortality rate
85
Strategy A
 Intensify information education campaign on health
Non-Project
 Conduct IEC on health
Strategy B
 Promote Phil health coverage
Non-Project
 Tracking of non-Phil health members and referral to MSDO for

enrolment
Strategy C
 Regulate/prohibit practice of untrained/non-accredited traditional

health Care providers and unlicensed medical practitioners
Legislation
 Formulation/creation or ordinance regulating/prohibiting practice of

untrained/non-accredited traditional & alternative health care
providers and unlicensed medical practitioners
Strategy D
 Improvement of road conditions and transport system
Projects
 Construction/concreting of roads
 Procurement of additional ambulance or patient transport vehicle and

monitoring vehicle(motorcycle)
Legislation
 Hiring of permanent ambulance driver
Strategy E
 Bring service closer to far flung areas
Non-Project
 Conduct home visitation
Projects
86
 Procurement of additional ambulance or patient transport vehicle and
monitoring vehicle (motorcycle)
 Recruitment & provision of honorarium of health volunteers
 Conduct Medical, Surgical & Dental mission
 Conduct of Blood Letting activities
Legislation
 Hiring of additional midwifes/nurses
Strategy F
 Intensify implementation of immunization program
Non-Projects
 Master listing of target groups
 Conduct catch-up immunization
 Conduct IECs
Project
 Procurement of vaccines
SUCCESS INDICATOR: ZERO MATERNAL DEATH

Goal 3
 To decrease maternal death rate until zero maternal mortality rate is attained
Strategy A
 Sustained health education
Non-Project
 Conduct of IECs
Strategy B
 Intensify maternal & childcare program
Non-Projects
87
 Conduct IEC on maternal care
 Strengthen pregnancy tracking
 Updating/posting of pregnancy watch board
 home visitation
Projects
 Conduct of Buntis Congress
 Procurement of vitamins and iron supplements for pregnant women
 Construction of BHS with Birthing Facilities

Strategy C
 Promote and encourage FBD
Strategy D
 Improvement of road condition and transport system
SUCCESS INDICATOR: LOW MORBIDITY

Goal 4
 To decrease morbidity rate to attain a low morbidity rate
Strategy A
 Intensify health education
Non-Project
 Conduct IECs on health
Strategy B
 Promote Phil health coverage
Non-Project
 Tracking & referral of non-Phil health to MSWDO for Philhealth

enrolment
Strategy C
 Intensify implementation of immunization, control of cardiovascular,

rabies, Tuberculosis & other health programs
Non-Projects
88
 Master listing of target groups
 Conduct catch-up immunization, TB sweeping & CVD risk screening

Strategy D
 Promote healthy lifestyle
Non-Projects
 Conduct of training for hataw leaders/ launching of hataw exercises

in the community
 Strict implementation of anti-smoking ordinance & continues

appropriation of funds
Strategy E
 Continuous/ sustained supplies of medicines/vaccines & ensure its

potency
Non-Project
 Timely/regular inventory of medicines, medical supplies & vaccines
Projects
 Procurement of sufficient medicines, medical supplies and vaccines
 Construction of building for medicine and other medical supplies.
Legislation
 Hire pharmacist or pharmacy aid or supply personnel
Strategy F
 Capacity building of health personnel and health volunteers

(BHW/BNS).
Non-Project: - attend trainings, meetings, orientations & seminars
Strategy G
 Improvement/ upgrading basic health services
Projects
 purchase/maintenance of Basic Medical equipment
 Renovation of RHU with pharmacy or medicines storage room,

records room and observation/treatment room
 Construction of laboratory building with basic laboratory equipment
89
Strategy H
 Improvement of road condition/ transport system
Projects
 Road construction/concreting
 Procurement of ambulance or patient transport vehicle
 Procurement of monitoring vehicle (motorcycle)

Legislation
 Hire permanent ambulance driver
SUCCESS INDICATOR: 100% FACILITY BASED DELIVERY

Goal 5
 To increase facility based delivery
Strategy A
 Increase awareness on the benefits of facility based delivery
Non-Project
 Conduct IECs on FBD
Legislation
 Formulation and enactment of Ordinance on facility based delivery
Strategy B
 Phil health accreditation of Birthing Clinic
Non-Project
 Application for the renewal of Phil health accreditation & License to

operate of the birthing clinic
Project
 Procurement of diesel for the generator in case of power interruption
 Maintenance of facilities and equipment

Strategy C
 Promotion of Phil health coverage
Non-Project
90
 Tracking & referral of Non-Philhealth pregnant women to MSWDO for
Philhealth enrolment
Strategy D
 Make the birthing clinic accessible during time of birth/ bring women
about to give birth closer to the birthing facility
Projects
 Construction of half-way home for pregnant women about to give

birth
 Construction of satellite BHSs/ birthing clinic in far flung areas

Legislation
 Hire midwife and nurse for the birthing clinic
Strategy E
 Implementation of ambulance use guidelines/ policies
Non-Projects
 Apply for licensing of ambulance
 Comply with licensing standards on physical set up of ambulance

vehicle
 Continues IEC on ambulance use policy/guidelines
Project
 Procurement of required equipment/supplies
SUCCESS INDICATOR: 100% DELIVERIES ATTENDED BY SKILLED BIRTH

ATTENDANTS
Goal 6
 To increase deliveries attended by skilled birth attendants
Strategy A
 Promote and encourage facility based delivery
Legislation
 Formulation and enactment of facility based delivery
Strategy B
 Capacity building of skilled and untrained birth attendants
91
Non-Project
 Training of untrained/ update training of trained personnel for Basic

Emergency Obstetric & Newborn Care (BEmONC) and other related
trainings
Strategy C
 Increase skilled birth attendants
Legislation
 Hire additional midwives/nurses
Strategy D
 Increase awareness
Non-Project
 Conduct IECs on importance of seeking help of SBA during delivery
Strategy E
 Linkage with traditional birth attendants
Non-Project
 Conduct orientation/dialogue traditional birth attendants
SUCCESS INDICATOR: ZERO UNMET NEEDS IS ATTAINED

Goal 7
 To decrease couples with unmet needs
Strategy A
 Intensify Family Planning Program
Non-Project/ Service
 Conduct information and education campaign thru USAPAN series,

counseling& household teaching classes
 Ride on with activities conducted by the other agencies like Family

Development Session & Pre marriage counseling.
 Monitoring of family planning current users & tracking of couples w/

unmet needs
Strategy B
 Ensure sufficiency/ availability of supplies for modern family planning

methods
92
Non-Project
 Target client listing (home visitation if needed)
Project
 Procurement of sufficient Family planning supplies
SUCCESS INDICATOR: ALL HOUSEHOLDS HAVE ACCESS TO SAFE POTABLE

WATER
Goal 8
 To increase households with access to safe potable water
StrategyA
 Make potable water system within reach for the 38 % HH without access
to potable water
Non-Projects
 Tracking of households without access to safe potable water
 Identification of water sources
 Microbiological and chemical testing of water source
 Disinfection/chlorination of water source
Project
 Construction of potable water system
SUCCESS INDICATOR: ALL HOUSEHOLDS WITH SANITARY TOILET FACILITIES
Goal 9
 To increase households with sanitary toilet up to 100%
Project
 Procurement and provision of free toilet bowls & cement for

indigent households
 Tracking of households without sanitary toilet
 Monitoring of the construction of sanitary toilet facility
I.3. SOCIAL WELFARE AND DEVELOPMENT
93
This sector of social services is generally concerned with the sectoral groups. It is
concerned with the welfare and development of children, youth, women, senior citizens,
persons with disabilities, family and community. With the increasing demand of societal
problems and to address other related concerns, the office as well is involved in the
implementation of mandates such as that on case management of special cases on
women abuse, children abuse and Children in Conflict with the Law; Day Care Services;
solo parent services, disaster risk reduction and management with its emergency
assistance, relief and rehabilitation, after care and follow-up services and the like. Self-
Employment Assistance and Sustainable Livelihood Projects and the PantawidPamilya
are also being implemented. To address the identified gaps based on current reality, the
following goals, strategies and interventions are enumerated which is geared toward the
attainment of the vision of the locality particularly on empowerment of the Indigenous
Peoples/ Community and for effective and efficient delivery of services.
SUCCESS INDICATOR: INCREASED ATTENDANCE IN DAY CARE SERVICE FROM

83.65% TO 100%
Goal 1
 To effectively implement Day Care Service in the barangays
Strategy A
 Intensify the implementation of Day Care Service to all the barangays
Non-Project/Services
 Massive orientation/IEC on the importance of attending Day Care

Services
 Conduct of Parent Effectiveness Service Seminar to all Day Care

parents
Project
● Allocation/ sourcing out of funds for the Construction, Repair and

Improvement of Child Development Centers and facilities
Legislation
 Lobby to the Sangguniang Bayan to craft ordinance requiring parents

of 3-4 children to send their children to Day Care and require the
Barangay Local Government Units to adopt such ordinance through
Resolution
Strategy B
 Upgrade skill and competencies of Child Development Workers (CDWs)
 Conduct of capability building such as seminars, trainings and

meetings with the CDWs
 Mentoring/coaching of CDWs
94
 Attendance to Educational Study Tour and benchmarking
 Conduct of center visit and supervision
SUCCESS INDICATOR: DECREASED NO. OF OUT OF SCHOOL YOUTH
Goal 2
 To decrease number of Out-of-School Youths and ensure their return to school
Strategy A
 Intensify campaign for the return of the OSYs into school and sustain
accessible education
Non-Project/ Services
 Continuous implementation of the Financial Assistance for Tertiary

Education (FATE) program of the Municipal LGU and extend coverage
to needy students-prospect
 Linkaging with other scholarship programs and educational assistance

from other agencies like PLGU, DSWD, CHED and other public and
private institutions
Legislation
 Strengthen the implementation of the FATE Ordinance and revisit the

IRR for the Return on Investment from FATE Scholar graduates
Strategy B
 Provide the OSYs with necessary skills and alternative modes of

education
 Strengthening of the ALS program and other alternative delivery mode of

education
 Provision of skills training thru lobbying with PLGU, TESDA, DTI, DOLE,
DSWD and other public and private institutions
Strategy C
 Increase OSYs community participation and engagement in healthy

activities
 Reorganization and strengthening of Pag-asa Youth Associations in

all the barangays
 Conduct of community based capability buildings for youth such as

Leadership Training or Summit, Sports fest
95
SUCCESS INDICATOR: 100% ACTIVE INVOLVEMENT OF WOMEN IN GENDER-
RELATED PROGRAMS
Goal 3
 To promote maximum and active involvement of women in gender-related

programs
Strategy A
 Intensify the Information Education Campaign on the Magna Carta of

Women & Rights of Women
 Conduct of Information Campaign in the barangays
 Conduct of Seminar on Women Laws
 Celebration of Annual Women's Month and Similar Events
 Printing, posting and distribution of IEC Materials
Strategy B
 Strengthen women's participation through provision of LGU’s support
 Provision of a regular Focal Person who shall assist the women

organizations with their activities
 Conduct of regular meeting with the accredited women organizations
 Provision of augmentation fund for the mobilization of these

organizations especially in attending meetings and capability buildings
Project
• Completion/ Establishment of the Livelihood Center for Women
SUCCESS INDICATOR: FULL IMPLEMENTATION OF MAGNA CARTA FOR

PERSONS W/ DISABILITIES
Goal 4
 To ensure full implementation of Magna Carta for Persons with Disability and the
Accessibility Law
Strategy A
 Strengthen the PWD Associations in the municipality
96
 Reorganization of PWD Associations
 Conduct of regular meeting with the Federation of PWD
 Establishment of data bank for PWD
 Designation of Focal Person for PWDs
 Appointment/ Designation of Persons with Disability Affairs Officer

(PDAO)
Strategy B
 Continuous IEC on the Magna Carta and Laws for PWDs
Non-project/ Services
 Inclusion in planning & budgeting
 Conduct orientation on Magna Carta for PWDs
Projects
 Establishment of PWD Access Lanes especially in the frontline offices
 Construction and establishment of ramps and handrails including PWD

signage in government buildings/facilities
 Construction/ establishment of PWD- friendly Comfort Rooms
 Establishment of Persons with Disability Affairs Office
Legislation
 Resolution/Appropriation Ordinance for the Establishment of PDAO
SUCCESS INDICATOR: 100% ACCESSIBILITY OF SOCIAL PENSIONERS TO THE

SOCIAL PENSION PAY-OUT
Goal 5
 To ensure full implementation of Republic Act 9994
Strategy
 Continuous Information Education Campaign on Republic Act 9994
 Inclusion during planning and budgeting
 Designation/ Appointment of Office for Senior Citizens Affairs

