SIMPLE Facilitators Guidebook

Published by
Copyright 2013 Deutsche Gesellschaftfr Internationale Zusammernarbet (GIZ) GmbH.

Published by
Deutsche Gesellschaft
fr Internationale
Zusammernarbet (GIZ) GmbH
9/F PDCP Bank Centre, cor. V. A. Rufino and L.P. LevisteSts.

Salcedo Village, Makati City, Metro Manila, PHILIPPINES
Telephone: +63 02 812-3165 loc 17
Website: http://www.giz.de
CITATION: GIZ (2013). Sustainable Integrated Management and Planning for LGU
Ecosystems (SIMPLE) Facilitators Guidebook. Manila, Philippines: Environmental and
Rural Development Program (EnRD). Deutsche Gesellschaftfr Internationale
Zusammernarbet (GIZ) GmbH.
Table of Contents
Foreword
Acknowledgement
Acronyms and Abbreviations
Background and Rationale
What the Guidebook is about
Who the Guidebook is for
How the Guidebook is organized
How to use the Guidebook
SIMPLE Phases and Process Steps
Phase 1: Trainer Pool Formation
Step 1. Selection of members of the Trainer Pool
Step 2. Issuance of Executive Order
Step 3. Conduct of training of trainers
Step 4. Conduct specialized training
Step 5. Institutionalizing the Trainer Pool
Phase 2: Linking Provincial with Municipal or City Development
Strategies
Step 1. Review of the physical and development framework
Step 2. Evaluating existing resource use and management regimes
using R2R
Step 3. Defining an indicative land use and development strategy
Phase 3: Comprehensive Land Use Planning
Barangay Level
Step 1. Getting organized (Preparatory Phase)
Step 2. Orientation and mobilization of barangay-LGU and
communities
Step 3. Barangay resource assessment and analysis
Municipal/City Level
Step 1. Barangay Development Plan consolidation and integration
Step 2. Inventory of ordinances relating to Zoning Ordinance
Step 3. Conduct of sectoral, intra- and cross-sectoral studies
Step 4. Physical and development strategies finalization through
workshop series
Step 5. Formulation and legitimization of Comprehensive Land Use
Plan and Zoning Ordinance
Phase 4: Linking Plans and Budgets:
Comprehensive Development and Investment Programming
Step 1. Review existing Comprehensive Development Plan in relation
to the Sangguniang Panglalawigan-approved Comprehensive
3
Land Use Plan and Zoning Ordinance

Step 2. Formulate Local Development Investment Program
Step 3. Draw out Annual Investment Plan from the Local Development
Investment Program
Phase 5: Management and Implementation:
Monitoring Budgets and Expenditures and Enforcement of
Zoning Ordinance
Step 1. Review existing monitoring instruments
Step 2. Formulation of a monitoring and evaluation plan
Step 3. Monitoring of Budgets and Expenditures (Plan-BudgetExpenditure Link)
Step 4. Enforcement and Monitoring of the Zoning Ordinance
Guide to Useful Resources
Glossary of Terms
Attachments
A A sample TOT Outline
B Mapping Population Dynamics and Data Analysis
C Suggested Guide to CLUP CCA-DRRM
D Mapping Population and Climate Change Hotspots
E Guide to Making the CCA_DRRM Storyline
F HLURB Inventory of Outputs
G Types of Maps
List of Boxes
1.1 Knowledge and experience required of members of the Trainer Pool
1.2 SIMPLE modules for specialized training
2.1 Importance of evaluating existing land and water resource use and
management regimes using the R2R approach as critical input to the
development and formulation of the indicative municipal land use and
development framework:
2.2 Illustrative examples of indicative land use and development concept
3.1 Schematic diagram to show the extent to which SIMPLE approach
reinforces the CLUP situational analysis.
3.2 SIMPLE approach as a lynchpin for vertically and horizontally integrating
land use and development planning data, maps and tools application in a
ridge to reef framework.
3.3 Functions of the Barangay Development Council (BDC).
3.4 Criteria for the selection of members of the planning team from the
barangay.
3.5 Some things to consider in the planning sessions.
3.6 Examples of map overlay analyses with probing questions to guide the
facilitators.
3.7 Critical considerations in the finalization of land use.
3.8 Standards to be referred to when finalizing Proposed Land Uses.
3.9 Final outputs of the writeshop series.
3.10 Ridge-to-reef zoning ordinance template.
3.11 Suggested format of the Program in presenting the Proposed Land Use
Plan.
3.12 Important steps for ZO formulation.
4.1 Criteria for prioritizing projects.
4.2 AIP categories.
4.3 AIP Reference Code.
5.1 M&E Points in a 3-year term of office.
5.2 Functions of an M&E Plan.
5.3 Standards for an M&E Plan.
5.4 Capacity and resources for M&E.
5.5 Key steps in developing and implementing an M&E Plan.
5.6 Developing and implementing an M&E Plan: Logic Model.
5.7 Mechanisms to implement the Zoning Ordinance
(CLUP Guidelines Vol. 1 Ch. 12).
List of Tables
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
Map overlay analysis matrix.

Land and water uses summary matrix.
Land Use Analysis Matrix:
Land Use Issues and Recommendation Matrix:
Map Overlay Analysis Matrix:
Problem Analysis Matrix:
Matrix for referencing existing laws and ordinances
Summary matrix for finalizing the physical and development strategies.
Summary matrix for finalizing the indicative development concept.
List of Tables (Cont):

4.1 Random List of Projects (Form 8.1 in the RPS) Extracts from Project Briefs.
4.2 Projects included in the random list, initial list and preliminary list
(Form 8.2 in the RPS)
4.3 Conflict-Compatibility-Complementarity Matrix (Form 8.3 in the RPS).
4.4 Summary of Sector Scores, Goals-Achievement Matrix
4.5 Ranked List of Proposed Projects for Investment Programming
4.6 Time Series Record of Property Tax Revenue (Form 8.6 in the RPS).
4.7 Ranked List of Proposed Projects for Investment Programming
(Form 8.7 in the RPS).
4.8 Time Series Record of LGU Operating Expenditures (Form 8.8 in the RPS).
4.9 Obligated Debt Service Expenditure (Form 8.9 in the RPS).
4.10 Projection of Property Tax Revenue (Form 8.10 in the RPS).
4.11 Projection of Total Revenue (Form 8.11 in the RPS).
4.12 Projection of LGU Operating Expenditure (Form 8.12 in the RPS).
4.13 Projection of New Investment Financing Potential (Form 8.13 in the RPS).
4.14 Local Development Investment Program (LDIP) Project Summary
5.1 Financial Monitoring Matrix.
5.2 Physical Monitoring Matrix
List of Figures
4.1
4.2
4.3
5.1
A local planning and development model

