TEMPLATE AND CONTENT OF THE

BARANGAY DEVELOPMENT PLAN

3-YEAR PLAN

I. HISTORY This contains brief history of the

barangay which describes the
characteristics of the locality. This may
include, but in brief narrative, the basis
of creation, significant events and
previous administrations.
II. SITUATIONAL This contains the validated data
ANALYSIS gathered that serve as guide in the
formulation of the BDP. This may be
presented by area or sector. This shows
the current situation of the barangay by
identifying issues and concerns in the
locality.
 TEMPLATE AND CONTENT OF THE
BARANGAY DEVELOPMENT PLAN
3-YEAR PLAN

III. ORGANIZATIONAL PHILOSOPHY

A. VISION This is an exciting mental picture of your
barangay in the future. It should provide
direction and focus for the barangay.

B. MISSION This provides the specific commitment of

the barangay towards the fulfillment of its
vision. It contains broad policy directions
in accordance to their mandates.
C. GOALS AND This contains specific outcomes the
OBJECTIVES barangay need to implement to be able to
achieve its vision in the future.
 TEMPLATE AND CONTENT OF THE
BARANGAY DEVELOPMENT PLAN
3-YEAR PLAN

IV. BARANGAY This translates the BDP into

DEVELOPMENT programs, projects, and activities with
INVESTMENT its corresponding resource
PROGRAM requirements that are projected to be
implemented within the timeframe of
three (3) years.
V. MONITORING This provides the plan of the barangay
AND EVALUATION in monitoring the implementation of
SYSTEM the PPAs as reflected in the BDP. This
shows whether results and outcomes
are achieved.
 BARANGAY DEVELOPMENT
PLANNING PROCESS
Step 1. Organization of BDC-TWG
Step 2. Situational Analysis and Problem Identification
Step 3. Formulation/Review of Barangay Vision and Mission
Step 4. Determination of Vision-Reality Gaps
Step 5. Setting of Goals and Objectives
Step 6. Identification and Prioritization of Programs, Projects
and
Activities
Step 7. Formulation of the Barangay Development Investment
Program (BDIP)
Step 8. Adoption and Approval of the BDP
Step 9. Submission of Approved BDP to City/Municipal
Development Council
Step 10. Formulation of the Annual Investment Program (AIP)
Step 11. Approval of the AIP by the Sangguniang Barangay
Step 12. Monitoring and Evaluation of BDP
 BARANGAY DEVELOPMENT
PLANNING PROCESS
1. Organization of Barangay Development Council –
Technical Working Group (BDC-TWG)

Considering the volume of work for rationalized barangay

development planning, it is necessary to organize a BDC-TWG
which shall be institutionalized through the issuance of an
Executive Order by the Punong Barangay.

It is also important to conduct an orientation cum workshop

among the BDC-TWG members to:

 Level off expectations particularly on their roles and

responsibilities;
 Be oriented on the processes and concepts involved in the
planning process; and
 Craft a work plan for the preparation/updating of BDP.
 BARANGAY DEVELOPMENT
PLANNING PROCESS

1. Organization of Barangay Development Council –

Technical Working Group (BDC-TWG)

Formation of sectoral planning groups is also highly

recommended to ensure that specific concerns of each of the
five Development Sectors (Economic, Social, Environment,
Infrastructure, and Institutional Development) are
considered.
 There are numerous Barangay-Based
Institutions which may be tapped as Sectoral
Planning Groups, such as, but not limited to
the following:

 Barangay Anti-Drug Abuse Council (BADAC)

 Barangay Peacekeeping Action Team (BPAT)
 Barangay Nutrition Council (BNC)
 Barangay Fisheries and Agricultural Resources
Management Committee (BFARMC)
 Barangay Physical Fitness and Sports Development
Council (BPFSDC)
 Barangay Health Emergency Response Team
(BHERT)
 Barangay Peace and Order Committee (BPOC)
 Barangay Council for the Protection of Children
(BCPC)
 Lupong Tagapamayapa
 Barangay Ecological Solid Waste Management
Committee (BESWMC)
 Barangay Disaster Risk Reduction and Management
Committee (BDRRMC)
 Barangay Agricultural Fishery Council (BAFC)
 BARANGAY DEVELOPMENT
PLANNING PROCESS