(OSCA) Head
 Close coordination w/ the Barangay Associations thru the OSCA
97
 Hiring of OSCA Aide/ Administrative Aide
Projects
 Establishment of databank for senior citizens
 Reaching Out of Selected Senior Citizens who can’t attend to pay-out

through Door-to-Door Delivery Scheme
SUCCESS INDICATOR: ALL CASES OF WOMEN IN ESPECIALLY DIFFICULT

CIRCUMSTANCES (WEDCS) AND CHILDREN IN NEED OF SPECIAL PROTECTION
(CNSP) PROPERLY MANAGED AND PROVIDED WITH PSYCHO-SOCIAL
INTERVENTIONS
Goal 6
 To ensure proper case management and provision of psycho-social support and

intervention for special cases
Strategy A
 Intensify IEC to communities on Special Laws
Non-Projects
 Conduct of lecture-orientation on Women and Children Laws to all

the barangays and during Women’s Month Celebration and Annual
Children’s Month
 Printing, posting and distribution of IEC materials
Strategy B
 Strengthen effective and functional coordination with partner agencies
Non-Projects
 Strict implementation of the VAWC Desk’ Establishment Ordinance

particularly the referral and reporting system
 Continuous close coordination with the Municipal Health Office and

Philippine National Police- Women and Children Protection Desk and
other partner agencies
Project
 Conduct of Seminar-Orientation and Forum with the Barangay

VAWC Desks Persons and Tribal Leaders on Women and Children
Laws and the Processes observed in Case Management of Special
Cases
Strategy C
 Update skills and competencies of Social Workers
Non-Project
98
 Attendance to trainings, seminars and technical updates relative to
case management
Strategy D
 Upgrade MSWDO organizational structure
Project
•Hiring of additional Registered Social Workers for Social Welfare

Officer Positions
SUCCESS INDICATOR: 100% INCREASED LEVEL OF WELL-BEING OF FAMILIES

FROM SURVIVAL TO SELF-SUFFICIENCY
Goal 7
 To attain 100% increase of level of well-being of families from survival to self-

sufficiency
Strategy A
 Create job opportunities and alternative sources of livelihood
Non-projects/Services
 Conduct of skills trainings
 Implementation of Cash for Work and Food for Work Projects as an

alternative food security during economic crisis
Projects
 Implementation of the Sustainable Livelihood Program

 Creation of job opportunities
 Provision of capital assistance for livelihood projects
 Provision of Scholarship grants to poor families
Legislation
• Creation of special committees on poverty alleviation
Strategy B
 Effectively implement the PantawidPamilya program, Sustainable

Livelihood Program and other pro-poor programs
• Conduct of Social Preparatory Trainings and Seminars
 Conduct of Family Development Session
Projects
99
 Introduction of new farming technologies to farmers
 Improvement of road networks to facilitate delivery of quality products
SUCCESS INDICATOR: 100% ACTIVE INVOLVEMENT/ PARTICIPATION OF CSOS

IN PLANNING, IMPLEMENTATION, MONITORING & EVALUATION OF
GOVERNMENT PROGRAMS & PROJECTS PARTICULARLY ON SOCIAL
WELFARE
Goal 8
 To attain 100% active involvement/ participation of CSOs in planning,

implementation, monitoring & evaluation of government programs & projects
Strategy A
 Strengthen collaboration and linkaging with the CSOs
 Provision of LGU support to strengthen partnership with the CSOs
 Conduct of meetings/orientations with the CSOs
 Provision of technical assistance for the continuous Accreditation of

CSOs by the DSWD and SB
 Provision of awards and incentives to active and performing CSOs
 Conduct of Values Enrichment Training to the CSOs
SUCCESS INDICATOR: FULLY FUNCTIONAL LOCAL SOCIAL WELFARE AND

DEV’T OFFICE
Goal 9
 To sustain the LSWDO Fully Functional Award
Strategy
 Meet the required indicators and innovate more for the sustenance of the
award
 Hiring of additional manpower with knowledge on Information

Technology
 Establishment of an updated and functional database
 Establishment of a Manual of Operation for Social Welfare
 Revisiting of the MSWDO Vision-Mission-Goals
 Upgrading of MSWDO Organizational Structure through

Establishment of Sections to look over the following Areas:
100
a.)Administrative Section
b.)Program Management: Family and Community Welfare
Program, Women Welfare Program, Children and Youth
Welfare Program, PWD Welfare Program, Senior Citizens
Welfare Program, ECCD and Day Care
c.) Financial and Material Resource Management
d.) Case Management
e.) Physical Structures and Safety
Legislation
• Adoption of the Social Vision-Mission-Goals through SB Resolution
1.4 . PUBLIC ORDER AND SAFETY
The peace and order situation in the municipality of Ambaguio is generally peaceful,
manageable and under control. The crimes transpired were given proper actions to
clear and solve the crime transpired. In fact, in the year 2017, the local police resolved
100% crime solution efficiency for all crime incidents recorded.
The favorable condition is brought by the peace-loving characteristics of the people and
the improved system of cooperation and coordination among local officials, law
enforcement agencies and the respect of customary laws as enshrined under the
Ancestral Domain Sustainable and Protection Plan (ADSPP) of the Kalanguya
community.
The Peace and Order and Public Safety Plan (201-2019) of the Municipality was
approved by the Municipal Peace and Order Council on February 15, 2017 and
subsequently adopted by the Sangguniang Bayan on February 27, 2019.
Pursuant to DILG MC No. 2016-24 dated October 24, 2016 and in line with the country’s
commitment to the Sustainable Development Goals (SDGs), the POPS Plan of
Ambaguio has integrated the National Security Policy in its formulation.
The Philippine National Police-Station of Ambaguio, Nueva Vizcaya is guided by PNP

P.A.T.R.O.L PLAN 2030 anchored on overarching objective which states that:
Community –a safer place to live, work and do business. It has twenty-five (25)
personnel serving the needs of the town's population of 13, 452 (NSO census 2016) or
with a police-population ratio of 1:492, which is almost near to the ideal ratio of 1:500
though it is still within the minimum standard of police-population ratio which is 1:1,000.
The team was headed by a Chief of Police with a rank of Police Senior Inspector who is
ably assisted by a Deputy Station Commander.
The presence of CAFGU CAA also has helped maintained the peace and order of the
municipality as they provided support security to threats manifested by disgruntled and
disoriented individuals from within and from outside the municipality. Their continued
presence is highly sought to ensure visibility and security support augmentation.
Since the implementation of Project Double Barrel, Ambaguio Police Station recorded
fifty (22) drug personalities who voluntarily surrender themselves and not to indulge to
any illegal drug activities through the massive campaign and strict implementation of
Project “TOKHANG”. Out of the fifty (22) drug surrenderers, some of them had already
undergone the drug assessment and none of them needs medical attention based on
the assessment result from the Treatment and Rehabilitation Center of DOH R02.
However, a Drug-Cleared Certifications were issued by Regional Oversight Committee
on Barangay Drug Clearing Operation under the Chairmanship of the Philippine Drug
101
Enforcement Agency (PDEA) to Barangays of Ammoweg and Salingsingan on February
15, 2018.
Since year 2014 to present, occurrence of rape incident is significantly increasing in

municipality of Ambaguio. Majority of the crimes transpired, victims and suspects were
closely related to each other. This is due to the fact that victims were being left alone in
their premises and suspects had an opportunity to execute their evil intentions. On the
other hand, victims were afraid to defend themselves from sexual harassment. Despite
of the programs and information disseminations on how to avoid being a victim of this
incident, crime of rape still shows a remarkable increase and it posed a great degree of
concerns among different sectors in the society.
Since 2014 to present, 13 incidents of Violation of RA 9262 (VAWC) were officially

recorded by the PNP Ambaguio. The incidents are usually committed at far flung
barangays and suspects are under the influence of liquor while arguing with their
partners leading to inflicting of injuries emanating from simple misunderstanding being a
husband and wife of partners.
Vehicular accidents are one also of the problems committed along the provincial road
and streets in Ambaguio. Our statistics shows that there were 16 accidents recorded.
This is contributed by the drivers who are still minors, reckless driving, under the
influence of intoxicating liquor and road condition. These incidents posed great degree
of concern among the other motorists and different sectors of the society, thus resulted
in the loss of lives, physical injuries and damage to properties. Despite strict
implementation and enforcement of traffic rules and regulations, vehicular incidents still
remain unabated. . However, statistics shows that for the year 2017 there is only one
vehicular incident in the municipality.
The municipality has only one Bureau of Fire Protection personnel as Fire Prevention
Officer but there is no established office at the moment.
Most of the fire incidents were caused by accidental due to recklessness and or
negligence due to lack of awareness/consciousness of other people on fire prevention
while other caused by people intentionally set on fire to cause damage to other or clean
their farm yards (Kaingin). Fire prevention program has been strengthened through the
intensified conduct of fire safety inspections on all buildings and establishments and the
continuous conduct of information, education campaign, lectures, drills, seminars and
trainings among the populace of this municipality to reduce the occurrence of fire and
prevent damage to properties and loss of lives among the people in Ambaguio.
SUCCESS INDICATOR: DRUG FREE MUNICIPALITY
Goal 1
 To strengthen PNP & Force Multipliers
Strategy
 Reactivation/reorganization of BPATS in every Barangay
 Conduct of seminars and training workshops to BPAT members
102
 Conduct of highly proficient trainings for Security Officers
Project
 Purchase equipment and uniform to be used by the BPATs (ex.

Cellular Phone)
Legislation
 Increase BLGUs Annual Budget allocation for Peace and Order
CREATE A PEACEFUL COMMUNITY BY REDUCING INDEX AND NON-INDEX

CRIME BY 95%(COMMUNITY- A SAFER PLACE TO LIVE, WORK AND DO
BUSINESS)
Goal 2
 To intensify Anti-Crime Measures
Strategy A
 Establishment of police outposts in selected areas
 Conduct of regular police patrol
 Police visibility
 Close coordination with force multipliers and the community
Strategy B
 Involve stakeholders in crime prevention and solution activities
Non-project/Service
 Barangay visitations
SUCCESS INDICATOR: 100% OF BARANGAYS CLEARED OF DRUGS
Goal 3
 To achieve 100% Drug-Cleared Barangay
Strategy A
 Identify drug pushers/ suppliers
 Conduct TOKHANG (house Visitation) to the watch listed for

possible Surrender
103
 Coordinate with MADAC, BADAC to give copy of their Drug Watch
list
Strategy A
 Reduce the supply of drugs & drug – dependents
 Conduct COPLAN (Case Operational Plan) for Possible HVT (High

Value Target) for their Arrest.
 Admin Searches and Regulatory Inspections
Strategy C
 Massive anti-drug education campaign
 Conduct of barangay/ school symposium on drugs
 Conduct sustained drug awareness activities
 Continuous participation of drug surrenderers to plans and

programs of the PNP
SUCCESS INDICATOR: ZERO FIRE INCIDENTS WITHIN THE AOR
Goal 5
 To intensify implementation of fire prevention activities
Strategy
 Fire prevention information and education campaign
Non-project/services
 Conduct of house-to-house information drive
 Lecture on fire safety in schools(BerongBumberosaPaaralan)
 Organization of Kiddie Junior Fire Marshal(KJFM)
 Implementation of Ugnayansa Barangay Activities such as the following,

to wit;
 Implementation of Ugnayansa Barangay Activities such as the following,

to wit;
104
-Safety awareness and basic fire response lecture
-Organization of Barangay fire brigade.
Project
 Construction of the typical Fire Station (2 nd phase of the construction is on

process
1.5. SOCIAL SECURITY AND SAFETY

The LDRRMO aims to deliver the services to protect the people, maintain safety
against the effect of hazards, natural and man-made. The general welfare of people
is the priority of the LDRRMO. As we maintain security and safety, we also solicit
support from the community to participate in DRRM programs and projects. Public
education, skills training to vulnerable sectors is the common activity that is being
undertaken. The Office ensures that each household must have at least one family
member trained or have knowledge on first aid, basic life support and rescue
considering our terrain and topographical location.
Furthermore, equipping our schools to become disaster-prepared is another

milestone to take by our LGU. Establishing School-Based DRRM in every school is
a promising program that is needs under the social sector. Institutionalizing the
DRRM in school will make every student, teachers and personnel be physically and
mentally prepared in crisis situation.
Under Health Sector, health facilities such as health station are all susceptible to
landslides. These Health Station is the only source of health services that can be
availed by the constituents. If these buildings are destroyed or damaged by hazards
there will be disruptions of health services. Therefore, we can anticipate increase in
morbidity and mortality cases. As we build safe health infrastructures, we also aim to
train the health care providers to respond in times of emergencies that may or may
not brought by hazards.
SUCCESS INDICATOR: DISASTER PREPARED AND RESILIENT COMMUNITY
Goal 1
 To increase public awareness on the presence of hazards in municipality
Strategy
 Capacity Building
105
Non-Projects
 intensified/vigorous IEC in every barangay
 conduct of community orientation

 conduct of drills quarterly to schools, public areas
 Provision of technical assistance to the BDRRMC
 Installation of hazard map in conspicuous area in every barangay
 Installation of warning signages in hazard prone areas translated in
local dialect
 .distribution of flyers translated into local dialect
Projects
 Skills training for the CSO volunteers and Vulnerable sector of the
community
 procurement and installation early warning devices to every barangay
Goal 2
 To increase awareness of the presence/location of evacuation centers
Strategy
 Capacitation and IEC
Non-Projects
 intensified IEC through community assemblies
 conduct of evacuation drills
Project
 Creation and installation of evacuation guide maps and posting to the
conspicuous places
Legislation
 Implementation of pre-emptive and force evacuation
SUCCESS INDICATOR: ZERO CASUALTY
Goal
106
 ToEstablishment of standard evacuation centers with complete basic facilities
Strategy A
 Rehabilitate families who are victims of possible victims of Calamities
Non-projects
 Conduct of Information education communication campaign(IEC)
 Establish early warning system
 Employ early warning operation to the community
Projects
 Construction of permanent evacuation centers(municipal and
barangay)
 Renovation of the temporary evacuation centers
 Upgrading of the identified evacuation centers
 Implementation of Core Shelter Projects
Legislation
 Enforcing the Force and preemptive evacuation
 Adopting the “Twinning system” of evacuation
SUCCESS INDICATOR: AVAILABILITY OF RELIEF GOODS AT ALL TIMES

