How important is local development planning?A way of thinking oriented towards the future that anticipates change and designs solutions to address expected difficulties and thereby improve the quality of decision-making. Planning is essentially problem-solving. It is a systematic process of establishing ends (goals, policies, outcomes) that define direction of future development and of determining means and procedures to achieve the end.- isa deliberate, organized and continuous process of identifying different elements and aspects of the environment (social, economic, physical, political) determining their present state and interaction, projecting them in concert throughout a period of time in the future and formulating and programming a set of actions and plans to attain desired results.¥ a strategy to provide direction for physical development and accelerating economic growth ¥ aims to capture the aspirations and desire of the citizenry on the type and level of development they want to attain at a certain time¥ To optimize the use of resources at the right time without sacrificing the environment; ¥ To provide direction in the execution of development programs/projects; ¥ To solicit and ensure citizen's participation in decision making concerning social and economic development; ¥ To respond to the requirements of the local government code.Development planning involves: > Gathering and processing of data about the community; > Determining and prioritizing the needs and problems to be addressed; > Identifying development opportunities which can be harnessed towards the realization of a better quality of life. alFor the past decades, studies on local development planning have been conducted and results show that development planning is one area of concern which has to be strengthened among the LGUs. Identified Needs/Problems: + Local development planners need to enhance their skills in the actual preparation of development plans; * Policy makers need to upgrade their knowledge of how to come up with strategies that could bring about a more systematic and coordinated approach to development. + LGUs particularly Sth and 6th class are having difficulty in devising an effective planning scheme because of inadequate manpower. * Other problem is the emergence of so many guidelines and textbooks on local development planning which leads to confusions.‘Three organizations/bodies in the LGUs that are directly involved in planning: * The Local Development Council * The Local Planning and Development Office + The Sanggunian> Delegated to only 1 or few people :@ > Lack or total absence of vertical os, linkages > Lack or total absence of horizontal & ‘ linkages among sectoral concerns > Weak plan — to — budget linkage Ro & > Multiplicity of plansTo implement the full implications of the Local Government Code of 1991 pertaining to planning. To enhance the LGU’s capability in the performance of its DUAL functions: (1) as a body politic (2) as a corporate entity To address the issues related to local planning1 Planning Structure 2 Planning Mandates and Mandated Plans 3 Planning Process Sage 4 LGU Authority Levers <——v ? SE /General Functions Political Component aes @e = policy-making body which defines the content and direction of local development + Principal function is to deliberate to take decisions or lay down policies Technical Component + Supplies the technical content and process of local planning = It generally has no decision-making powers=eLPDO, SWOO, POSO, LDC Rep (Barangay), LDC Rep (CSO), District Supervisor, PTA Federation, Sanagunian Rep CIWG + Police Chief, Fire Marshall, Local Civil Registrar, PCUP, Nutrition Officer, Housing Board Rep, NSO, Manager of GSIS/SSS, Water District Rep ETWG + Sports Organizations, Religious Leaders, Labor groups, Senior Citizens, Media Reps, YMCA/YWCA, Civic Organizations, School Principals, Charitable Organizations PESO, Agriculturis, Tourism officer, Coop Development Officer, LPDO Staff, LDC Rep (Barangay), LDC Rep (CSO), Saggunian Rep CTWG + DTI Rep, Chamber of Commerce & Industry, Trade Unions, Bank Managers, Market Vendors, Sidewalk Vendors, Cooperatives, Transport Organizations, Water District Rep ETWG + Lions club, Jaycees, Rotaty Club, Academe, other interested individuals) groups Local Engineer, Zoning Officer, LPDO Staff, LDC Rep (Barangay), LOC Rep (C50), Saggunian Rep, Local Architect, CTWG + Electric Coop Rep., Water District Rep., Real Estate Developers, Professional Organizations, Telecommunication Companies, Academe ETWG + Other interested groups and individualsLDRRMO, MPDO Staff, LDC Rep. (Barangay), LDC Rep (C50), Head of Genera Services, C/PENRO, ‘Sanggunian Rep. CTWG + Sanitary Inspector, C/PENRO, FARMC Reps, BFAR Rep., Heads of private Hospitals, Academe ETWG + Environmental Advocates, ther interested groups and individuals MPDO Staff, LDC Rep. (Barangay), LOC Rep (CSO), Local Administrator, Sanggunian Rep. CIWG + HRDO, Treasurer, Budget Officer, Assessor, Academe ETWG + Religious groups, Good Governance Advocates, Other interested groups & individualsDual Nature of LGUs Section 15. Political and Corporate Nature of Local Government Units (of LGC) — Every local government unit created or recognized under this Code is a body politic and corporate endowed with powers to be exercised by