The LDIP process as link between development planning and budgeting
The AIP Process Flow Chart
Flow chart for implementing the CLUP and ZO
Foreword
Beginning in 2006, GIZ, then GTZ, has been providing

technical assistance in building up the development
capacities of Local Government Units through participatory
land use and development planning (PLUDP). Having been
largely successful initially in Leyte island and, with the idea
of allowing other interested LGUs to implement PLUDP,
the Environment and Rural Development (EnRD) and
Decentralization Programs (DP) published the Facilitators
Guide to Participatory Land Use and Development
Planning in 2010 a document that lays the foundation
for the integration of barangay data into higher level plans, including, of course, the
Comprehensive Land Use Plan (CLUP).
The evolution of the PLUDP continued, integrating various themes that eventually led
to the development of the Sustainable Integrated Management of Local Government
Ecosystems (SIMPLE) approach and toolbox a full-fledged integrated ecosystems
management approach that looks into the dynamic relationship between and among
ecosystems as it aims to improve land and resource governance - a true ridge-to-reef
analytical platform. It draws upon the body of knowledge acquired also from other
GIZ projects that deals with forest and coastal resource management, climate change
adaptation, disaster risk reduction management and biodiversity conservation as well as
ancestral domain.
The SIMPLE tools today are being applied in the provinces of Leyte, Southern Leyte,
Negros Occidental, Mindoro Island, Samar Island and Antique. The toolbox is made up
of 11 Training Modules, a Training Manual for the training of trainers, and this Facilitators
Guidebook, which still draws from the principles of that original publication and, at the
same time, incorporates all the new knowledge acquired since then. SIMPLE continues
to aim for the integration of local data into the Comprehensive Land Use Plan, with the
ultimate objective of helping LGUs with their development paths.
Likewise, we deeply appreciate the various individuals, institutions and organizations such
as the National Convergence Initiative (DA, DAR, DENR and DILG), HLURB VI and VIII,
Eastern Visayas Land Management Consortium and its member, Leyte Island Trainer
Pool, the Provincial Governments of Leyte, Southern Leyte and Negros Occidental to
enrich this important resource material. We enjoin everyone to be vigilant in the pursuit
for more empowered local communities and transparent local governance.
Dr. Walter Salzer

Program Director & Principal Advisor
Environment & Rural Development Program
Acknowledgement
The SIMPLE approach described in this brochure draws on the experiences of GIZs LGU
partners in the Provinces of Leyte, Southern Leyte, Negros Occidental, Mindoro Island and
Antique. The Sustainable Integrated Management and Planning for Local Government
Ecosystems approach has gone a long way from a community facilitation tool originally
developed by the Department of Agricultures Mindanao Upland Development Program, to a
barangay land use-based development planning tool, to a full fledged ridge-to-reef planning
and management approach. Today, SIMPLE contains 11 training manuals, a facilitators
guidebook, a manual for the training of trainers and many other resource materials. It has
been widely used by local government planners and facilitators and is continuously being
updated and being revised to accommodate the many changes currently underway in the
Philippine policy framework.
The process of developing SIMPLE as a whole has involved many people and organizations
over several years. Original pilot sites were nine municipalities along the pacific coast in
Leyte and Southern Leyte. Today, more than 50 municipalities and cities in 7 provinces are
using the approach.
Several individuals and their organizations, to which GIZ would like to extend its thanks,
made the documentation of these experiences possible. These are the Leyte Island Trainer
Pool, Inc., the Provinces of Leyte, Southern Leyte and Negros Occidental and their pilot
municipalities and cities, the Central Negros Council for Coastal Resources Development
(CENECCORD), Ms. Filma Calalo, Mr. Anselmo Cabrera, Mr. Ed Quitoriano, Mr. Bong
Antonio, Mr. Ubo Pakes, Mr. Nino Keller, the DILG and HLURB staff of the regional offices in
Eastern and Western Visayas, all the reviewers from the National Convergence Initiative
agencies and the National Economic Development Authority (NEDA), who provided valuable
inputs to this knowledge product, and many others who helped to produce this document.
Acronyms and Abbreviations
AIP
Annual Investment Program
BC
Barangay Council
BDC
Barangay Development Council
BDP
Barangay Development Plan
BAIP
Barangay Annual Investment Plan
BDIP
Barangay Development Investment Plan
CBMS
Community Based Monitoring System
CBO
Community-Based Organizations
CDP
Comprehensive Development Plan
CLUP
Comprehensive Land Use Plan
CSO
Civil Society Organizations
CVW
Community Volunteer Worker
DA
Department of Agriculture
DAO
Department Administrative Order
DBM
Department of Budget and Management
DENR
Department of Environment and Natural Resources
DRRM
Disaster Risk Reduction Management
DILG
Department of the Interior and Local Government
EIS
Environmental Information System
ELA
Executive and Legislative Agenda
EMIS
Environmental Management Information System
ENR
Environment and Natural Resources
ENRO
Environment and Natural Resources Office
EP
Ecological Profile
FLUP
Forest Land Use Plan
GFI
Government Financing Institution
GIS
Geographic Information System
GPS
Global Positioning System
HLURB
Housing and Land Use Regulatory Board
ICM
Integrated Coastal Management
IRA
Internal Revenue Allotment
IRR
Implementing Rules and Regulations

9
JMC
Joint Memorandum Circular
LCE
Local Chief Executive
LDC
Local Development Council
LDI
Local Development Indicator
LDIP
Local Development Investment Plan
LGC
Local Government Code
LGU
Local Government Unit
LGU-IT
Local Government Unit-Implementing Team
LITP
Leyte Island Trainer Pool
MHO
Municipal Health Office
MLGOO
Municipal Local Government Operations Officer
MPDO
Municipal Planning and Development Office
MOA
Memorandum of Agreement
NAMRIA
National Mapping and Resource Information Authority
NGA
National Government Agency
NGO
Non-Government Organization
NPFP
National Physical Framework Plan
NSO
National Statistics Office
ODA
Official Development Assistance
PA 21
Philippine Agenda 21
PDPFP
Provincial Development and Physical Framework Plan
PENRO
Provincial Environment and Natural Resources Officer
PLUC
Provincial Land Use Committee
PLUDP
Participatory Land Use and Development Planning
PPA
Program/Project/Activity
PPDC
Provincial Planning and Development Coordinator
PPDO
Provincial Planning and Development Office
PDPFP
Provincial Development and Physical Framework Plan
PO
Peoples Organizations
RHU
Rural Health Unit
RPFP
Regional Physical Framework Plan
RPS
Rationalized Local Planning System
SB/P
Sangguniang Bayan/ Panglungsod
SEMP
Strategic Environmental Management Plan
SEP
Socio-Economic Profile
SEPP
Socio-Economic and Physical Profile
10
SIMPLE
Sustainable Integrated Management and Planning for Local Government