Goal
 To provide sufficient relief goods
Strategy A
 Establishing linkages with local, national or international organization
Legislation
 MOA with sari-sari stores
 MOA with NFA
 MOA with Business establishments
 MOA with Humanitarian Institutions
Strategy B
 Identify vulnerable sectors
Non-Projects
107
 Establish Population database
 Masterlisting of vulnerable families,individuals
 Creation of updated of hazard Maps
 Updating the Community Disaster Risk assessment(CDRA)
Project
 Updating of Community Based monitoring system
Strategy C
 Provision of food assistance to the vulnerable sector
Non-projects
 allotting Fund for food security in 5 % LDRRM Fund

 mass feeding to the evacuees
 provision of micronutrient supply to children
Projects
 Inclusion of feeding center, breast feeding rooms, in every evacuation

center
 feeding operation to the Malnourished Children in schools/evacuation
centers in times of calamity
 food for work activity
SUCCESS INDICATOR: PRESENCE OF MEDICAL SERVICES IN TIMES OF

DISASTER/EMERGENCIES
Goal
 To attain fully responsive Rural Health Unit and Barangay Health Station in
times of disasters
Strategy A
 Upgrading of medical facilities
Projects
108
 expansion and concreting of standard RHU and BHS buildings
 procurement /acquisition of Additional ambulances
 Procurement of Laboratory equipment
Legislation
 maintain accreditation of RHU,BHS and Birthing facilities to
Philhealth,MCP,DOTS
 Resolution requesting fund allocation from Provincial/national agencies for the
upgrading of medical facilities
Strategy B
 Empowering and mobilizing health personnel
Non-Projects
 provision of continuous trainings for the personnel such as Basic life
support, medical emergencies, First aids, screening of certain disease
 Provision of training to advanced medical management to emergency
situations
 organizing Emergency Medical responder group
Project
 hiring of additional Human resource such as Nurses, Medical technologist,
sanitary inspector and midwives, driver
Legislation
 Executive order organizing Emergency Medical Responders
 Creation of ordinance for the different position for the Health staff
Strategy C
 Strengthening linkages and networking
Legislation
 MOA with higher Medical facilities(public and private) and other
agencies
Strategy D
 Ensure safe environment
Projects
 slope protection
 Riprapping of landslide prone area within RHU vicinity
 Tree and bamboo planting in the vicinity
 Installation of warning signages to the area
109
II. ECONOMIC DEVELOPMENT PLAN
2.2. AGRICULTURE
The Economic Sector is concerned of developing the sources of income in the
municipality such as agriculture, tourism, commerce and trade. This sector
wanted to address the issues and concerns in economic through the following
goals and strategies:
To increase the production and profitability of farmers through capability

enhancement and mobilization of Agricultural Extension Workers (AEWs) whose
task is to disseminate the updated improve packages of Technologies to
clienteles. Construction and maintenance of irrigation facilities to increase
production and area; provision of mechanized production facilities through
accredited farmers associations to boost crop production.Provision of subsidy to
indigent farmers to start profitable agricultural production. Conduct technology
demonstrations to showcase the location specific system of farming. Conduct
field days to present the traditional type of farming to that of the latest adaptable
technology.
Maintain the quality of agricultural products and minimal loss during and after
harvest by providing various post-harvest facilities needed, provision of value
adding machine to process the surplus agricultural products and to provide
additional source of livelihood. Conduct training on value adding or food
processing. Capacitate the farmers on proper sorting and packaging to achieve
the right market price.
Ensure 100% of farmers have easy access to market in order to minimize

transportation cost through the establishment of agricultural trading center in the
locality. Construction/improvement/maintenance of farm to market road (FMR)
networks will ease farmers in transporting their products to the market; it will also
encourage increase in production. Construction of agricultural tramlines instead
of road and bridge to very steep areas will help minimize damage to
environment. There is also a need to construct reinforced concrete bridge deck to
connect FMR due to presence of rivers and creeks. This could be done through
linkages to National Government Agencies (NGA) like Department of Agriculture
(DA), Department of Public Works and Highways (DPWH), Congressman,
Department of Interior and Local Government for appropriate funding.
Increase the organic products through strict implementation of R.A. 10068

(Organic Agriculture Act of 2010), promotion of organic farming, provision of
greenhouse facilities, promotion of composting, and establishment of market
linkages.
Increase the quality livestock and poultry production by providing trainings to the
farmers, conduct regular vaccination through MLGU Livestock Technologist and
upgrading of the stocks to ensure profit of the animal raisers.
Increase fish production and ensure productive use of communal bodies of water
to have not only additional source of income but nutrition of the residents.
Trainings on fish production need to be conducted, establish fish hatchery to
make fingerlings available and render technical assistance to fisher folks. Strictly
implement the environmental and fisheries laws by mobilizing the deputized fish
warden to restore and protect the communal bodies of water. Fish sanctuary is
needed in order to maintain the aquatic resources.
110
Ensure increased and sustained backyard production of nutritious crops per
household year-round through strict implementation of the Municipal Ordinance
on Backyard Gardening, provision of technical assistance and quality planting
materials to encourage every household establish backyard garden to make
nutritious food in the home.
Increased in agro-forest area and production can be achieved by implementing

forest laws, promotion of agroforestry through provision of trainings on integrated
farming and sloping agricultural land technology (SALT) and distribution of quality
planting materials.
SUCCESS INDICATOR: INCREASED IN PRODUCTION AND PROFITABILITY OF

FARMERS
Goal 1
 To increase the production and profitability of farmers
Strategy A
 Enhance the capabilities of farmers
Non-Projects/Services
 Conduct of trainings/seminars/techno-briefings on new farming

technologies to farmers.
 Render technical assistance to farmers on crop production.
 Conduct of techno-demo on rice production
 Preparation, reproduction and distribution of production guide on

different crops.
 Establishment of Farmers Information Technology Service (FITS)

Center
Strategy B
 Construct and maintain irrigation facilities
Project
 Construction/rehabilitation/expansion of various irrigation facilities to

different barangays.
Strategy C
 Provide mechanized production facilities to accredited farmers’

associations
111
 Procurement of hand tractors, rotavators, brush cutters, power
sprayers and planters and distribute to accredited farmers’
associations.
Strategy C
 Provide subsidy to indigent farmers
Non-project/Service
 Provision of subsidy to indigent farmers
Legislation
 Legislate ordinance institutionalizing subsidy to indigent farmers
Strategy D
 Provide technical assistance on crop production
 Enhance the capabilities of existing agricultural extension workers

(AEW)
 Hire additional competent AEW and deploy to different barangays
SUCCESS INDICATOR: MAINTAINED QUALITY OF AGRICULTURAL PRODUCTS

AND MINIMAL LOSS DURING AND AFTER HARVEST.
Goal 2
 To ensure quality agricultural products and minimal loss during and after harvest
Strategy A
 Capacitate the crops farmers
 Conduct trainings on proper sorting/packaging of agricultural

products and good agricultural practices (GAP) to crops farmers
 Conduct training on agricultural products value adding/food

processing
Strategy B
 Provide various post-harvest facilities
 Procurement of mechanical thresher
 Procurement of rice mills with stoner
 Procurement of tomato classifiers
112
 Procurement of refrigerated vans
 Procurement of value adding machines
Projects:
 Construction of packaging house to strategic areas
 Construction of palay sheds to rice producing barangays
 Construction of multi-purpose drying pavements (MPDP) to

strategic areas
 Construction of mechanical dryers
 Construction of cold storage facilities
SUCCESS INDICATOR: EASY ACCESS TO MARKET
Goal 3
 To ensure easy access to market
Strategy A
 Establish Agricultural Trading Center
Project
 Construction of Agricultural Trading Center
Strategy B
 Construct/improve access FMR networks
Project
 Construction/improvement of FMR networks to all barangays
Strategy C
 Construct agricultural tramlines
Project
 Construction of agricultural tramlines
Strategy D
 Construct reinforced concrete deck bridges
Project
 Construction of reinforced concrete deck girder bridges connecting

FMR
113
SUCCESS INDICATOR: INCREASED ORGANIC PRODUCTS
Goal 4
 To increase the organic products
Strategy A
 Implement the R.A. 10068 (Organic Agriculture Act of 2010)
Legislation
 Creation of Municipal Organic Agriculture Technical Committee
 Identify and delineate organic zone per barangay
 Legislation of ordinance on Organic Zone
Strategy B
 Promote organic farming
Project
 Construction of Municipal Organic Trading Center
 Establishment of techno-demo farm on organic farming
 Provision of subsidy to organic farmers
 Conduct trainings on organic agriculture and organic farming to

farmers per barangay
 Render technical assistance on organic farming to organic farmers
Strategy C
 Provide greenhouse facilities
Project
 Construction of greenhouse
Strategy D
 Promote composting
 Conduct training on composting
114
 Construction of composting facilities
 Provision of shredder
Strategy E
 Establish market linkages
Non-Project/Service
 Establishment of market linkages
SUCCESS INDICATOR: INCREASED LIVESTOCK AND POULTRY PRODUCTION
Goal 5
 To increase the livestock and poultry production
Strategy A
 Capacitate farmers on proper livestock and poultry raising
 Conduct training/seminar on animal health care and management

to livestock and poultry raisers
 Conduct training/seminar on feeds and feeding
Strategy B
 Provide veterinary supplies to indigent farmers
 Procurement of veterinary supplies (dewormer, vitamins, mange

mite treatment medicine, wound spray, vaccines and others)
 Distribution of needed veterinary supplies to indigent

poultry/livestock raisers
Strategy C
 Provide technical assistance on livestock and poultry production
Non-Project/Service
 Training/Hiring and deployment of competent livestock and

poultry technician to render technical assistance on livestock and
poultry production
Strategy D
 Conduct vaccination regularly
Non-Project/Service
115
 Conduct of vaccination regularly
Strategy D
 Upgrading of livestock
 Procurement of liquid nitrogen and AI equipment and supplies
 Requisition of frozen semen
 Conduct of artificial insemination (AI) to existing stocks
 Procurement and dispersal of upgraded livestock

(swine/goat/sheep/cattle/carabao) to qualified farmers
Strategy E
 Poultry dispersal
Non-Project/Service
 Procurement and distribution of upgraded poultry to families with

undernourished children and indigent farmers
Strategy 7
 Provision of incubator and brooder machine
Non-Project/Service
 Procurement of incubator and brooder machine
SUCCESS INDICATOR: INCREASED FISH PRODUCTION AND PRODUCTIVE USE