2. Situational Analysis and Problem Identification

The soundness and responsiveness of a plan is largely

dependent on the wealth of information it was built on. There are
a number of ways to determine the prevailing and anticipated
conditions of the community, such as:

 INDICATIVE MAPPING – It refers to the plotting of the

location or illustration of current situation of the residents. It also
shows the natural resources and other characteristics that the
community possesses which can be harnessed to further
development.
 BARANGAY DEVELOPMENT
PLANNING PROCESS
2. Situational Analysis and Problem Identification

 PLANNING INDICATORS – The data sets to be gathered and

analyzed on this stage can be categorized into two:

• Minimum Planning Indicators – These data sets are

applicable to all barangays. It pertains to the minimum
requirements of existing laws and policies from the barangay,
such as:

 Demography (Population size, Migration rate or Number of

residents who work abroad (OFWs);
 Social Development (Health, Education, Peace and Order);
 Environmental Management (DRRM, SWM);
 Local Economy (Employment, Production Areas);
 Inventory of physical structures and facilities; and
 Capacity development inventory of barangay officials.
 BARANGAY DEVELOPMENT
PLANNING PROCESS
2. Situational Analysis and Problem Identification

Customized Planning Indicators – These are the data sets

required to be gathered by the barangays depending on their
local condition or situation. These may include, but are not
limited to the following:

 For conflict – affected barangays (primary and secondary

issues resulting to armed conflict and infiltration of communist
terrorist groups)
 For IP – dominated barangays (land size of the ancestral
domains)
 For Geographically Isolated and Disadvantaged Areas (GIDA)
(Poverty Incidence and Access to Basic Social Services)
 For disaster – prone barangays (disaster timeline history,
hazard maps)
 Identification of PRIMARY & SECONDARY
ISSUES in the Barangay through the RCSP

PRIMARY ISSUES SECONDARY ISSUES

(Agrarian Reform-Related
Issues)
Security of Land Tenure
Land Reform
Usury
Crop Harvest Sharing
Farm Output Prices
Farm Input Prices
Low Farm Worker Wages
Mining
Ancestral Domain
Stewardship/Protected Areas
(IFMA/CBFMA)
(Common Issues)
Additional Schools and Teachers
Latrines
Potable Water
Medical Facilities and Personnel
Health, Sanitation and Nutrition
Education
Road Infrastructure
Post Harvest Facilities
Irrigation
Delivery of Basic Services
Injustices
 BARANGAY DEVELOPMENT
PLANNING PROCESS
2. Situational Analysis and Problem Identification

VALIDATION OF BASELINE DATA

• Data on Registry of Barangay Inhabitants (RBIs)

• Other information relevant to the 5 Development Sectors
• Delivery of basic services

 Health and Nutrition

 Social Welfare
 Education
 Housing and other basic needs
 Public safety and order
“We cannot manage what we do not know.”

Gathering data and other relevant

information for development planning has been
a challenge that in most cases stalled the
planning process. Readily available data and
information are accessible in most localities.
 Internal Sources External Sources
(within the Barangay) (outside the Barangay)
Barangay Socio-Economic and Philippine Statistics Authority
Physical Profile
Registry of Barangay Inhabitants Local PNP Unit
Statement of Income and Schools
Expenditures
Annual Budget City/Municipal Ecological Profile
State of the Barangay Address City/Municipal Development
(SOBA) Planning Office
Barangay Agenda for Governance City/Municipal Comprehensive
and Development (BAGAD) Development Plan
Barangay Capacity Development City/Municipal Capacity
Agenda Development Agenda
 BARANGAY DEVELOPMENT
PLANNING PROCESS
3. Formulation/Review of Barangay Vision and Mission

 The crafting of the Barangay Vision and Mission must be

consistent with the Vision/Mission of the City/Municipality to
where the barangay belongs. This is a basic strategy that will
help ensure the implementation of programs and projects and
the achievement of desired objectives for the residents.