Ecosystems
11
Background and Rationale

Since 2006, the GIZ through the joint efforts of the Environment and Rural Development
(EnRD) and Decentralization Programs (DP) have been supporting through advisory
services and technical assistance, participatory land use and development planning with
LGU partners in Leyte Island and an alliance of LGUs in Negros Islands. The objective was
to strengthen the capacity of local government units at the national and sub-national levels to
sustainably manage natural resources, an entry point of which is in development planning
while improving governance by making planning more community-driven and demandoriented.
However, despite their power to draw up comprehensive land use plans and manage their
territory (Local Government Code of 1991, sections 20, 447, 468A), LGUs are confronted
with a number of challenges in developing and managing their territories due to:
Lack of capacity and expertise in land use planning.

Lack of ownership over externally-formulated land use plans.
Fragmented and multiple sectoral plans.
The need to integrate climate change and disaster risks into local planning.
In response to these pressing issues, GIZ EnRD and DP developed a comprehensive

framework for integrated management and planning for LGUs aptly described as SIMPLE or
Sustainable Integrated Management and Planning for Local Government
Ecosystems. As an integrated ecosystem management and planning approach, SIMPLE
recognizes the dynamic interrelationships and interconnectedness of ecosystems (that is,
from landscape-ridge to seascape-reef). Further, SIMPLE 1) addresses land and resource
governance from a such ridge-to-reef perspective; 2) empowers local communities as it
builds on a participatory land use and development planning process starting at the
barangay level; 3) develops long-term capacity at the local level at affordable costs; 4) links
investment plans with budgets and expenditures; and 5) helps reduce impacts from disasters
and climate change by providing tools and instruments for local governments to cope with
such risks.
What is the Guidebook all about?

Being ecosystems-based, the SIMPLE Facilitators Guidebook gives participatory local
development planning a more integrative character that looks at the impacts of development
on LGU territories including surrounding LGUs sharing a watershed or sub-watershed which
is a natural interaction landscape. The Guidebook bears the experiences of integrating the
forest and coast in the CLUP and harmonizing this with CDP processes under a synchronized
local planning, development investment programming, budget and expenditure
management. It also provides for a unified data set and process description to update or
formulate the CDP quickly once the CLUP is updated or in place.
The purpose therefore of the Facilitators Guidebook is to provide a useful resource for the
Trainer Pool who will in turn, provide facilitation and mentoring to LGU staff in facilitating
data gathering, in plan formulations and adoptions, and in writeshops and documentations.
12
The Facilitators Guidebook also hopes to enable provincial reviewers as well as municipal
facilitators of the CLUP and CDP formulations to acquire the knowledge, orientation, and
skills in making their processes truly participatory, conflict-sensitive, and genderresponsiveness.
.
The SIMPLE Facilitators Guidebook is not meant to replace any official land use and
development planning guidelines. Its purpose is to supplement existing guidelines and
procedures by offering an ecosystem-based land use planning and integrating a
sustainability dimension into the process.
This Guidebook is a companion document to three other documents developed by GIZ,
namely, the SIMPLE Product Description which succinctly describes the elements and
features of the SIMPLE approach; the SIMPLE Training of Trainers Manual which provides
the skills to become good trainers and facilitators; and the SIMPLE Trainers Toolkit which
contains the thematic tools and exercises to enhance trainers skills in facilitated
development planning.
All these knowledge products draw from the experiences of GIZs LGU partners in Leyte
Island and an alliance of LGUs in Negros Islands, including Mindoro Occidental, and Antique
in the implementation of the SIMPLE approach.
Who is the Guidebook for?

The Facilitators Guidebook is intended for use of the Trainer Pool, a multi-disciplinary team
of local experts from the province and municipal LGUs who have undergone the Training of
Trainers as preparation for the facilitation of the SIMPLE approach. However, those coming
from the academe, civil society organizations and Regional Line Agencies can also become
part of the Trainer Pool.
How is the Guidebook Organized?

The Facilitators Guidebook is divided into the following sections:
Section 1 provides the background and rationale for developing the Guidebook. It also
describes who it is designed for, how it is organized, and how it is to be used.
Section 2 is divided into the following phases and process steps (see Figure on page 14):
Phase 1: Trainer Pool Formation
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
Selection of members of the Trainer Pool

Issuance of Executive Order
Conduct of training of trainers and establishment of provincial GIS unit
Conduct specialized training
Institutionalizing the Trainer Pool
13
Phase 2: Linking Provincial with Municipal or City Development Strategies

Step 1. Review of the physical and development framework
Step 2. Evaluating existing resource use and management regimes using R2R
Step 3. Defining an indicative land use and development strategy
Phase 3: Comprehensive Land Use Planning
Barangay Level
Step 1. Getting organized (Preparatory Phase)
Step 2. Orientation and mobilization of barangay-LGU and communities
Step 3. Barangay resource, hazards and vulnerability assessment and analysis
Municipal/City Level
Step 1.
Step 2.
Step 3.
Step 4.
Step 5.
Barangay Development Plan consolidation and integration

Inventory of ordinances relating to Zoning Ordinance
Conduct of sectoral, intra- and cross-sectoral studies
Physical and development strategies finalization through workshop series
Formulation and legitimization of Comprehensive Land Use Plan and Zoning
Ordinance
Phase 4: Linking Plans and Budgets:

Comprehensive Development and Investment Programming
Step 1. Review existing Comprehensive Development Plan in relation to the
Sangguniang Panglalawigan-approved Comprehensive Land Use Plan and
Zoning Ordinance
Step 2. Formulate Local Development Investment Program
Step 3. Draw out Annual Investment Plan from the Local Development Investment
Program
Phase 5: Management and Implementation:
Monitoring Budgets and Expenditures and Enforcement of Zoning
Ordinance
Step 1.
Step 2.
Step 3.
Step 4.
Review existing monitoring instruments