OF COMMUNAL BODIES OF WATER
Goal 6
 To increase fish production and ensure productive use of communal bodies of

water
Strategy A
 Conduct trainings on aquaculture
Non-Project/Service
 Conduct trainings on fishpond layout, design and management
Strategy B
 Produce/procure and disperse quality fingerlings/elvers to fishpond

operators and Communal Bodies of Water (CBW)
116
 Training of fishery technician on fish hatchery operation
 Production/procurement of fingerlings/elvers
 Dispersal of fingerlings/elvers to fishpond operators and CBW
Project
 Construction of fish hatchery
Strategy C
 Render technical assistance to fishpond operators
Non-Project/Service
 Render technical assistance to fishpond operators on fishpond layout

design and management
Strategy D
 Strictly implement environmental and fisheries laws
Non-Project/Service
 Activate and mobilize deputized fish warden and MENRO personnel
 Deputation of additional fish warden
 Monitoring of dumping of wastes to CBW and illegal fishing activities
 Massive information campaign and distribution of IEC materials on

environmental protection
Strategy E
 Establish fish sanctuary
Non-Project/Service
 Delineation of fish sanctuary
Legislation
 Legislate and implement ordinance on the establishment of fish

sanctuary
SUCCESS INDICATOR: INCREASED AND SUSTAINED BACKYARD

PRODUCTION OF NUTRITIOUS CROPS PER HOUSEHOLD YEAR-ROUND
117
Goal 7
 To ensure increased and sustained backyard production of nutritious crops per

household year-round
Strategy A
 Strictly implement Municipal Ordinance on Backyard Gardening
 Conduct regular monitoring of backyard garden
 Conduct search for best backyard garden
Strategy B
 Provide technical assistance on backyard gardening
Non-Project/Service
 Render technical assistance on backyard gardening, crop planning

and companion planting to household
Strategy C
 Promote integrated and intensive gardening to every household
 Procurement of high quality assorted vegetable seeds
 Distribution of assorted vegetable seeds to households
 Propagation of assorted vegetable seedlings under greenhouse

technology
 Distribution of vegetable seedlings
SUCCESS INDICATOR: INCREASED IN AGRO-FOREST AREA AND PRODUCTION
Goal 8
 To increase the agro-forest area and production
Strategy A
 Strictly implement forest laws
Legislation
 Adoption of national into local ordinances
118
 Regulate practice of kaingin system
Strategy B
 Promote agroforestry practices
Non-Project/Service
 Conduct techno-demo on sloping agricultural land technology

(SALT)
 Conduct training on integrated farming to farmers
Strategy C
 Produce high quality planting materials
 Improvement and maintenance of municipal plant nursery
 Establishment of plant nursery per barangay
 Propagation of high quality and resistant fruit bearing tree

seedlings
 Distribution of quality fruit bearing tree seedlings
2.3. COMMERCE AND TRADE

Commerce and Trade can be said that there is a small place of attention of the
constituents to its important role and benefits to individual or family and in economics.
With the intention to come up with a comprehensive plan, the Commerce and Trade
Team has thoroughly reviewed, assessed, and cautiously scrutinized the data gathered
to visualize the full picture of the present status of this LGU to formally treasure out the
goals and objectives to accommodate the lacking and direly needs of the LGU towards
its development. The team focusses on putting up an established structures and
knowledge to generate compliance to national, local and other similar issuances on
good practice of governance in terms of its implementation.
SUCCESS INDICATOR: INCREASED NUMBER OF BUSINESS INVESTORS
Goal 1
 To increase number of Investors
Strategy A
 Promotion of Zero crime rate
Non-project/Service
 Visibility of police personnel in different outpost
119
Project
 Construction of Police Outpost
Strategy B
 Minimal requirements in securing business permit to potential

investors
Legislation
 Resolution authorizing the LCE to enter into negotiation with

potential investors
Strategy C
 Minimal expenses in securing permit
Legislation
 Resolution providing discount in paying taxes, awarding certificates

and tokens.
Strategy D
 Promotion of scenic spot
 Inventory of potential scenic spot
 Maintenance of scenic spots
Projects
 Construction of Tourism Road
 Improvement of Municipal Roads
Legislation
 Presence of Tourism Code
SUCCESS INDICATOR: 100% OF BUSINESS ESTABLISHMENTS SECURED

BUSINESS PERMIT
Goal 2
 To make the 1% Business Establishment secure Business Permit
Strategy
 Visitation and lecture

120
 Information & Education campaign thru flyers, tarpaulin, mass

media or letters
 Conduct of business one stop shop to barangays
SUCCESS INDICATOR: ESTABLISHED PUBLIC MARKET
Goal 3
 To establish Public Market
Strategy
 Funding
Non-project/Service
 Locating the area to construct Public Market
Project
 Construction of public market
Legislation
 Source out funds for the construction thru resolution
SUCCESS INDICATOR: ESTABLISHED ONLINE BUSINESS REGISTRATION
Goal 4
 To establish online Business Registration
Strategy
 Funding
Project
 Establishment of Business Permit and Licensing Office (BPLO)
 Provision of online system for Bus. registration
Legislation
 Resolution requesting the Department of Information and

Communication Technology (DICT) for assistance
 Creation of Bus. Permit & Licensing Officer
121
 Creation of Local Investment economic & Promotion officer
SUCCESS INDICATOR: CAPABILITY BUILDING TO BUSINESS OWNERS
Goal 5
 To conduct seminars and trainings
Strategy
 Funding
Non-project/Service
 Conduct of quarterly seminars/trainings about food processing
Project
 Construction of processing center
Legislation
 Resolution requesting the Department of Trade and Industry (DTI),

Food & drugs administration and/or other related agency for
assistance
SUCCESS INDICATOR: ESTABLISHED SLAUGHTER HOUSE
Goal 6
 To establish slaughter house
Strategy
 Funding
Non-project/Service
 Conduct of monthly Inspection on sanitation
Project
 Construction of slaughter house
Legislation
 Resolution to Other Funding Agencies (OFA)
SUCCESS INDICATOR: ESTABLISHED TRADING POST
Goal 7
 Established Trading post
Strategy
122
 Request resolution for funding
Project
 Construction of trading post
Legislation
 Resolution to Other Funding Agencies (OFA)
 Resolution creating officer in charge of the trading post
SUCCESS INDICATOR: ESTABLISHED PASALUBONG CENTER
Goal 8
 Established PasalubongCenter
Strategy
 Request resolution for funding
Project
 Construction Pasalubong Center
Legislation
 Resolution creating Pasalubong center officer

 Request resolution for funding
2.4. TOURISM
Endowed with mountainous landscape and natural scenic views and landmarks,
Ambaguio offers endless adventures. Combined with its major industry which is
agriculture, the scenery makes a good fit for the municipality’s vision as “agro-forest”
haven. The economic prospects of eco-tourism will potentially help the municipality
boost its economy through the development of its eco-tourism sites like Mount Pullol,
the Matuno River and the trek to Mt. Pulag via Ambaguio trail, etc. Agri-tourism on the
other hand will likely succeed if pursued through the development of LGU owned farm
tourist destination and assisting investors/farmers to establish farm destinations.
Accessibility of the destinations and availability of facilities also needs to be addressed

as an important factor in increasing tourist arrivals, as well as to ensure tourist
satisfaction through the provision of quality services and accommodation.
As an indigenous community, culture and arts is a good addition to the attraction that
can be offered by showcasing and preserving the cultural heritage of the Kalanguyas
and Ayangans.
The success of tourism projects, programs and activities will be difficult to achieve in
the absence of a permanent tourism personnel and its support staff. There is also a
need to establish a physical tourism office which can serve as tourist assistance desk.
123
To provide direction for tourism interventions, a Municipal Tourism Development Plan
must be made available.
Issues and concerns under in tourism under the economic sector can be addressed
through the following goals and strategies:
SUCCESS INDICATOR: INCREASE IN LOCAL REVENUE FROM TOURISM

INDUSTRY AND AVAILABILITY OF ECONOMIC OPPORTUNITIES
Goal 1
 To increase income from tourist arrivals and create economic opportunities
Strategy
 Extensive promotion of the tourist attractions
Non-Projects
 Develop IEC Materials
 Promotion thru LGU Website and social media
 Partnership with travel/hike organizers
 Participation to climbers/tourist events
 Provide financial and technical assistance to local entrepreneurs in

the development of tourism related enterprises
 Identify suitable and feasible tourism related enterprises
 Capacitate local cottage industries
 Subsidy or loan to associations/individuals with feasible projects
SUCCESS INDICATOR: ATTRACTIVE AND SUSTAINABLE AGRO-FOREST

TOURISM SITES
Goal
 To develop eco-tourism and farm tourism attractions
Strategy
 Allocate budget for Tourism Development Plan
Projects
 Crafting of Municipal Tourism Plan
 Development of Eco-tourism sites
124
 Establishment of LGU farm tourism destinations
Legislation:
 Ordinance prescribing fees and policies on the use of tourism

attractions
SUCCESS INDICATOR: ACCESSIBILITY/CONNECTIVITY OF DESTINATIONS
Goal 3
 To concrete roads leading to tourist destinations and install facilities for tourists
Strategy
 Allocate Budget for tourism road construction and installation of

facilities
Non-Project
 Preparation of project proposals to funding agencies
Projects
 Concreting of Road leading to tourism sites
 Installation various facilities in tourist destinations
SUCCESS INDICATOR: ABILITY TO DELIVER QUALITY AND COMPETITIVE

TOURISM SERVICES
Goal 4
 To employ permanent tourism personnel and establish tourism office
Strategy
 Creation of Tourism Office
Non-Project
 Hiring of competent tourism office personnel
Project
 Construction of Tourism Office Building
Legislation
 Enactment of ordinance creating the Tourism Office
SUCCESS INDICATOR: FUNCTIONAL FACILITIES WITHIN TOURISM SITES
Goal 5
125
 To make available accommodation and other services for tourists
Strategy
 Capacitation of tourism services providers
Non-project
 Training for eco-guides, homestay operators, food and beverage

and other related service providers
SUCCESS INDICATOR: WELL ESTABLISHED CULTURAL IDENTITY &

CONSERVED CULTURAL HERITAGE
Goal 6
 To boost tourism through culture and arts as added part of tourism attraction
Strategy
 Conserve and showcase culture and arts
Non-projects
 Financial support to IP education
 Provide livelihood opportunities for ICCs
Projects
 Conduct of cultural mapping
 Construction of municipal museum
Legislation
 Declaration of sites, events, and things as cultural heritage
2.5 ECONOMIC SUSTAINABILITY
The impact of disaster to economy is tremendously significant. Damage crops cannot

be imported nor exported due to its lower quality. Farmer’s income is directly affected.
The value of crops in the market increases. This become burden to the vulnerable
sectors especially the marginalized sector.
To lessen the effect, the management of the land through agricultural technology such
as SALT is recommended to be adopted by our constituents. Another, the promotion of
a high value crops that are easily planted, grown and maintained. Furthermore, the use
126
of drought-resistant crops is highly recommended by our agriculturist. However, the
implementation of this program are yet realized.
SUCCESS INDICATOR: SUSTAINABLE FARMING
Goal
 To adopt of proper agricultural methods
Strategies A
 Promote agricultural technologies
Projects:
 adopt Slope agricultural Land Technology (SALT)
 Promote Drought resistant crops
 Adopt the production of high value crops
Strategy B
 To provide Livelihood programs
Projects
 Mushroom production
 Seedling preservation
SUCCESS INDICATOR: SKILLED FRONTLINE SERVICE PROVIDERS

Goal
 To Capacitate Frontline Service Providers
Strategy
 Capability building
Non-projects
 conduct regular tour guide trainings in first aid and serach and rescue
 establish safe tourism structure
 organize tour guide Emergency Team
 provide Tourism emergency hotline
 conduct forum to the tour guides
 conduct preorientation to the tourist
 conduct hazard survey to every tourism spot
 provide safety manual
III. INFRASTRUCTURE AND LAND USE DEVELOPMENT PLAN
This sector focuses on the development of Municipality road network to spur

Economic development on the agricultural and tourism sector.
This also aims to increase the revenue by topping and harnessing the rich
water resources through the structures of Mini-hydro power plant projects.
127
Likewise considered are the Construction, Rehabilitation and Improvement of
the existing water systems to suffice the need for the potable drinking water to
prevent water borne diseases and improve the health condition of the
populace.
III.1. SUPPORT TO SOCIAL SERVICES
SUCCESS INDICATOR: 100% HOUSEHOLD HAVE ACCESS TO SAFE

WATER
Goal 1
 To make every households have access to safe water
Strategy A
 Explore additional source of potable water
Non-project/Service
 Identification of water source and conduct water sufficiency and

quality testing
Project
 Construction/installation of Level 2 /Level 3 water system
 Distribution of potable water facilities to identified HHs
Strategy B
 Expand coverage of the existing water system
Legislation/LegislativeMeasure
 Enactment of water ordinance
 Provision of subsidy to indigent HHs for water bills
Project
 Conduct of feasibility study for expansion purpose
 Water service expansion
III.2. SUPPORT TO ECONOMICS
SUCCESS INDICATOR:PRESENCE OF SAFE ACCESS ROAD TO ALL

BARANGAYS WITH ANCILLARY ROAD FACILITIES
Goal 1
128
 To Construct/Improve/Rehabilitate of Core Local Roads and bridges with
ancillary road facilities
Strategy A
 Construct roads and bridges within the barangays
Projects
 Construction/improvement of roads and bridges.
 Construction of ancillary road facilities
 Acquisition of Road Right of Way (RROW) through donation.
 Preparation of detailed engineering design and program of work.