it in conformity with law. As such, it shall exercise powers as political subdivision of the national government and as a corporate entity representing the inhabitants of its territory. Implications 1. Political Nature/ Subdivision ~ Partner in national development QS} To manage its territory on behalf of the National State (Section 3(i)) 2. Corporate Nature ~ Self-reliant community To promote the general welfare of its inhabitants (Section 16)1. Comprehensive Land Use Plan (CLUP) - to manage the entire territory (as Political body) (Sec.20,c) ~ The local government units shall, in conformity with existing laws, continue to prepare their respective ‘comprehensive land use plans enacted through zoning ordinances which shall be the primary and dominant bases for the future use of land resources: Provided, That the requirements for food production, human settlements, and industrial expansion shall be taken into consideration in the preparation of such plans 2. Comprehensive Development Plan (CDP) - to promote the general welfare (as a Corporate entity) (Sec. 106) - Each local government unit shall have a comprehensive multi-sectoral development plan to be initiated by its development council and approved by its sanggunian.Noe aan Na sia a ae OT 9 years Spatial “Comprehensive” encompassing territorial jurisdiction between land and water Defines the policy direction for the use of land resources within territorial jurisdiction Accounts for available supply of land resources Has four policy areas: production, settlements, protection and infrastructure Diagrams the desired physical pattern of growth of the locality Invariably takes a long time to carry out Local equivalent or counterpart of the N/R/PPFP 6 years Sectoral “Comprehensive” embracing development sectors and sub-sectors and concerns of each Outlines specific application of the available land resources Demand for land resources based on sectoral development goals Covers 5 development sectors: social, economic, physical, environmental and institutional Provide convergence mechanisms to integrate NGA'S plans with local plans Short timeframe and should be used as a medium to implement the CLUP Coincide with the MTPDP/MTPIPLong-Term Framework Pian (® years) Multi-year, Multi-sectoral Development Plan (6 years) Term Based Agenda Implementation Instruments Outcome' Elaboration ! Specification of Ends ' of Means i t E ‘Simplified CLUP - CDP ProcessThe authority levers to implement the CLUP include the zoning ordinance, the use of selected taxes on real property, eminent domain proceedings, public capital investments, and co-management arrangements. The tools to implement the CDP consist mainly of the use of financial resources and fiscal authority of the LGU.Reality Gap Analysis Cross-Sectoral / Special | Issues and Concerns CT cosSocial Development Plan Economic Development Plan Infrastructure and Physical Development Plan Environmental Development Plan Institutional Development Plan SKK KKSocial Development Plan A compendium of proposed activities designed to deal with the identified issues and concerns relative to improving the state of wellbeing of the local population and upgrading the quality of social sel s such as health, education, welfare, housing and the like.* Questions of equity and social justice and gender sensitivity are also addressed by this sectoral plan. + Many programs and projects in this sector are of the “soft” non-capital type but they are as important as the capital investment or “hard” projects.Economic Development Plan This embodies what the local government intends to do to create a favorable climate for private investments through a combination of policies and public investments to enable business and industry to flourish and, ultimately, assure the residents of a steady supply of goods and services and of jobs and household income.= A very significant component of this sectoral plan is the LGU’s support to agriculture and other food production activities and the promotion of tourism programs.Infrastructure and Physical Development Plan This deals with the infrastructure building program and the land acquisition required as right-of-way or easements of public facilities.= The physical development plan may include proposals for the redevelopment of old and declining sections of the locality, opening up new settlement areas or development of new growth centers in conformity with the chosen spatial strategy.Environmental Development Plan This consolidates the environmental implications of all development proposals within the municipality and provides mitigating and preventive measures for their anticipated impacts.It embodies programs for maintaining cleanliness of air, water and land resources and rehabilitating or preserving the quality of natural resources to enable them to support the requirements of economic development and ecological balance across generations.= Amajor component of this sectoral plan will also include measures to minimize the vulnerability of the local residents to natural hazards and disastersInstitutional D P This focuses on strengthening the capability of the local government bureaucracy as well as elected officials to plan and manage the development of the municipality. + Manpower development, fiscal management and program/Groject managements re the vital components of this sectoral plan.