Formulation of a monitoring and evaluation plan
Monitoring of Budgets and Expenditures (Plan-Budget-Expenditure Link)
Enforcement and Monitoring of the Zoning Ordinance
Each phase as described in the Guidebook is provided with:

a brief overview of the phase
a set of objectives;
an outline and description of the various steps to undertake; and
when necessary,
tools that can easily be adapted.
Section 3 the Guide to Useful Resources will enable facilitators to review publications and
other materials for more information on specific topics.
14
Section 4 is the Glossary. While the Guidebook tries as much as possible to avoid the use
of jargons, this, of course, is just not possible. Wherever specific terms are used, the
definitions are then collected in the Glossary.
Section 5 includes Annexes with references to other resources which may be reproduced as
handouts for, or used in training activities with all those who may be involved in participatory
land use and development planning.
The list of resources, glossary, and annexes are contained in the enclosed CD.
Also, a web-based version of the Facilitators Guidebook including the Training of Trainers
Manual and SIMPLE Toolkit is developed to offer the Trainer Pool enhanced access,
navigation, and search capabilities. These SIMPLE knowledge products can be accessed at
http://www.giz.de/enrd.
.
How is the Guidebook Used?

Throughout the Guidebook, icons are used to draw the provincial/city/municipal
trainers/facilitators attention to important concepts, ideas, reference materials, and tips or
suggestions.
REFERENCE MATERIALS
The Guidebook is based on numerous references which contain many
useful tools and instructions for conducting the various activities. When
you see this icon, you will be directed to a specific reference material
for further details.
TIPS
This icon will tell you of useful ideas and/or suggestions on how to deal
with a particular issue or task.
TOOLS
The use of participatory tools and methods is integral to participatory
land use and development planning approach. The tools facilitate the
performance of certain tasks carried out during planning particularly the
assessment of community resources and in the utilization of the results
of the assessment.
IMPORTANT
This icon gives you important reminders or warnings on a particular
issue or task.
ANNEX
This icon refers you to the Attachment for a particular topic or
instructions.
15
The Facilitators Guidebook is also used best together with the Training of Trainers Manual
and the Trainers Toolkit as all three reference materials make quite a number of crossreferencing for the purpose of either to provide more details or to substantiate a discussion
or an activity. Like the Trainers Manual and the Toolkit, the Facilitators Guidebook also
employs participatory and interactive methodology, which requires that participants be
actively involved in sharing local knowledge. Activities and exercises are provided to take
advantage of the skills, experiences and knowledge participants bring with them. Most of the
exercises are elicitive, meaning they are designed to draw out or even provoke responses
and use participants knowledge as the basis for discussion and learning.
The Facilitators Guidebook should not be seen as a rigid set of rules

to be followed or a prescription for how SIMPLE should be carried
out. Instead, it should be viewed merely as a set of guiding
principles or options for adaptation to different local circumstances.
This means, in practice, users may opt not to follow the sequence
exactly as they are but employ activities that will help them with
particular aspects of the development planning.
While many of the tools, suggestions and illustrations used in the
Guidebook are practical for all communities, some of them will be
more useful if they are modified to suit the particular socio-cultural
environment as well as the political conditions of the communities
where the Guidebook is to be used.
A Note to Users
The preparation of this Guidebook is based on a number of documents, literature, and other
materials that describe land use and participatory development planning. More importantly,
the Guidebook is based on experiences of the Trainers Pool on the application of the
concept and practice of participatory land use and development planning process. Drafts of
the Guidebook have been reviewed by experienced practitioners and LGU facilitators. Users
of this Guidebook are requested to document what has worked well in their communities,
and what needs improvement in the way the Guidebook was written, so that we can develop
an improved edition later. You may send your comments and suggestions to:
Environment and Rural Development (EnRD) Program

PDCP Bank Centre, cor. V. A. Rufino and L.P.Leviste Streets
Salcedo Village, Makati City
Tel. No. +63 02 812-3165 local 17
Website: http://www.giz.org
16
SIMPLE Phases and Process Steps
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation
Issue Executive Order

by the Local Chief
Executive
Select members of the

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training
Review of the physical

framework aspect
Review of the
development aspect
Defining an indicative
land use and
development strategy
Filling up of the
Strategic Physical Plan
Matrices
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources
Conduct sectoral, intra-,

and cross-sectoral
studies
Formulate/ legitimize
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
Inventory ordinances
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
the zoning ordinance
Formulate M&E
Plan
Monitor if budgets and
expenditures are linked to
the CLUP, CDP, LDIP
17
Notes
18
19
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation

by the Local Chief
Executive

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training

framework aspect
Review of the
development aspect
land use and
Filling up of the
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources

and cross-sectoral
studies
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
Formulate M&E
Plan
the CLUP, CDP, LDIP
20
Trainer Pool Formation
Overview
Embarking on SIMPLE requires the establishment

of a team of planning facilitators referred to as
Trainer Pool. Team members come from the
province with municipality or city technical
staff, identified and organized through an
Executive Order (EO) from the Local Chief
Executive (LCE) who designates the members of
the Trainer Pool, specifies their tasks and
functions, and approves the budget and the
Trainer Pools proposed plan of activities.
To identify, organize, and formalize the

Trainer Pool; and
To identify appropriate training module/s to

which the Trainer Pool can learn to effectively
implement SIMPLE.
Objectives
Process Steps
5
4
3
2
1
Select
members of
the Trainer
Pool
Issue EO by
LCE
Conduct
Training of
Trainers
Conduct
Specialized
Training
Institutionalize the
Trainer Pool
21
Step 1. Select members of the Trainer Pool.

The Trainer Pool (also referred to as the LGU
Implementing Team) is a multi-disciplinary team of at
least 15 to 20 (or more) facilitators and/or trainers
identified from the various offices or departments of the
province with the municipal or city government unit
(M/CLGU) ensuring inter-phasing across local
government units - who will undergo the training on SIMPLE in order to be able
to implement it. Other members of the Trainer Pool may also come from the
various regional line agencies, the academe, non-government organizations, and
civil society.
Box 1.1. Knowledge and experience required of members of the Trainer Pool
Basic principles of communication and facilitation

A general knowledge of local development planning process
Familiarity with local context
Use of participatory tools and techniques
Ability to document a planning process
Step 2. Issue Executive Order by LCE.