Strategy B
 Craft ordinance for the appropriation of fund for the maintenance and
sustainability of the completed projects.
Legislation
 Drafting of ordinance
 Appropriation of fund for annual maintenance
Strategy C
 Prepare project proposal to be submitted to the national agencies to

appropriate fund for the construction of local roads and bridges (Linkaging
and Networking)
Project
 Preparation of feasibility study
Legislation
 Preparation of resolutions
III.3. SUPPORT TO ADMINISTRATIVE SERVICES
SUCCESS INDICATOR: PRESENCE OF SUPPORT FACILITIES
Goal 1
129
 To establish Public Buildings and support facilities
Strategy A
 Acquire lot
 Identification of potential/strategic location
 Transferring of ownership from private to government
Legislation
 Allocation of fund for acquisition of lot
Strategy B
 Networking and Linkaging
Project
Legislation
Strategy C
 Construct public buildings and support facilities
Non-project/service
 Preparation of detailed engineering design and program of work.
Project
 Construction of buildings and facilities
Strategy D
Legislation
 Drafting of Ordinance
SUCCESS INDICATOR: PRESENCE OF DRAINAGE SYSTEM
Goal 2
130
 To construct/Improve/Rehabilitate drainage facilities.
Strategy A
Project
Legislation
Strategy B
 Construct drainage system/flood control
 Identification of possible location and acquisition of legal

requirement
 Preparation of detailed engineering design and program of work
Project
 Construction of drainage/flood control
Strategy C
Legislation
 Preparation of draft ordinance
SUCCESS INDICATOR: AVAILABILITY OF ELECTRICITY IN ALL SITIOS
Goal 2
 To make electrification to all sitios.
Strategy A
131
 Craft resolution to be submitted to the national agencies to appropriate
fund for the expansion of electrification.
Non-project/service
 Identification of possible household HH in the sitios to be connected

with electrification.
Legislation
Strategy B
 Expand coverage of the existing electricity
Project
 Conduct of feasibility study for expansion purpose
 Expansion of electrification to all sitios.
Legislation
 Provision of subsidy to indigent households HHs for electrical bills.
SUCCESS INDICATOR:PRESENCE OF POWER GENERATING FACILITIES
Goal 3
 To facilitate the increase of power generation
Strategy A
Project
Legislation
 Preparation of resolution
Strategy B
 Craft resolution to be submitted to the private companies to conduct

studies of the potential sources.
Legislation
132
 Preparation of resolution
Strategy C
 Additional power generation from renewable energy source.
Non-project/service
 Identification of possible sources
ProjectS
 Construction of Mini-hydro power plant
 Construction of Solar power plant
Legislation
 Provision of incentives to the renewable energy investors
SUCCESS INDICATOR:PRESENCE OF CELL SITES AND INTERNET PROVIDER
Goal 4
 To make communication facilities is in place
Strategy A
 Craft resolution to be submitted to the private companies to conduct

studies of the potential strategic sites
Legislation
Strategy B
 Expansion of tele-communications network coverage
Projects
 Construction of satellite networks
 Installation of free internet service by the Department of Information

and Communication Technology (DICT)
Legislation
133
 MOA with NTC, cable network and other entities
SUCCESS INDICATOR:PRESENCE OF OTHER MEANS OF MODERN

TRANSPORTATION
Goal 5
 To make transportation system available
Strategy A
 Craft resolution to be submitted to the national government and private

company to conduct studies of the potential strategic sites
Legislation
Strategy B
 Provide modern transportation systems through networking and linkaging.
Projects
 Construction of railways, airports, helipads and cable cars.
 Construction of terminals
SUCCESS INDICATOR:PRESENCE OF MOTORPOOL AND TECHNICALLY

SKILLED PERSONNEL
Goal 6
 To ensure proper maintenance of heavy equipment and service vehicles of the

LGU
Strategy
 Provision of facility to ensure safety and proper maintenance of heavy

equipment and service vehicles
Projects
 Construction of motor pool

 Acquisition of motorpool equipment
Legislation
 Ordinance on appropriation of fund for acquisition and annual

maintenance of equipment
134
3.4. RESILIENT INFRASTRUCTURE
Roads, bridges, schools, churches and other buildings that are situated in
the municipality are all susceptible to landslide. While we can’t prevent the
occurrence of landslide this LGU are on its way of mitigating the effects of
landslide. Through the help of the LDRRM Council, Sangguniang Bayan
and NGO there is continuous implementation of projects and programs
using the 5% LDRRM Fund and other funds to maintain roads and
bridges, to rehabilitate infrastructures. As a result of consensus decision
making, policies ad project are made. Furthermore, building all weather
roads, slope protection in landslide-prone areas, flood-control projects is
longed this LGU.
SUCCESS INDICATOR: 47 KMS OF MUNICIPAL/ BARANGAY ROADS HIGH

RISK TO LANDSLIDE AND 9 KMS. OF PROVINCIAL ROAD HIGH RISK TO
LANDSLIDE IN AMBAGUIO-ACCIDENT PRONE
Goal
 To implement engineering intervention on landslide protection works to Roads
Strategy
 Provision of infrastructure support
Non-Project
 Installation of warning signages
Projects
 Benching, installation of coconut slope protection with sodding of

vetiber
 implementation of infrastructure support project such as Scraping-
clearing of slides/repair of damaged roads and bridges/cutting of
unstable soil,rockmass and drainage excavation
 construction/installation of barricade
 slope protection project implementation in schools
 FTMR concreted and rehabilitated
135
 concreting of provincial, municipal and barangay roads highly
vulnerable to landslide
 riprapping of the landslide prone areas
 Conduct of infrastructure audit in all barangay
 Retrofitting of existing structures
Legislation
 Enactment of ordinance regulating the road right of ways and
imposition of mandatory provision of safety facilities.
SUCCESS INDICATOR: REDUCE VEHICULAR ACCIDENTS

Goal
 To reduce vehicular accidents and damage to property.
Strategy
 Ensure public safety and road safety at all times.
Non-Project
 Inventory of needed safety/warning devices.
 Installation of road safety devices.
 Rehabilitation of damage public structure.
 On-call Emergency response.
Legislation
 Implementation of the road right of ways ordinance
SUCCESS INDICATOR: 100% SCHOOLS ARE SUSCEPTIBLE TO RAIN-INDUCE

LANDSLIDE, TYPHOON AND EARTHQUAKE
Goal
 To ensure safety of pupils,students and school personnel
Strategy
 Capacity building
Projects
 Conduct of school based training for Basic Life support and first aide
 Creation of evacuation maps in every schools
136
Non-Projects
 Provision of technical support to School’s Disaster Risk reduction
Council
 regular conduct of drills
 Intensified Information Education campaign through symposium
including Parent Teachers Association(PTA)
Legislation:
 organization of School
 strengthen School based DRRM council
SUCCESS INDICATOR: RESILIENT BRIDGES

Goal
 To construct resilient Bridges
Strategy
 Ensure upgrading of dilapidated bridges
Projects
 construction of the Reinforced concrete bridges
 Hiring of consulting services
Non-Projects
 lobby for fund allocation/ sourcing out of funds
Legislation
 Resolution requesting funding allocation from provincial, Regional

National Government
IV. ENVIRONMENTAL MANAGEMENT AND DEVELOPMENT SECTOR
This sector consolidates the environmental implications of all development programs

and projects within the Municipality and provides mitigating and preventive
measures for their anticipated impacts. It consists of Forest Ecosystem, Urban
Ecosystem, Fresh Water Ecosystem, Upland Agricultural Ecosystem and Climate
change mitigation that contribute to disaster Preparedness. It represent
resourcefulness for maintaining cleanliness of air, water, land resource, mitigating
137
measure to disasters and rehabilitating or preserving the quality of natural resources
to support the requirements of sustainable development.
The LGU-Ambaguio thru the Municipal Environment and Natural Resources Office
shall bring forth a preserved and safe environment that is beneficial to the people in
the nearest future. The MENRO shall transport into being fruitful, progressive, and
balanced ecosystem and shall maintain a strong holistic partnership with the society,
the stakeholders, and other agencies.
IV.1. Forest Ecosystem
The declining forest cover force the LGU to establish land use zones wherein
specific area is designated and delineated for each use, develop and manage each
zone consistent with watershed and biodiversity conservation. This involves the
strengthening partnership with the DENR, BLGU and NGOs. Policy or ordinance
formulations harmonize to national laws, Environmental Code and ADSDPP that
could regulate the utilization of forest products and stop destructive activities of
community to existing, residual/ regenerating and forest plantations.
SUCCESS INDICATOR: UPDATED AND INSTITUTIONALIZED IMPLEMENTATION

OF ENVIRONMENTAL CODE FROM MUNICIPAL TO BARANGAY LEVEL
ANCHORED OR HARMONIZED FROM NATIONAL LAWS TO LOCAL ORDINANCES
MAINSTREAMED TO CDP, FLUP, ADSDPP AND TO BARANGAY PLAN.
Goal 1:
 To update and institutionalize implementation of Municipal Environment Code
Strategy
 Updating of Municipal Environment Code
Non-project/Service
 Updating of Municipal Environmental Code
SUCCESS INDICATOR: RESPONSIVE MUNICIPAL ENVIRONMENT AND NATURAL

RESOURCES OFFICE WITH FULL PLEDGE MENRO AND COMPLETE
PERSONNEL TO MAN THE DIFFERENT PROGRAMS TO ENSURE THE
IMPLEMENTATIONS OF ENVIRONMENTAL PLANS OR SERVICES TO ATTAIN
SUSTAINABLE NATURAL RESOURCES AND SAFE ENVIRONMENT.
Goal 2
 To hire eligible talented full pledge MENRO head and personnel
Strategy
 Prioritize provision of funds for hiring permanent eligible talented full

pledge MENRO head and personnel
Non-project/Service
138
 Allocation of funds for full pledge MENRO head position and
personnel
SUCCESS INDICATOR:SUSTAINABLE PRODUCTION OF AGROFORESTRY

PRODUCTS TO 8 BARANGAYS OF THE MUNICIPALITY IN PARTNERSHIP WITH
THE FMP AGROFORESTRY PROJECT.
Goal 3
 To enhance indigenous agroforestry practices
Strategy A
 Provide technical assistance to on-going agroforestry component of

forestland management project of DENR in coordination to field
implementing unit of the project
Non-project/Service
 Conduct IEC to the importance of FMP to site developments

proponents (Agroforestry and Reforestation)
Strategy B
 Provision of fund and provide financial assistance for the enhancement

of indigenous agroforestry farms
Non-project/Service
 Allocation of financial assistance for the enhancement of

indigenous agroforestry farms
SUCCESS INDICATOR:FLUP AND CLUP WELL IMPLEMENTED FROM

CORRESPONDING FUND OR ALTERNATIVE SOURCE.
Goal 4
 To fully implement environmental plans integrated to CDP, CLUP, FLUP.
Strategy A
 Regularly update environmental plans integrated to CDP, CUP and FLUP
Non-project/Service
 Conduct sectoral regular meeting for the update of PPAs

integrated to CDP, CLUP and FLUP
Strategy B
 Conduct search and rewards to best barangay implementer on forest

protection and management
Non-project/Service
139
 Allocation of funds for search and rewards to best brgy
implementers on forest protection and management
SUCCESS INDICATOR: PRESENCE OF BIODIVERSITY PROTECTION AND

MANAGEMENT PROJECTS, PROGRAMS AND ACTIVITIES
.
Goal 5
 To formulate/ adopt ordinance for biodiversity protection, management projects,

programs and activities
Strategy A
 Adopt policy, laws, ordinance to protect biodiversity
Non-project/Service
 Conduct public hearing with the assistance of concern agencies.
Legislation
 Issuance of executive order for the formulation of related biodiversity

protection ordinance
Strategy B
 coordination to DENR for assistance in the protection and management of

protected areas
Non-project/Service
 Coordinate to DENR for regular monitoring and evaluation of

protected areas
Strategy C
 Conduct trainings on alternative livelihood programs.
Non-project/Service
 Coordinate to any funding agency for the conduct of alternative

livelihood programs.
SUCCESS INDICATOR:FUNCTIONAL FOREST PROTECTION MULTI-SECTORAL