 The “vision” must be clear to serve as an inspiration and

challenge to every barangay resident. A vision statement
should be created as an exciting mental picture of your
barangay in the future. It should provide direction and focus
for the barangay.
CHARACTERISTICS OF A WELL-CRAFTED VISION

 Achievable – a vision may be a tall order, but it

should be attainable and based on reality and on the
capacity of the barangay to meet it.

 Inspiring – it must evoke a feeling of ownership and

provide inspiration and enthusiasm among the
stakeholders. It must be mutually agreed upon in order
to meet the objectives of the residents.
 Understandable – it must be simple to ensure
greater comprehension and appreciation by the
community.

 Unique- it must be based on the distinct

characteristic of the barangay.
 Inter-Barangay Cooperation - every barangay
must coordinate and cooperate with each other and
should not compete with the neighboring barangays.
Progress is achieved faster if there is unity among the
barangays towards one objective.

 Alignment with City/Municipal Vision – it is

important that the barangay’s vision complements the
city/municipal vision and ensure cohesive
performance towards its realization.
WHAT IS A VISION
 A desired state or scenario of the LGU and its
people.

 Stakeholders’ shared image of the LGU’s future.

 Describes what the LGU wants to become or where
it wants to go;
 Serves as an inspiration and a guide to action;
 Keeps the LGU in its course despite changing
demands of constituents and shifting political and
economic forces
WHAT IS A VISION?

. It answers the question:

How do you see your LGU in

the future?
WHY IS IT IMPORTANT
FOR AN LGU TO HAVE A
VISION?

It is important for an LGU to set its vision because

its serves as:
 an end toward which all future actions
specified in the plan are directed;
 criteria for evaluating alternative strategies,
approaches and policies; and
 standard against which success of each
action is measured.
 COMPONENTS OF A
GOOD VISION
 “outward-looking” component - Desired role of the
LGU or the best contribution it can make to the
development of the nation

 “inward-looking” component - defines the desired

conditions of the following:

 Local population (social sector)

 Local economy (economic sector)
 Natural environment (environment sector)
 Built form (infrastructure sector)
 Local leadership/ governance (institutional sector)
WHO IS RESPONSIBLE FOR
SETTING THE VISION?
Everyone in the community has a stake in setting the
vision. The visioning exercise should be a highly
participatory process because it entails determining
the desired state or condition of the place where the
people live and make a living.

The LDC and its sectoral and functional committees

shall be at the forefront of the visioning exercise.

The technical and administrative aspects of the

activity, however, shall be the responsibility of the
LPDO.
 SETTING THE VISION
STATEMENT
Essential five (5) elements may be considered:
1. Qualities of the people
as individuals and as a Society

5. Capacity of local
leadership

2. Condition of the Built

Environment

4. State of the natural 3. Nature of the local

environment economy
 VISION ELEMENTS
People as a Society
Local Economy
State of the Natural
Environment
Condition of the Built
Environment
Capacity and Quality of the
Local Leadership/
Governance
DESCRIPTORS
o God-loving, empowered,
vigilant
o Competitive, diversified,
environment – friendly
o Clean, safe, restored
o Balanced, planned,
attractive
o Firm, decent, progressive
 SAMPLE VISION STATEMENT

“Dagupan City: The premiere center of the north for education, information
technology, health, commerce and trade, aquaculture, where a God-loving,
empowered and vigilant citizenry live in a balanced, attractive and safe
environment and a globally competitive, diversified and environment-friendly
economy under a firm, decent and progressive leadership.”