To legitimize the existence of the Trainer Pool, it is important that the Local
Chief Executive (LCE) issue an Executive Order (EO) which will formalize the
creation of the Trainer Pool. It is the LCE who designates the members of the
Trainer Pool, specifies their tasks and functions, and approves the budget and
the Trainer Pools proposed plan of activities.
Step 3. Conduct training of trainers (TOT) and

establish the provincial GIS unit.
It is important that the Trainer Pool members undergo training of trainers (ToT)
on SIMPLE including participatory rural appraisal techniques, thematic mapping,
and the basic and advanced courses on Geographic Information System (GIS).
This is to build the capacity of the Trainer Pool to become effective trainers and
service providers to other LGUs.
GIS capacities are needed in order to digitize geospatial information collected
during the planning process. A special GIS data storage and viewer software (the
Map Viewer) was designed by GIZ and will be provided to partners to manage
data. Other GIS applications can be used free-of-charge, such as open source
products, to create and produce geospatial information. A GIS Unit has to be setup at the provincial level to lead this process and support other municipalities,
who may choose to set up their own GIS units.
22
Step 4. Conduct specialized training.

A number of modules have been developed to prepare the Trainer Pool in the
implementation of SIMPLE with LGUs (See Box 2).
The TOT may start up with these modules and build up towards application of
content and acquired facilitation skills into the SIMPLE processes that serve as
the integrating phase of the TOT. The SIMPLE facilitators guidebook helps in
steering its application on the ground.
Box 1.2. SIMPLE modules for specialized training
Module 1
Basic Facilitation Skills
Module 2
Integrating Climate-Change Adaptation into Local Land Use and
Development Planning
Module 3
Disaster Risk Reduction and Management
Module 4
Conflict Management
Module 5
Gender Sensitivity and Responsiveness
Module 6
Harmonized CLUP-CDP
Module 7
Inter-Level Plan Integration for CLUP and CDP
Module 8.1
Integration of Forest Land Use and Coastal Land Use Plan into the CLUP
Module 8.2
CFRM and CLUP Integration
Module 9
Development Investment Programming and Budgeting
Module 10
Local Legislation and Codification for Development
Module 11
GIS
Step 5. Institutionalize the Trainer Pool.

The Trainer Pool may incorporate itself and become a duly registered
organization by the Securities and Exchange Commission (SEC). Bringing this
pool to a higher form of a sustainable professional organization, they may
decide to become a partner of a bigger body like a regional network of service
providers or a consortium dealing with land administration and management or
land use and development management. The Trainer Pool, as an equal partner
of a network or a consortium, may directly provide training services for and in
behalf of the network or consortium.
The Network Consortium will provide a platform for dialogue in discussing and
resolving land related issues and concerns as well as responding to requests from
local governments for services. Based on a needs assessment conducted by the
Consortium, services can be offered such as land use planning and facilitation,
plan implementation, project feasibility studies, monitoring and evaluation or
the SIMPLE training and modular inputs on various thematic concerns. The
Consortium will charge membership fees and offer its services against payment
to cover its costs. Fees and honoraria follow the rules and regulations for service
providers by the Department of Science and Technology (DOST). This fills a
much-needed gap, as the Consortium can offer quality outputs at much lower
costs than current service providers.
23
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation

by the Local Chief
Executive

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training

framework aspect
Review of the
development aspect
land use and
Filling up of the
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources

and cross-sectoral
studies
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
Formulate M&E
Plan
the CLUP, CDP, LDIP
24
Linking Provincial with Municipal or City

Development Strategies
Overview
Objectives
The second phase in the implementation of SIMPLE

as an integrated planning and management
framework involves defining the crucial links of
local land use planning and development with the
wider provincial development and physical
framework and regional considerations. Planning
does not take place in a vacuum. For development
to be effective and sustainable, local level plans
must take into consideration key policies and
development strategies formulated at the
provincial level to serve as guidepost in the
formulation of the indicative municipal land use
and development concept. This approach ensures
the institutionalization of policies and strategies
that synchronize the adoption of a viable physical
framework strategy that promotes a balanced
economic
and
sustainable
environment
development. It should be noted however, that
this is just one side of the equation. For the local
level plans to be responsive to the needs and
aspirations
of
their
constituents,
policy
considerations emanating from the component
barangays shall be integrated into the indicative
municipal land use and development framework.
Integration of information generated at the
barangay level would further refine the municipal
framework plan and support its successful
implementation by encouraging inputs from and
active participation of the barangays.
To gain a good understanding of the provinces
physical framework and development direction
as guidepost for the preparation of the
municipal CLUP;
To understand the role/s of LGUs in the
development direction of the Province;
To appreciate the watershed context of the
LGUs and impacts of development paths of
LGUs within the watershed/sub-watershed
where the municipality/city is located;
To be able to draw an indicative land use and
development strategy;
25
Process Steps
3
2
1
Review the
physical and
development
framework
Evaluate existing
resource use and
management
regimes using
the ridge-to-reef
lens.
Define an
indicative land
use and
development
strategy
Step 1. Review the physical and development

framework aspects.
This crucial phase highlights the downward vertical integration of development
plans. As such, the Phase links local land use with the wider provincial physical
framework and regional considerations.
Resource Materials to Use:
Physical Framework Plan Map/s in the PDPFP

Available watershed/s maps, studies (water resource; bio-diversity,
etc), characterization
Environmental Impact Studies/Assessments
Forest land Use Plans, ICM/CFRM Plans
Protected Areas General Management Plans
26
It is important for municipal governments to gain a

good perspective of how the province lays out its
physical framework and development direction as this
will serve as guidepost for the individual municipal
governments preparation of their comprehensive land
use and development trajectory.
Against this
background, the LGU Implementing Team is then best
equipped to facilitate the SIMPLE approach with a full
knowledge of the watersheds and sub-watersheds
that town/city belongs to and understanding its biophysical attributes.
A review of the provincial development strategies will
help understand:
the extent to which the measures are within
the limits of carrying capacities of the biophysical attributes;
role/s of the town/city and adjacent town/city
to the growth path of the Province;
positive or negative impacts of the
development strategies to the town/citys own
development direction.
Likewise important is the positive/negative
Taking stock of the dynamicdevelopment
relationship ofimpacts
resourcesofand
trajectory
will
thegrowth
current
and future
provide the LGU planners and
implementing
teams
with
a
good
perspective
measures of towns/cities that share of
the
how best to structure theirwatershed/sub-watershed
strategies for identifying areas
programs,
projects
and
to the bio-physical
activities (PPAs) as well as attributes.
investments This
and budget
will contribute
to the
body ofthat
knowledge
provides
the
achievement of objectives and
priorities
at the
provincial
level.
LGU
planning
and
implementing
team with the
decision points to arrive at their indicative land
use and development direction.
A review of the provincial development strategies
will help understand:
the extent to which the measures are