COMMITTEE
Goal 6
 To update and strictly enforce Forest Land Use Plan and integrate to
Comprehensive Land Use Plan
Strategy
 Provision of fund for the update of FLUP
140
 Issuance of executive order to committee members and TWG for the
update of FLUP
 Hiring of consulting services
 Adoption of FLUP
SUCCESS INDICATOR: WILDLIFE PROTECTED AREAS PRESERVED
Goal 7
 To protect and preserve sustainable wildlife areas (Flora and Fauna)
Strategy
 Establish and sustain parks, green belts and wildlife sanctuary
Non-project/Service
 Regular monitoring and enforcement of laws and ordinances
 Regular conduct of tree planting
Project
 Inventory of wildlife species/ biodiversity
 Establishment of municipal and Barangay nursery
Legislation
 Banning of Kaingin and implementing contour farming
 Regulate hunting in wildlife areas
SUCCESS INDICATOR:100% REHABILITATED COMMUNAL FOREST
Goal 8
 Make 100% rehabilitated communal forest and communal watershed
Strategy
 Provision of funds for communal forest and communal watershed

delineation survey, fencing and installations of concrete monuments.
 Conduct of IEC/training to barangay officials and communities to

their roles and responsibilities during assemblies
 Formulate policy/regulation for the maintenance of communal forest

and communal watershed for its sustainability.
141
 Purchase of nursery tools and equipment
 Raise endemic/suitable species for reforestation purposes
 Capacitation/ strengthening of barangay officials, communities to

Projects
 Establishments of subsidiary nurseries
 Productions of endemic/suitable species for reforestation purposes
 Conduct actual land delineation survey to identified communal

forest, communal watershed and fencing and installation of
concrete monuments
SUCCESS INDICATOR:SUSTAINABLE PRODUCTION FOREST
Goal 9
 Ensure Sustainable Production forest
Strategy
 Conduct IEC to brgy officials, communities to their roles and

responsibilities during assemblies
 Conduct of IEC/training to barangay officials and communities to their

roles and responsibilities during assemblies
 Formulate policy/regulation for the maintenance protection of production

forest for its sustainability.
 Provision of funds for construction of subsidiary nurseries

 raise endemic/suitable species for reforestation purposes
 Provision of funds for the identification, delineation survey, fencing and

installations of concrete monuments.
Projects
 Conduct actual land delineation survey to identified production forest,

fencing and installation of concrete monuments
SUCCESS INDICATOR:PRESENCE FAUNA SPECIES
142
Goal 10
 To maintain Presence fauna species
Strategy
 Regulate hunting and formulation of ordinance/ policy
 Conduct IEC to barangay officials, communities to their roles and

responsibilities during assemblies regarding wildlife act preservation
 Formulate policy/regulation for the maintenance/ protection of remaining

fauna species for its sustainability.
 Regular monitoring and evaluation of DENR and MENRO
SUCCESS INDICATOR:ZERO INCIDENCE OF FOREST/GRASS FIRE
Goal 11
 To ensure zero incidence of forest/grass fire
Strategy
 Activate BDRRMC and barangay environment committee member and

volunteers
Non-project/Service
 Conduct regular monitoring, evaluation and IEC of concern barangays

regarding forest/grass fire
Project
 Establish greenbelt to vulnerable areas to fires
SUCCESS INDICATOR:ELIMINATED TIMBER POACHING ACTIVITIES
Goal 12
 To eliminate timber poaching activities
Strategy
 Regular forest patrol
 Conduct regular monitoring, evaluation and IEC of concern agencies for

illegal activities.
 Fully implement forest protection laws.
143
 Technical assistance to the conduct of training on alternative livelihood to
LGU services to eliminate timber poaching
SUCCESS INDICATOR:ZERO (0) INCIDENCE OF KAINGIN AND ENCROACHMENT

TO PROTECTED AREAS
Goal 13
 Make zero(0) incidence of kaingin and encroachment to protected areas
Strategy
 Enhance holistic participation of community for the protection of forest.
 Conduct regular monitoring, evaluation and IEC of concern agencies for

illegal activities.
 Fully implement forest protection laws.
 Conduct training on alternative livelihood to eliminate timber poaching
 Regular forest patrol
Project
 Conduct reforestation programs
IV.2. URBAN ECOSYSTEM
The LGU shall institutionalized Solid Waste Management program and improve the
waste disposal system in the Municipality and implement RA 9003 particularly
cleanliness, orderliness, waste reduction and waste diversion at source. The LGU shall
prioritize the construction of multipurpose roads to every barangays without access for
waste, road going to proposed SLF, construction of SLF, purchase of waste
transportation equipment and waste diversion facilities that will make solid waste
management fully operationalize.
SUCCESS INDICATOR:PRESENCE OF SANITARY LANDFILL, MATERIAL

RECOVERY FACILITIES FOR SOLID WASTE DISPOSAL AND WASTE
PROCESSING FACILITIES
Goal 1
 Responsive community involvement in solid waste management
Strategy
 Make solid waste management system operational.
 Conduct of massive IEC
144
 Creation of cooperative engage in recycling and composting of
waste
 Diversion of at least 25% of waste generated through composting

and recycling at source during the ten year implementation
programs (2018-2027)
 Conduct of training on recycling and composting
 Provision of technical assistance to barangays thru

seminars/orientation
 Execution of policies and corresponding sanctions Updating of

ESWM plan (every 4 years)
 Sustain a monitoring and evaluation system and organize the

Barangay monitoring and evaluation team
 hiring of consulting services to Eco-park, SLF design,

Environmental Impact and management plan, Topographic map,
site development/vicinity map, Project/plant layout, schematic
diagram of waste water treatment facility and schematic diagram of
air pollution control facility
 Purchase of heavy equipment for SWM operations (Compactor

dump track, dump track, back hoe, Loader and 4x4 dump tracks)
 Purchase of waste diversion equipment/ facilities
 Purchase of ESWM heavy equipment
 Conduct of enforcers training
 Provision of SLF, MRF, Septic vaults and waste diversion facilities

and heavy equipment’s
 Deputized solid waste management enforcers to every brgys.
Projects
 Road improvements to proposed SLF site (road concreting,

establishments of box culvert, RCPC, slope protection/riprapping,
etc)
 Construction of sanitary landfill and septic vault
 Establishment of municipal MRF/windrows
 Establishment of schools MRF with simple composting facility
 Establishment of septic vault to Eco-park and every barangays
SUCCESS INDICATOR:WASTE MANAGEMENT IN PLACE
145
Goal 2
 To make waste management system in place
Strategy
 Regular update of 10 year SWMP for PPAs implementations
 Allocate funds for the formulation of Barangay 10 year SWMP
 Conduct massive IEC on solid waste management
 Deputize solid waste management enforcers
 Provision of fund for the conduct of search and of rewards to best

barangays implementers on solid waste management
 Provision of fund for the conduct of search and of rewards to best

schools implementers on solid waste management
 Enforce provisions of RA 9003 to obligate the participation of

communities and brgy. officials
 Activate barangay solid waste management committee
 Enhance the roles/participation of DepEd sectors on SWM
Legislation
 Adoption of formulated Barangay 10 year solid waste management

plan.
SUCCESS INDICATOR: PRESENCE OF PUBLIC CEMETERY
Goal 3
 To purchase lot for public cemetery
Strategy
 Provision of fund for the purchase of public cemetery
Non-project
 Identification of public cemetery
 Purchase of lot for cemetery
SUCCESS INDICATOR:SMOKE FREE MUNICIPALITY
Goal 4
 Make 100% smoke/pollution free municipality
146
Strategy
 Strict implementation of RA 9003 and Clean Air Act
 Strict implementation of adopted ordinance issued by the provincial

government on Smoke Free Vizcaya “as per RA 9211 ordinance No.
2010-049”
Non-project/Service
 Conduct of IEC to 8 barangays
Project
 Fabrication/printing and posting of signages in public places
Legislation/Legislative Measure
 Formulation of ordinance regulating backyard hog raising and

poultry
Strategy
 Strict implementation of adopted ordinance issued by the provincial

government on Smoke Free Vizcaya “as per RA 9211 ordinance No.
2010-049”
Non-project/Service
 Conduct of IEC to 8 barangays
Project
 Fabrication/printing and posting of signages in public places
IV.3. FRESH WATER ECOSYSTEM
Improve the condition of Rivers and other tributary creeks (Bukig, Camandag, &Matuno
River)
In collaboration to other agencies, the LGU shall improve the condition of Rivers and
other tributary creeks (Bukig, Camandag, &Matuno River) in partnership to DENR-FMP
especial projects. One major component of it and vital to the municipality being
mountainous area is the promotion of soil and water conservation farm practices to
sustain fresh water ecosystem. One example of this is the enhancement of indigenous
agroforestry to sustain forest cover at same time source of lumbers and other products
out of it that could supplement basic needs of the community.
SUCCESS INDICATOR:SAFE AND CLEAN BODIES OF WATER
Goal 1
 Ensure safe and clean bodies of water

147
Strategy
 Provision of funds for delineation survey, fencing and installations of

concrete monuments.
Non-projects
 Conduct of IEC/training to barangay officials and communities to their

roles and responsibilities during assemblies
 Regular monitoring and evaluation on SWM to communities adjacent

to sources/bodies of water
 Provision of funds for construction of subsidiary nurseries
 Raise endemic/suitable species for reforestation purposes
 Re-establish degraded river banks
 Conduct IEC to barangay officials, communities to their roles and

responsibilities during assemblies
Projects
 Conduct actual land delineation survey to identified communal

watersheds, fencing and installation of concrete monuments
Legislation
 Formulate policy/regulation for the maintenance protection of communal

watersheds for its sustainability.
SUCCESS INDICATOR:SUSTAINABLE SOURCE OF WATER
Goal 2
 To maintain sustainable fresh water ecosystem.
Strategy
 Protect and preserve fresh water ecosystem
 Conduct of IEC/training to barangay officials and communities to

 Re-establish degraded river banks
148
 Regular monitoring and evaluation on SWM to communities
adjacent to sources/bodies of water and fresh water ecosystem
 Regular planting of trees and bamboos at watershed areas
 Introduction SALT/ enhance indigenous agroforestry
Projects
 Conduct actual land delineation survey to identified fresh water

resources, fencing and installation of concrete monuments
 Provision of trainings and technical and financial assistance for

Coffee, Rattan and fruit tree farming
Legislation
 Formulate policy/regulation for the maintenance fresh water resources

for its sustainability. (Formulation and adoption of Municipal Water
Code)
SUCCESS INDICATOR:SUSTAINED AQUATIC RESOURCES
Goal 3
 To sustained aquatic resources
Strategy
 Regulate fishing and formulate ordinance/ policy
Non-project/Service
 Conduct IEC to brgy officials, communities to their roles and

responsibilities during assemblies regarding illegal fishing act.
Legislation
 Formulate policy/ordinance and regulation for the maintenance/

protection of remaining aquatic resources for its sustainability.
IV.4. UPLAND AGRICULTURAL ECOSYSTEM
In general, it is observed that anthropogenic activities led to decline of existing natural

forest that it should be address thru introduction or improvements of enhance
indigenous agroforestry to stop destructive kaingin system and attain soil and water
conservation measures. These practices will contribute to improvements or
149
rehabilitation of fresh water and forest ecosystem sub-sector and also to disaster
preparedness in addressing adverse effect of climate change. The main purpose of it is
to have balanced ecosystem, economic activities are not affected while environment is
maintained or not abused considering that the slope of the whole municipality is majority
50 % above.
SUCCESS INDICATOR:SUSTAINABLE LAND USE MANAGEMENT OR SOIL AND

WATER CONSERVATION FARM PRACTICES
Goal 1
 Promote sustainable Land use management or soil and water conservation farm
practices
Strategy
 Provision of funds to promote implementation of sustainable land use

farming
 Provide Technical assistance to agroforestry project of DENR-FMP
 Identify/purchase lot for demo farm on enhance indigenous

agroforestry and contour farming for actual bases of farmer
SUCCESS INDICATOR:EDUCATED IPS REGARDING SOIL AND WATER

CONSERVATION
Goal 2
 Make sustainable production of agroforestry products
Strategy
 Provision of funds for the production of agroforestry products
 Conduct training on alternative livelihood out of agroforestry products
 Purchase lot for demo farm on enhance indigenous agroforestry and

contour farming for actual bases of farmer.
Project
 Production of multiple-use species
SUCCESS INDICATOR:REDUCED OCCURRENCE OF LANDSLIDE, SOIL

EROSION/SURFACE RUN-OFF
Goal 3
 To reduce occurrence of landslide, soil erosion/surface run-off
150
Strategy
 Introduce proper land use and management practices
 Regulate rampant use of herbicides
 Conduct IEC/training on fire preventions
 Introduce SALT practices thru IEC
Project
 Conduct reforestation/ greenbelt programs
SUCCESS INDICATOR: DECREASED 5884 HECTARES AGRICULTURAL LANDS

AND 191.30 HECTARES OF CROPLANDS SUSCEPTIBLE TO LANDSLIDE:
Goal
 To decrease agricultural land and forest land susceptibility to landslides.
Strategy A
 Implement environmental/forest protection measures
Project:
 implementation of agroforestry
 sloping agricultural Land Technology
 community based reforestation /tree growing project to denuded forest

land and areas susceptible to soil erosion
 elicit advocate for environmental protection through seminars, symposia
Strategy B
 Strict implementation of environmental laws
Legislation
 Strict Implementation of Forest and environmental Management Laws