OUTWARD- Dagupan City : The premiere center of the north for

LOOKING education, information technology, health, commerce and trade,
aquaculture
with God-loving, empowered and vigilant Qualities of the people as
individuals and as society
citizenry

and a globally competitive, diversified and

INWARD- environment-friendly economy
LOOKING

who live in a balanced, attractive and safe State of the natural & built
environment
environment

under a firm, decent and progressive Capacity of local government

leadership
leadership.”
 BARANGAY DEVELOPMENT
PLANNING PROCESS
4. Determination of Vision-Reality Gaps

 The comparison of the standards with the data based on the

actual situation is necessary in order to determine the gaps, if
any, which the barangay should aspire to address. Once they
determine the gaps, they can identify the necessary
interventions to address such gaps.

 The development issues and concerns can be those areas

with huge gaps between the standards, as dictated by laws
and policies, and the data on the actual situation. An example
of such gap is:

Standard states that there should be at least one Material

Recovery Facility (MRF) established in every barangay or
cluster of barangays but the data shows the absence of it.
 Identification of
Vision-Reality Gap
and Situational
Analysis and Problem
Identification
What is a Vision-Reality Gap?

A measure of the
difference between the
end stated and the
existing situation.
 This is the basis for goal
formulation.
 How is a vision-reality gap
determined?
 By using vision-reality gap
analysis.

This type of analysis shows:

 How large the difference is
between the vision or ideal state
of the LGU and the existing
situation; or
 How near the current situation in
the city or municipality is to the
vision as defined by the
constituents and the LGU.
 Procedure in Vision -Reality Gap
Analysis
1. Review the sectoral descriptors
and their corresponding success
indicators generated in connection
with the formulation of the vision
statement.
 Check indicators for the
completeness of coverage.
 See that indicators are expressed
in terms of maximum values or
superlative degree.
 Procedure in Vision -Reality Gap
Analysis
2. Review the relevant
characterization of each sector in
the Barangay Profile,
Demographics, Ecological Profile,
LDI Matrix, and/or other sources.
 Procedure in Vision -Reality Gap
Analysis
3. If quantified values for both the
success indicators and their
equivalent indicators in the
accomplished LDI Matrix are
available, simply subtract the
current reality values in the LDI
Matrix from the success indicator
values.
 Procedure in Vision -Reality Gap
Analysis
The difference is the vision-
reality gap.
 Success Indicators Current Reality Gap
• 0% malnutrition cases 14% 14%
• Safe drinking water 86% of total 14%
accessible to 100% of household
households population have
access to safe
drinking water
• Fresh water quality 100% 0%
indicator complying with
national standards
• Waste Disposal 85% 15%
Compliance Rate
 Procedure in Vision -Reality Gap
Analysis
4. If the quantified values are not
available, use the simple CURRENT
REALITY RATING SCALE.

The rating should be determined

through a consensus. Then
subtract the current reality rating
from ten (10). The difference is the
vision-reality gap.
Rating Current Reality Rating Scale
0 Absolutely nothing has yet been done about the goal
1
2
3 Something is already being done to achieve the goal but
the level of attainment is still on the low side.
4
5 The goal is half accomplished.
6
7 Goal is more than half-fulfilled but still short of full
attainment.
8
9
10 The goal is completely attained and no further effort is
needed.
 Workshop 1: Formulating the Vision-
Reality Gap (VRG)

DESCRIPTORS SUCCESS CURRENT- VISION- WHAT TO DO

INDICATORS REALITY REALITY GAP TO CLOSE THE
RATING GAP
Peaceful 0% crime rate 6 4

Highly skilled Full employment 4 6

Empowered Citizen 3 7
participation
 Workshop 2: Problem-Solution Finding Matrix
OBSERVED EXPLANATION/CAUSES IMPLICATIONS AFFECTED
CONDITION WHEN POPULATION
DIRECT INDIRECT UNRESOLVED

1. Presence of Low access Proximity of Increasing Infants

Maternal to birthing birthing facilities number of Mothers
deaths facilities to pregnant unattended
mothers children

2. Increasing Lack of self- • Poverty 2.1 Financially All

number of discipline level drained
lifestyle- • Behavioral 2.2
related Unproductive
diseases 2.3 Deaths due
to lifestyle-
related disease