within
the limits of carrying capacities of
Resource Materials
to Use:
the bio-physical attributes;
role/s of the town/city and adjacent
Spatial and Development Strategies in the PDPFP
town/city to the growth path of the
Roles of LGU concerned as Province;
captured in the PDPFP, including that of the
province in regard to itsrole
in the or
region
and its
contribution
positive
negative
impacts
of the to
national development strategies
and targets
development
strategies to the town/citys
own development direction.
27
Step 2. Evaluate existing resource use and management

regimes using the ridge-to-reef lens.
To achieve the objective of this activity, the local planning team shall make full
use of the strategic ecosystem spatial matrices which aids in closely examining
the characteristics of the watershed or sub-watershed in terms of the number of
towns and barangays that lie within its natural boundary, the impact areas and
the interplay of the ecosystems therein including the number of vulnerable
households, particularly on the risks associated with climate change and hazards
or disasters. The matrices consist of four (4) major parts. The first part draws
out information on the directly and indirectly affected areas/households
(town/barangay), values/beneficial use, risks and hazard threats and frequency
of these. The three other matrices likewise generate similar information but
this time, they pertain to the uplands, lowlands and coastal areas. While the
exercise may be facilitated through discussions and series of sessions with
technical and planning staff, contribution from and active participation of
various stakeholders would further enhance the general understanding of various
ecosystems and improve the chances that the plan would be implemented to the
fullest.
Box 2.1. Importance of evaluating existing land and water resource use and
management regimes using the R2R approach as critical input to the
development and formulation of the indicative municipal land use and
development framework:
Generate strategic information that will guide the LGU Implementing Team in
identifying key areas that require specific and viable management and
development interventions.
Provide the LGU Implementing Team with basis for informed decision on which
specific watershed and sub-watersheds would receive immediate and priority
attention considering the critical links of the various terrestrial and marine
ecosystems found within the watershed. These set of information provide
sufficient ground for crafting the preliminary or indicative land use and
development framework in order to guide the component barangays in the
formulation of their respective barangay development plan.
28
Equally important at this stage is to put in the climate

change lens amongst the local planners. A good
material for this purpose is a presentation of the
result of downscaled global climate change models at
either the regional, provincial or major watersheds.
The information may be derived from special studies,
PAG-ASA, UP Marine Science Institute (MSI), Manila
Observatory and other climate change institutions.
See Module 2 - CCA and

Module 3 - DRRM of the
SIMPLE Toolkit.
Tools to Use:
Strategic Spatial Planning Matrices:
Use of integrated data sets (based on ridge-to-reef transect) for

indicative analysis of local CLUP strategic physical framework
Political, Use Value and Risks
Upland/forestlands
Coastal areas/municipal waters
Lowland/built-up areas
See Module 6 Inter-level

Plan Formulation of the
SIMPLE Toolkit.
It is equally important at this point that a population

analysis is done by the LG-IT to determine as well the
population dynamics vis--vis the carrying capacity
of their ecosystems. Population analysis is best
done using the consolidated results of the social
census survey or CBMS whichever is available and
the projected population per NSO 2010 survey
results.
29
Refer to the following attachments:
ANNEX B - Mapping Population Dynamics and Data Analysis

ANNEX C - Suggested Guide to CLUP CCA-DRRM
ANNEX D Mapping Population and Climate Change Hotspots
ANNEX E Guide to Making the CCA_DRRM Storyline
Step 3. Define an indicative land use and

development framework or concept.
Given the amount of information that will be generated as a result of the review
of the thrusts of the provincial development and physical framework plan and a
rapid and participatory evaluation of the strategic ecosystems using the
watershed approach, the municipality or city shall then proceed with the
formulation of the indicative land use and development framework.
The indicative municipal physical framework

describes in broad strokes the envisioned
development pattern for the entire municipal/city
territory. On one hand, it shows in map form the
spatial allocation of various land uses based on
established national policies and development
criteria, and on the other, it outlines the
description of the preliminary policies governing
the management and use of identified land uses.
This information shall then be shared with the
barangays to guide the communities and the
stakeholders in clearly defining their development
vision and the structural framework for the
allocation of land and water resources based on
agreed criteria.
30
Step 3. Continued.
This activity is undertaken by taking stock of the various assumptions, thematic
and decision maps in the provincial development and physical framework plan.
Aside from the physical framework map itself, other relevant thematic maps
that shall be reviewed and analyzed include:
settlement map
protection land use
biodiversity map
production land use
infrastructure and
utilities map
In addition, critical assumptions that should also be closely examined include
those that pertain to the analysis of settlements and the direction and allocation
of lands based on a comparative analysis of the demand for and supply of lands
for urban development. Together with the results of the watersheds and
ecosystems analysis, the preliminary or indicative development concept and
direction for the municipality/city is arrived at.
The above process is then followed by a revisit of the existing VISION statement
of the municipality and the analysis of its descriptors is critically examined and
the vision statement is thus enhanced. The development concept with the
enhanced Vision statement (incorporating being climate and disaster smart,
environmentally friendly), is then presented in map form accompanied by a brief
narrative describing the potentials and spatial limitations of the municipality.
At this point, it must be emphasized that the

conceived municipal development strategy is
indicative or preliminary in nature and that further
refinement is expected to be undertaken as the
planning process advances toward the formulation of
the municipalitys comprehensive land use plan.
The information that will be mainly used in crafting the municipal framework depends
largely on the development and physical framework policies set out at the provincial
level with additional information culled from the evaluation of ecosystems using
watershed.
These information however are too broad in nature and may in fact require and
benefit from further details or additional information at the barangay level in order to
support its claim.
In addition, the land use categories developed in the provincial physical framework
plan are often too general and are broadly delineated on a map. However, this does
not, in any way diminish the strategic importance of the indicative municipal plan nor
downplay the significance of the policies it is attempting to promote.
On the contrary, the indicative municipal land use and development strategy provides
the basis for harmonizing the development and physical policies of local government
units and in the process, facilitates the planning process at various levels of
governance.
31
Box 2.2. Illustrative examples of indicative land use and development concept
32
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation

by the Local Chief
Executive

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training

framework aspect
Review of the
development aspect
land use and
Filling up of the
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources

and cross-sectoral
studies
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
Formulate M&E
Plan
the CLUP, CDP, LDIP
33
Comprehensive Land Use Planning
Overview
SIMPLE Phase 3 is set within the ambit of CLUP