 Enforcement of Zoning and Building Code Ordinance
151
IV.5. CLIMATE CHANGE MITIGATION AND DRRM
The LGU shall ensure balanced environment to reduce risk from climate change thru
conduct IEC and establishment of mitigating projects/ programs. To build or construct
resilient infra projects, establishment of greenbelt and strategic growing tree to
vulnerable areas to avoid worst occurrence of landslide and soil erosion/ surface run-off
that damage properties and possible loss of lives.
SUCCESS INDICATOR:CLIMATE CHANGE ADAPTATION PLAN WELL

IMPLEMENTED
Goal 1
 To allocate fund and Implement Climate Change Adaptations Plan

program/projects
Strategy
 Conduct sectoral Vulnerability assessment and coordination to other

agencies (DSWD, DENR-FMP)
Projects
 Establish slope protection project

 Establish greenbelt project/ reforestation
 Seedling production/ Purchase seedlings
V. INSTITUTIONAL DEVELOPMENT PLAN
The success in the implementation of the various sectoral plans constituting the
Ambaguio Comprehensive Development Plan is dependent on an appropriate
formal organizational structure, a dynamic set of systems and procedures, and a
productive and relevant human resource base. In this advance information
technology era, the expectation to deliver is high and the adverse impact from
pitfalls is great.
While not perfect, the Local Government Code of 1991 unloaded greater
administrative powers to LGUs foremost of which is fiscal administration. After
almost two decades of implementation, clamors for more evidence from the
relevance of the Code still reverberate throughout the archipelago. In this
chapter, aspirations and strategies are laid down to serve as guide in ensuring
that this CDP will materialize. Whether, they will form part of the Executive-
Legislative Agenda is not only for the Municipal Government officials alone to
decide. This is the social responsibility of the constituencies whose involvement
in community-oriented activities is not only allowed, but encouraged in the Code.
Thus, a critical component of this section is an effective advocacy for people’s
participation in plan implementation.
V.1. ORGANIZATION AND MANAGEMENT
It is inherent and imperative for the management of an organization to

enhance its workforce in order to fully carry-out plans and targets towards
152
achieving its goals and objectives. After all, the most important asset of
any organization is its human resource.
The Local Government of Ambaguio is aware of the multitudes of

challenges it is currently faced with to ensure that strategic development
directions and programs are implemented in a manner that meets the
needs of constituents. Capable, well resourced and equipped personnel
and robust human resources systems are required to meet these tasks.
SUCCESS IDNICATOR: EFFICIENT AND EFFECTIVE DELIVERY OF

SERVICES
Goal:
 To deliver government services efficiently and effectively
Strategy a
 Formulate Human Resource Development Plan
Non-Projects/Services:
 Budget Allocation for HRD Formulation
 Creation of Technical Working Group for the HRD

Formulation
 Attendance/Conduct of Trainings/Seminars Workshop on

the Formulation of HRD
Legislation:
 Issuance of Executive Order for the creation of HRD-TWG
Strategy B
 Empower the Human Resource Management Office
 Creation of positions in the HRMO
 Hiring of Competent HR Practitioners
 Capacity Development Program for HR Practitioner
Strategy C
 Ensure proper placement of personnel in accordance with the

approved organizational structure and staffing pattern
 Review of the Organizational Structure of the LGU
153
 Adherence to policies and guidelines in hiring and placement
of personnel
 Updating Municipal Selection Plan (MSP) and System of

Ranking Positions
 Updating/implementation of localized Assessment Standard

for Hiring and Promotion of Municipal Employees (ASHPME)
 Capability Development of HR Practitioners on Manpower

Forecasting and HR Planning
Legislation:
 Approval/Adoption of HRDP, MSP-SRP and ASHPME
Strategy D
 Strengthen the Human Resource Merit, Promotion and

Selection Board (HRMPSB)
 Reconstitution of HRMPSB
 Attendance to Capacity Development Training for HRMPSB
 Conduct of regular meeting of HRMPSB
Legislation:
 Approval of the MSP and ASHPME
Strategy E
 Go for top quality aspirants to vacant positions
 Implementation of 2017 Omnibus Rules on Appointments

and other Human Resource Action (ORA-ORHA)
 Updating/Implementation of localized Assessment Standard

for Hiring and Promotion of Municipal Employees
 Extensive Talent Sourcing
Legislation:
 Approval/Adoption of localized Assessment Standard for

Hiring and Promotion of Municipal Employees
Strategy F
154
 Support Career Development Programs for LGU Officials and
Employees
 Post Graduate Scholarship Program for Employees
 Regular Attendance/Participation to Trainings/Seminars
Strategy G
 Strengthen Capacity Development Programs for Employees
 Conduct of Capability Building Programs for employees
 Attendance/Participation of Employees to Trainings and

Seminars
 Updating and implementaion of Capacity Development

Agenda for proper identification of Trainings/Seminars
needed by the employees
Strategy H
 Strictly enforce periodic performance evaluation
Non-Project/Service:
 Updating/Strict implementation of Strategic Performance

Management System (SPMS)
Legislation:
 Adoption of SPMS
Strategy I
 Strict implementation of RA 9485 (ARTA)
 Updating of LGU Citizen’s Charter (Tulaggan)
 Conduct Orientation on RA 9485
Legislation:
 Approval/Adoption of LGU Citizen’s Charter
Strategy J
155
 Ensure full compliance of officials and employees to the
provisions of RA 6713 and other CSC (Civil Service
Commission) rules and regulations
 Formulation and Distribution of Employees Handbook
 Conduct Seminar to municipal officials and employees re

CSC rules and regulations
 Conduct of On-boarding Program to new entrants to

government service
 Conduct Moral Recovery Seminar
 Implement Sanctions to erring employees
Strategy K
 Improve Client Handling
 Seminars/Trainings on Proper Client Handling especially for

Frontline Service Providers
 Strict observance of the Provision of Anti-Red Tape Act

(ARTA)
Strategy L
 Promptly deliver/submit and publicized reports and other

required documents
Non-projects/Services:
 Regular publication of a municipal magazine
 Hiring of IT experts to manage the LGU Website
 Tapping up of a radio station
 Installation of Strong Internet Connection
 Establishment of Centralized Information System
Strategy M
 Install system for the effective and efficient management of

records
Projects:
156
 Installation of Information System
 Attendance to Trainings on Proper Records Management
Strategy N
 Implement programs for the welfare and benefits of municipal

employees
 Implementation of Program on Awards and Incentives for

Service Excellence
Strategy O
 Improve working conditions of employees by constructing/upgrading

offices in accordance with existing laws or planning standards.
Project:
 Rehabilitation and Expansion of Municipal Town Hall
Strategy P
 Strengthen Grievance Machinery of the LGU
 Conduct of Re-orientation on Grievance Machinery
 Strengthen the Grievance Committee through attendance to

trainings
 Imposed Sanctions to erring employees
V.2. DEVELOPMENT PLANNING
Development Planning is a tool to solve problem. It’s a tool in mapping out the
future of the area not just physically by socially and economically. In LGU,
Planning function of the LGU is lodged in the Local Development Council as
provided in the Local Government Code of 1991. Numerous plans have to be
developed or crafted by the LGU other than the two major (2) plans stipulated in
LG Code-the Comprehensive Land Use Plan and Comprehensive Development
Plan. Hence, to ensure that development planning would be efficiently and
effectively performed or carried out by the LGU, the Body/Council/Team/Office
primarily engage in planning shall be capacitated and given priority. Presented
below are the necessary actions or interventions that the LGU has to undertake
on the area of development planning.
SUCCESS INDICATOR: EFFICIENT AND EFFECTIVE FORMULATION OF

PLANS
157
Goal:
 To ensure efficient and effective formulation of development plans
Strategy A
 Capacitate the Municipal Planning Team or TWG in charge for the

formulation of different plans and programs of the LGU
 Conduct/Participate to Trainings/ Seminars/ Workshop on

Planning and Technical Writing
 Hiring of Geographic Information System (GIS) Expert or

Sending Staffs to GIS Training
 Hiring of staffs with technical and engineering skills at the

Municipal Planning and Development Office
Strategy B
 Regularly Conduct Review and Update of Municipal Plans
 Conduct of Review and Workshop for the Updating of

Municipal Plans and its Budgetary Requirements
Strategy C
 Ensure Plan-Budget Linkaging
 Conduct/Attendance to Trainings/Seminars on Plan-

Budget Linkaging
Strategy D
 To strengthen the Municipal Development Council as well as other local

special bodies (LSB) as avenues of transparency, participation and
synergy
 Conduct orientation/briefing on the LSB duties and

functions
 Conduct Capability Building Seminars/Trainings
V.3. LOCAL LEGISLATION
Role of the local political leadership is significant in the introduction of

changes and reforms at the local level. The Sangguniang Bayan per se
158
given the legislative power plays a very big role in the development of a
certain LGU like Ambaguio. Having such crucial task needs intellectual
leadership and strong commitment to deliver and perform the mandated
duties and responsibilities. In Ambaguio, where development is an
obsession, various legislative measures shall be done to achieve the LGU
vision. Hence, necessary interventions for the efficient and effective
discharge of duties of the Sangguniang Bayan is presented as follows:
SUCCESS INDICATOR: QUALITY, EFFICIENT AND EFFECTIVE

LEGISLATIONS
Goal:
 to enact quality, efficient and effective legislations
Strategy A
 Identify necessary policy interventions on different aspects of

governance
 Conduct feasibility study
 Conduct Inventory of Codes/Ordinances
 Research ordinances applicable to the Municipality
 Conduct of consultation activities with the stakeholders
Strategy B
 Capacitate the legislative body on local legislation
 Attendance to Trainings/Seminars on Legislation and

Technical Writing
 Hiring of Technical Skilled People to assist the SB in the

performance of their duties
V.4. GOOD GOVERNANCE
Good governance is what makes up public institution effective and efficient in the
conduct of public affairs and management of public resources. Good governance
has many characteristics. Among of which is Transparency, where people should
be able to clearly see how and why decision was made and where and
government funds are being utilized. Accountability is also fundamental
requirement to good governance. Local government has an obligation to report,
explain and be answerable for the consequences of decisions it has made on
behalf of the community it represents.
SUCCESS INDICATOR: TRANSPARENT GOVERNANCE
Goal
159
 To sustain and improve transparency in local governance
Strategy
 Sustain and expand Full Disclosure Policy Implementation
 Reproduction and wide distribution of Pangamtaan

Magazines/Brochures
 Full Utilization of LGU-owned website
 Regular Publication of PPAs in the LGU-Web, Facebook

Page, DILG Portal and LGU Bulletin in the Municipal and
Barangay
 Accessibility of public documents such as transaction

records and contracts
SUCCESS INDICATOR: ACCOUNTABLE LOCAL GOVERNANCE
Goal
 To ensure accountability in local governance
Strategy A
 Full compliance on the provisions Anti-red Tape Act (ARTA)
 Conduct of regular orientation to employees on ARTA
 Impositions of sanctions to erring employees
 Updating of LGU-Citizens Charter
 Maintainance of LGU Feedback Mechanism
Strategy B
 Efficient and Effective implementation of Program and Project
 Capacity Development to LGU Implementing Team
 Conduct/Attendance to Trainings of the Project Monitoring

and Inspectorate Team on Proper Monitoring of Projects
 Regular monitoring of the Projects
160
 Imposition of sanctions to non-complying contractors
SUCCESS INDICATOR: PARTICIPATORY GOVERNANCE
Goal:
 To strengthen participatory in local governance
Strategy A
 Encourage private sector participation in local governance, particularly in

planning and implementation of programs/projects
 Orientation/Briefing on the Role of the Private Sector to Local

Governance
 Provision of incentives
 Membership in the Local Special Bodies
Legislation:
 Establish agreement with the private sectors (i.e. MOA

between the LGU and Business Establishment, or ASMODA)
Strategy B
 Sustain and expand involvement of CSO in local governance
Non-Project/Services:
 Orientation/Briefing on CSO Role to Local Governance
 Provision of assistance to CSO for the accreditation of (their)

organizations
 Conduct regular meeting with the CSO
 Provision of financial assistance to CSOs in their

implementation of economic, socially-oriented or
environmental projects
Strategy C
 Capacitate CSO to be effective partners of the LGU
Non-Project/Service
 Conduct Capability Building Programs for CSOs i.e.