« This sectoral plan likewise promotes the involvement of voluntary groups or civil society iin organizations in the preparation, implementation, monitoring and evaluation of the different sectoral programs, projects and activities.The outputs of each sectoral plan will serve as an input to the Local Development Investment Program (LDIP) and to the Legislative Agenda of the Sanggunian.Local Development Investment Program (LDIP) ‘A. List of programs and projects with their corresponding costs to be funded from local sources ranked by level or urgency B. List of programs and projects with their corresponding costs to be funded from other sources, i.e., province, national government, private sector, foreign donors, grants, loans, etc.The LDIP is the principal instrument for implementing the CDP and to some extent, certain aspects of the CLUP. The local development component of the LDIP consists of programs and projects that are local - those that are in pursuance of the LGU's exercise of its powers and in the discharge of its duties and functions necessary for effective governance and essential for the promotion of the general welfare. (Section 16 of Lec)—Daterrabie | CRITERIA FOR PRIORITIZING PROJECTS (GENERAL CRITERIA Projects that cannot be reasonably postponed Projects that would remedy conditons dangerous to public health, safety and welfare Projects needed to maintain critically needed programs Projects needed to meet emergency stuatons Projects required to complete or make usable a major public improvement Projects required to maintain minimum standards as part of on- ‘going program Desirable sellJiquidating projects Projects for which externa nding is avaiable Projects that should be carried out to meet clearly denied ‘and anticpated needs Projects to replace obsolete or unsatisfactory facilities Repair or maintenance projects to prolong life of existing facies Projects needed for expansion of curent programs Projects designed to ntiate new programs considered fora progressive communt Projects that can be postponed without detent to present if budget cuts ae: Pojects recommended for postponement or elminaton Wom immediate consideration in the current LDIP Projects that are questionable in terms of over-all needs, ‘adequate planning, or proper timing. Source: Rationalizing the Local Plannit ing System (RPS), 1st Edition 2008= Investment projects that encourage growth v “anchor” facilities like a university, hospital, public market ¥ Interchanges, bus terminals, transit stops ° BUS STATION) * iW, Gee =« Investment projects that discourage development in the vicinity v Waste disposal site v Sewage treatment plan v Prison or mental hospital = FL — ee«Investments that limit growth in the urban fringe Y Land reservation or acquisition for conservation ¥ Utility extension limits ¥ Low-density institutional uses such as military camps, university campuses, research/ science parks v Reservations for open space and outdoor recreation areasPROJECT MANAGEMENT + Project management is the discipline of planning and executing projects. Project management seeks to achieve defined goals by usin plans, schedules and resources to execute project activities within a set timeframe. 9Answers the questions: = How will the project work? = What will the project achieve? = What factors can contribute to its success? = How to address risks and bottlenecks? * How progress will be measured?The Current State of Government Project Management To get a sense of project management in government, GovLoop surveyed 374 public-sector professionals. How to Succeed at Government Project Management. Retrieved from http://www. govloop.com/wp-content/ uploads/2015/04/How-To- Succeed-at-Govt-Project-Management. pdt What are the biggest challenges you face in getting a project done? Bod estimates / missed deodlines Change in environment Change in strategy Insufficient budget Insufficient motivotion/resources Lack of management supportAccording to Khan & Morshed (2012, Local Government Agencies typically focus on the following four (4) Project Management Knowledge Areas: = Project Scope Management; * Project Cost Management; = Project Time Management; and * Project Procurement Management. ‘Khan, Z.& Morshed, M, (2012). Implementing formal project management to local government projets. Paper presented at PMI@® Global Congress 2012— North America, Vancouver, Beish Columbia, Canada, Newtown Square, PA: Project Management Institute= Scope Management Defining the work needed to complete the project activities = Cost Management & Estimating costs and creating a budget am ie = Time/ Schedule Management Analyzing the duration of activities to create a project schedule. = Procurement Management Working with suppliers (engaging and contracting with them)= Stakeholder Management Stakeholders are the soul of a project. By understanding their needs and frequently communicating with them throughout the project life cycle, their requirements can be more easily met. = Issue Management A tisk is a problem affecting the project. Issue is how probl with wt turn up on the project and it’s worth working out what this is going to look like because something is bound to go wrong.How can we (Environmental Planners) help contribute to local development?