12 steps, particularly Steps 1, 2, 3 and 4. The
processes described in this Phase demonstrate in
how far SIMPLE amplifies the basic principles
upon which CLUP updating is built on:
participatory and all-inclusive , promoting local
autonomy and ownership, consistency of plans at
the national-provincial and local levels.
The core of SIMPLE is embedding in the approach
the processes and tools for data processing that
on one hand, generates a sufficient level of
planning database (statistical, maps and
analytical tools) and on the other, highly
contributes to empowering communities in their
self-determination
The illustration below shows in which of the
CLUP 12 steps SIMPLE approach is applied to
strengthen CLUP outputs such as mainstreamed
DRR and CCA and where forest, lowland and
coastal integration and impacts are highlighted.
34
Phase 3 takes off with a clear indicative land use

and development concept that provides the core
track or course for facilitating the content and
processes in Parts 1 and part 2 of the Phase. For
one, it gives immediate focus to the critical
potential risks in terms of land size, population
and livelihood for climate change and hazards.
Against it as a backdrop, CLUP Steps 1, 2 and 3
take place. In particular, the municipal/city
vision is re-visited; and in the light of the
implications derived from the indicative land use
and development concept, the descriptors of
elements and success indicators may need more
elaboration. The vision-reality gaps based on
the revisiting in turn provides ground for more
realistic goals.
See Module 7 Harmonized CLUP and

CDP of the SIMPLE Toolkit
A large part of CLUP Step 4 - Situational Analysis
is also undertaken with the SIMPLE processes
particularly in generating issues, problems and
possible solutions for the four development
components:
economic,
infrastructure,
government administration, social development
and environment. It is within this realm that
Phase 3 is nested. Below is a schematic diagram
to show the extent to which SIMPLE approach
reinforces the CLUP situational analysis.
35
Box 3.1. Schematic diagram to show the extent to which SIMPLE approach reinforces the
CLUP situational analysis.
Phase 3 consists of two parts:
Part I involves the generation of data and

information at the barangay level in order to assess and
analyze the local community situation particularly in
terms of the interplay of demographic as well as spatial
trends and patterns and changes in these, which will
highlight potentials and limitations for planning
consideration. This is particularly important in reference
to the risks that need to be dealt with to proactively
respond to impacts of climate change and hazards in the
territory. Data and information generated during this
stage about the barangays are reviewed and validated
using a variety of participatory methods and techniques
including participatory mapping.
Starting from the synthesis or the pulling together of
all of the data and information, the process proceeds by
formulating the barangays vision and mission,
identifying issues and concerns from the analysis of the
data and information earlier generated, looking for links
between causes and effects of problems, and identifying
ways to address them through program or project
interventions. Part 1 ends up with the legitimization and
adoption of Barangay Development Plans. At this level,
most conflicts and issues surface and can be dealt with
appropriately. This Part 1 documents the conflicts
relating to land use regulations or lack of it.
36
Part 2 on the other hand focuses on the

formulation of the comprehensive land use plan at the
municipal and city level. The outputs of community
visioning and thematic mapping exercises done at the
barangay level are consolidated/maps stitched and serve
as critical input to the local planning and implementing
teams finalization of the municipal/city indicative land
use concept.
The current land use map drawn at the barangay level
gives credence to the Municipal current land use.
Alternatively, the indicative land use concept output of
Phase 2, Step 3 is validated at the barangay level thru
the participatory processes.
The SIMPLE approach is a lynchpin for vertically and
horizontally integrating land use and development
planning data, maps and tools application in a ridge to
reef framework as shown below:
Box 3.2. SIMPLE approach as a lynchpin for vertically and horizontally integrating land
use and development planning data, maps and tools application in a ridge to
reef framework.
37
To engage the community in data generation

and processing for CLUP-CDP baseline data
requirements;
Objectives
To stimulate ownership and responsibility for

carrying out land use and barangay
development plans;
To finalize the Comprehensive Land Use Plan
and Zoning Ordinance consistent with
national laws and ordinances affecting the
management of the city/municipal territory
while validating the same with the barangays
as stakeholders of the Plan;
To contribute to the implementation,
monitoring and evaluation of the land use
and development plans.
Process Steps
CLUP Primary Stakeholders Level
3
2
1
Preparatory
activities
Orientation and
mobilization of
barangay-LGU
and
communities
Barangay
Resource
assessment and
analysis
Municipal or City Level
5
4
3
2
1
BDP
consolidation
and integration
Inventory of
ordinances
relating to ZO
Conduct of
sectoral, intraand crosssectoral studies
Physical and
development
strategies
finalization
Formulation
and
legitimization of
CLUP and ZO
38
Step 1. Preparatory Activities CLUP Primary Stakeholders Level.

The following set of activities will enable the LGU Implementing Team to
perform Steps 1 and 2 of the 12-Step CLUP Process, namely:
1 - Getting Organized for CLUP formulations
2 Identifying the Stakeholders.
At this juncture, consensus building among stakeholders starts up and continues
until the legitimization of the CLUP and Zoning Ordinance.
Before conducting the orientation about SIMPLE, the