Organizational and Financial Management , CSO Role to
Governance, Project Implementation and Monitoring
161
Strategy D
 Strengthen partnership with the National Government Agencies situated

or operating in the LGU
Non-Project/Service
 Conduct Orientation of NGA role to development
Strategy E
 Empower IP Community
 Empowerment of IP elders and the IP community
 Implementation of PIPE Program
 Conduct information awareness on provisions of RA 8371
 Updating and implementation of Ancestral Domain Sustainable

Development and Protection Plan (ADSDPP)
Legislation:
 Creation of TWG for the formulation of ADSDPP
 Creation of Taskforce to spearhead the enforcement and

implementation of the IPRA law
 Creation of TWG for the implementation of PIPE Program
 Adoption of ADSDPP
SUCCESS INDICATOR: EFFICIENT FINANCIAL MANAGEMENT
Goal
 To devise and implement transparent financial practices in the disbursements of

funds and effectuate efficient and effective management of financial resources
Strategy A
 Automation of office reports
Non-Project
 Regular monitoring of financial reports preparation and

submission
Project
162
 Acquisition and installation of electronic NGAS/alternative
integrated accounting system
 Capacitation of Concerned Personnel
 Acquisition of IT equipment for institutionalization of LIFT
Strategy B
 Strictly implement protocols on the disbursement process
Non-project
 Implement strict adherence to policies or protocols on the

disbursement process
Strategy C
 Have adequate technical staff for the Municipal Accounting Office
Non-Project
 Allocation of funds for the additional positions to be created
Project
 Hiring of additional technical staff for the Municipal Accounting

Office
Legislation
Creation of positions for the Municipal Accounting Office
Strategy D
 Hire permanent Municipal Accountant
Non-Project
 Allocation of funds for the position of Municipal Accountant

Employment of a Municipal Accountant
Strategy E
 Establishment of Internal Audit System
Non-Project
 Hiring of an IAS
Legislation
163
 Creation of the IAS position and establishment of the office
Strategy F
 Institutionalize systems and mechanisms that will increase local tax

collection
Non-project
 Intensified tax information campaign
 House to house collection
 Intensification of IEC on the benefits of investments
 Settling of boundary disputes
 Facilitate the issuance of Individual Property Rights or Certificate of

Ancestral Land Title
 Periodic Revision of Real Property Assessments under Sec.219

of RA 7160
Project
 Conduct of tax mapping to un-tax mapped barangays
 Establishment of Public Markets, slaughterhouses and operation

of quarry sites
 Establishment of the Local Economic and Investment Promotion

Office
 Acquisition and Installation of E-TRACS/e-NGAS
Legislation
 Creation of investor-friendly policies
 Amendment of Revenue Generation Plan
 Creation of Local Investment and Incentive Code
 Adoption of Market Code
 Updating of Local Revenue Code
Strategy G
 Hire additional staff for the Treasury Office
Non-Project
164
Legislation
 Creation of positions for the Municipal Treasury Office
Strategy H
 Strictly integrate plans with the budget process
Non-project
 Emphasize inclusion of all PPAs in the plans
Project
 Acquisition of IT Equipment for e-budget institutionalization
 Capacitation of concerned personnel
Strategy I
 Improve internet connection
Project
 Acquisition of additional router per office
Strategy J
 Improve finance office building
Project
 Construction of a new finance building with complete facilities
Strategy K
 Hire additional staff for the Municipal Budget Office
Non-Project
Legislation
 Creation of positions for the Municipal Budget Office
V.5. ORGANIZATIONAL RESILIENCY

The Local Disaster Risk Reduction and Management Office of Ambaguio aims to deliver
efficient services and make the community prepared and resilient in times of disaster.
To institute properly the programs, projects and activites under the office, the LDRRMO
165
shall be equipped with personnel. According to RA 10121, the LDRRM Officer shall be
assisted by three (3) staffs responsible in the three (3) section of the Office namely:
Research and Planning Section; Administrative and Training and, Warnings and
Operations. These three sections comprises the overall services of the LDRRM Office.
Furthermore, these sections is vital to attain our ultimate goal which is to make our
community resilient as evidences by Zero Casualty and disaster-prepared community.
Currently, the LDRRMO is striving to deliver services despite of inadequate human
resources, equipment and facilities.
SUCCESS INDICATOR: FUNCTIONAL MDRRMO/OPCEN
Goal
 To establish fully functional MDRRMO/OPCEN
Strategy A
 Capacity building
Non-Projects
 creation of emergency response team
 Facilitate training for the LDRRMO staff

Project
 conduct of skills full course of skills training for Rescue 618
Legislation
 creation of ordinance for the position of LDRRMO pursuant to standard
 creation of ordinance for the position of the 3 regular staff responsible for
(1)administration and training (2)operation and warning (3)research and
planning
 Creation of executive order giving full incentives for the Emergency rescue
team/Search and rescue Team.
Strategy B
 Ensure availability and efficiency of DRRM facilities
Non Projects
 procurement and installation of Modern Early Warning Devices

 procurement of paraphernalia/protective gears and equipment for
rescuers
Projects
 construction of Standard OPCEN/MDDRM OFFICE
 procurement of rescue vehicles and heavy equipment
166
 Upgrading of communication network and devices :
-subscribing in National Information Management System (NIMS)

-Procurement of satellite phone
-Internet connection
-Procurement of high frequency radio
Legislation
 Passing an ordinance for the approval and adaptation of the 5% LDRRM

Fund Budget.
Strategy C
 Establish strong coordination with the members
Non projects
 Conduct of regular Council meeting
 conduct of reorientation with the role and responsibilities of each

member
 conduct consultative meeting with the member
 conduct monitoring and evaluation of the PPAs conducted embedded in
the MDRRM Plan
SUCCESS INDICATOR: COMPLETE AND APPROPRIATE LOGISTICS
Goal
 To establish complete and appropriate logistics
Strategy A
 Institutionalize Policies and plans
Non-project
 Preparing and updating of the different plans such as the LDRRM Plan,
Contingency Plan, Local Climate Change and Action Plan (LCCAP),
Annual Investment Plan (AIP) and Evacuation Plan.
Legislation
 creation of position for LDRRMO pursuant to standard
167
 creation of position for the 3 regular staff responsible for (1)administration
and training (2)operation and warning (3)research and planning
 Approval and Adaptation of the different plans Such as the LDRRM
Plan,Contigency Plan, Local Climate Change and Action
Plan(LCCAP),Annual Investment Plan(AIP) and Evacuation Plan.
 Assign key position for Incident Command system ,Incident management
Team and RDANA Team through executive order
 Establish Memorandums of agreement (MOA) between:
-Sari-sari stores
-Hospitals
-Pharmacies
-Volunteer groups
-Transportation groups
-Telecommunication companies
-Local construction companies
-Humanitarian organization
-Faith based organization
-Funeral parlors
Strategy B
 Build the competency of the created structures
Projects
 Provision of DRRM and Admin personnel Training
- Provide Full course training in Incident Command system (ICS)
for the IMT
- Provide Full course training in Rapid Damage Assessment and
Needs Analysis (RDANA) and Post Damage Assessment and
Needs Analysis (PDANA) for the DANA Team
- Community based Monitoring system
- DRRMO competency building and development
- Alliance building
 Conduct training on the following:
- Basic Orientation on CBDRRM at Barangay Level
- Hazard and risk Assessment
- Climate and weather forecast
- Early warning system and monitoring
- Infrastructure audit
168
- Risk communication
- Media management
- Training of Humanitarian personnel in Camp Management
 Conduct Training of Security ,Lifeline and SRR Personnel like the ff:
- Flood /swift water search and rescue
- Basic life support9First-aid)
- Basic Sanitary Inspection and forensic Investigation in managing
dead
Strategy C
 Equip with Hardware and supplies
Non-project
 Establish directory of emergency hotlines in municipality(DRRM
Hotline,Rescue,PNP ,BFP,MHO)
Projects
 The DRRMO procure the
- Procurement of Supplies (First Aid-kits, cadaver bags
etc),Equipment( Ambulance,dumptrucks,siren,megaphoneetc)
- Maintain stockpiles(Gasoline and
sxtrabatteries,Portablegenerator,solar powered
generator,Flashlights,Potablewater,Food packs,
 Maintain standby relief goods packs,prepare community kitchen
supplies and equipments(MSWDO)
 Purchase early warning equipment(rain gauge,water level
marker,windvane,centralizehotline,vehicles,telephone,ensure internet
connection,two-way Radio,GPS device and communication equipment
 Establish Public weather bulletin boards area of conference and briefing
SUCCESS INDICATOR: SUCCESSFUL RESPONSE OPERATION

Goal
 To capacitate the Search and rescue group in each barangay
Strategy A
 Capacity Building
Projects
 Flood /swift water search and rescue
 Basic life support and first aid
169
Non-Projects
 Reorient baranagya DRRM C on their roles and responsibilities
 conduct forum regarding DRRM issues
 establish strong linkages with the barangay official
 provide technical support
Strategy B
 Create structures and systems
Non-Projects
 Maintain clear instruction by instituting chain of command
 Identify the key players in Disaster response operation and their roles and
responsibilities such as the Responsible Officer, Incident Management
team, Response cluster, RDANA Team etc
Projects
 Construct standard or designate Emergency Operation Center(OPCEN)
 Develop and disseminate a community/family guide for disaster
preparedness and response.
Legislation
 Executive order creating position for LDRRMO pursuant to standard

 Executive order creating position for the 3 regular staff responsible for
(1)administration and training (2)operation and warning (3)research and
planning
 Creation of executive order giving full incentives for the Emergency rescue
team/Search and Rescue Team.
 Reorganizing the Local disaster Risk Reduction and management Council
through executive order as needed
 Resolution adopting the Incident Command System
 Organizing a Community of Disaster Volunteers in every Barangay sincere
 Issue Local DRR communication protocol
170
SUCCESS INDICATOR: PRESENCE OF STANDARD STOCK ROOMS FOR
STOCKPILE
Goal
 To construct standard stock rooms for Stockpile
Project
 Construct multipurpose building suitable for storage of stock piles

Legislation
 Pass proposal to the higher level (Provincial,National,Regional) for

funding the construction of stock rooms
 Establish MOA with Building owners for temporary stock room usage
171

Ambaguio Chapter I-III

Uploaded by

Copyright:

Available Formats

You might also like

Ambaguio Chapter I-III

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Ambaguio Chapter I-III

Uploaded by

Copyright:

Available Formats

CHAPTER I.

BRIEF PROFILE OF LGU

II. GEOPHYSICAL CHARACTERISTICS

Northwestern part of the province of

16, 038.5888 hectares (Ambaguio

Eight (8) barangays namely Poblacion,

North: Ifugao Province

Topography and Altitude:

Generally Ambaguio is considered

Climate and Rainfall:

III. POPULATION AND DEMOGRAPHIC PROFILE

No. of Households: 3,536 (PSA Census 2015)

Average Household Size: 4.3 (PSA Census 2015)

Registered Voters: 6,106 (COMELEC)

Religion: Roman Catholic, Protestants

Major Languages: Kalanguya

Tribes: Kalanguya, Ayangan, Ibaloi, Ilokano

Poverty Incidence: 9.13% (NHTS Survey 2009)

IRA Share: 70,884,323.00

Locally-Sourced Revenues: 750,000.00

Total Number of schools: 17

Major Economic Activity: Agriculture

Mode of Transportation: By Land

Number of national government offices situated and operating in the LGU 3

IX. LOCAL DEVELOPMENT INDICATOR SYSTEM

TABLE 1. MATRIX OF AVAILABLE DATA ON LOCAL DEVELOPMENT

Population Gross Population

Achievement Rate, 2017

Literacy rate, latest

Level of Well- Number of HH without 811 2017 8206 171 640

Number of under-five 5 2017 69 2 3

Number of fully 2017

Number of teenage 2017

Livestock Volume (No.of heads) 24,250.00 2017

Fish Volume of fish

Volume (No.of heads) 24,250.00

Fish Volume of fish

Facilities Health Facilities 8 2017 10% 90%

Road Density (area

Percent of Footbridge 12.00 2017 60%

Development Legislative Number of ordinances 1 2015

CHAPTER II. LGU VISION STATEMENT

As afore-mentioned potentials and

efficient Local Advancement and Empowerment;

Figure 2. LGU Vision

CHAPTER III. SITUATIONAL ANALYSIS

a. Vision Reality Gap

b. Issues and Concerns

The enrolment and participation rates as of 2017 have gradually improved to

TABLE 3. NUMBER OF SCHOOL/CENTER EXISTS FROM 2013-2017

SCHOOL 2013 2014 2015 2016 2017

Similarly, there are insufficient number of standard classrooms and school

TABLE 4. NUMBER CLASSROOMS/SCHOOL BUILDINGS FROM 2013-2017

CLASSROOM/ 2013 2014 2015 2016 2017

TABLE 5.NUMBER OF CLASSESS ORGANIZED FROM 2013-2017

As stated, the number of teachers deployed including the number of school

TABLE 6. NUMBER OF TEACHING STAFF FROM 2013-2017

SCHOOL 2013 2014 2015 2016 2017