Trainer Pool should have prepared and/or accomplished
the following:
Memorandum from the LCE to the various
department heads and focal persons (including
gender, climate change and disaster risk reduction
management) requesting them to participate in the
orientation on the SIMPLE framework.
Short program that will serve to guide the
orientation activity and identify who will do what
task. The program will also show the flow of the
activity.
One-page brochure or flyer on the SIMPLE process.
Flip chart illustrating the steps and activities of the
SIMPLE process.
Invitation letter signed by the LCE and addressed to
the different stakeholders.
Stakeholders should include:
-
Representatives of the city/municipal government

and agencies concerned such as the C/MAO,
C/MENRO, C/MSWDO, C/MHO, C/MARO,
C/MLGOO, C/MEO, City/Municipal Assessors
Office, GAD focal person, LDRRMO;
Representatives of civil society organizations or
sectoral representatives
Association of barangay captains
Make sure that gender balance
is achieved!
39
Step 2. Orientation and mobilization of barangay-LGU

and communities.
Conduct orientation with the Barangay Development Council/s
(BDCs).
Before the orientation:
1) Send invitation letter to the Punong Barangays, the Sangguniang Barangay
members as well as NGOs, POs who are members/ representatives of the
BDCs. Attach a general orientation programme to the invitation letter.
This will give the Barangay Council and the members/representatives of
the BDC an idea about what to expect during the orientation.
2) Have a detailed activity design that specifies the program of the
activities, date of orientation, venue, as well as logistics.
3) Assign roles and responsibilities among the members of the LGU-IT (i.e.,
who will do what).
If several barangays have volunteered to engage in the

SIMPLE process, it might be a good idea to conduct the
orientation with the barangays by cluster. Refer to the
Strategic Spatial Planning Matrices to identify the
barangays to compose a cluster. Usually, contiguous
barangays are best clustered together. Agree on the
specific venue (which among the several barangays) and
the best time to hold the orientation.
The barangay population, land area, shared resources and
common problems may also be taken into account when
clustering barangays; these are reflected in the Strategic
Spatial Planning Matrices. The number of barangays to be
clustered may be reduced when one or two of them are
big and heavily populated.
40
Conduct orientation with the Barangay Development Council/s

(BDCs).
During the orientation:
1) Introduce the concept and salient features of SIMPLE. Emphasize how
this is different from the traditional planning process that most
municipalities and barangays have been used to follow. Include in the
discussion the potential benefits and improvements that participatory
planning can bring to the barangay.
2) Discuss how SIMPLE relates to the formulation of the BDP and how the
plan is designed such that it reflects their contribution to actualizing the
Municipal/City Vision, Mission and indicative land use and development
concept.
It is useful to include a presentation and discussion of

ridge to reef concept using as visual the localitys
watershed during the orientation so the barangays would
enhance their understanding of the importance of land
use and development planning.
Community leaders who understand the importance of
resource-based development planning and the potential
benefits of adopting the process to come up with their
own local development priorities will be more effective at
convincing people to participate in the undertaking and
will be more motivated themselves to promote the
process.
3) Discuss the costs and the resources that will be required in carrying out
the SIMPLE in the barangay. Make it clear that the activity requires costsharing between the municipal LGU and the barangay. This will give the
participants an idea of what to prepare for in the event that they decide
to engage in the planning activity.
4) Discuss the need to create a planning team from the barangay which will
work closely with the Trainer Pool in doing all the planning activities.
41
A simple way to organize the barangay planning team is

to consider first the existence of Barangay Development
Council. In principle, the BDC members should form the
core group of the planning team since it is the BDC which
is mandated to do planning in the barangay, hence it is
important that the BDC play an active role in the process.
The prevailing practice of having the Sangguniang
Barangay assume the role of the BDC in development
planning is therefore strongly discouraged!
Note: If the BDC is not active or functional, there might
be a need to reactivate (or in some cases, reorganize or
reconstitute) the BDC prior to the SIMPLE orientation. It
may also be necessary to hold a reorientation on the role
and function of the BDC. It is best that the reactivation
or reconstitution of the BDC be done by the LGU
Implementing Team together with the City/Municipal
Local Government Operations Officer (C/MLGOO).
Box 3.3. Functions of the Barangay Development Council (BDC).

1. Mobilize peoples participation in local development functions efforts;
2. Prepare barangay development plans based on local requirements;
3. Monitor and evaluate the implementation of national or local programs and
projects; and
4. Perform such other functions as may be provided by law or competent
authority.
SOURCE: The Local Government Code of 1991
During the orientation:

5) If there is no way by which to reactivate or reorganize the BDC, ask the
Punong Barangay to identify people who may be involved in the planning
process. To ensure geographical as well as sectoral representation, it is
necessary to include membership from the following groups:
-
Sitio or purok leaders who have been appointed to the position

because of their potential to lead a sub-unit of the barangay;
Representatives of population groups in the barangay such as
women, youth, indigenous peoples, farmers, fisherfolks,
professionals, businessmen, etc;
Recognized informal leaders in the barangay;
Community Volunteer Workers (CVWs).
42
The composition of the planning team from the barangay

is crucial to the success of the development planning
process.
Having
broad-based
and
appropriate
representation of planning members will allow wider and
more dynamic interaction.
Box 3.4. Criteria for the selection of members of the planning team from the barangay.
A good sectoral representation. It is important to have the various population groups

and sectors properly represented. This includes men and women, senior citizens and
youths, farmers and fisherfolks, and representatives from different religious, ethnic
and social groups etc. It will be advantageous to have the sectoral representatives of
the Barangay Development Council.
Familiarity with the local area. It is advisable to include in the planning team
individuals who have a certain degree of familiarity with and knowledge about the
local community in terms of the landscape, terrain, people, and places.
Availability. People in the community engage in a number of activities. Sometimes
the activity may coincide with the planting or harvesting season; sometimes it may be
the celebration of a feast. In the case of barangay officials, it may sometimes coincide
with important official function; hence most of the people in the barangay may not be
available to take part in the activity.
Willingness to commit time and effort. Sometimes people may be willing to
participate but lacks the time to do so because of the need to give priority to earn
income rather than participate in development activities. This often hampers the
active participation of the community in development activities that concern them.
Adequate understanding of the process. It is good to involve in the development
planning process people who are open to learn and are willing to gain experience,
knowledge and skills from participation.
It may also help to discuss the following with people why
they might like to participate and think about what might
motivate them to participate:
Ownership, this is a development plan for and by the

community, not that of any particular interest group
or local authority;
Improved quality of product, the more ideas and
contributions, the better the development plan will
be;
Emphasize the action nature of the development
plan, which will lead to change in the community;
Emphasize that the plan will be realistic, and that
short term interventions will be identified so there
can be rapid follow-up (if possible linked to
guaranteed basic funding);
Emphasize that the planning process is intensive in
the first year to get the plan developed, but is quicker
in subsequent years in a plan review process.
43
6) Ensure the commitment of the Sangguniang Barangay in the conduct of

the planning process. It is necessary to ascertain that the barangay
commits the following:
-
The active participation of the BDC and other barangay planning

facilitators throughout the planning activities;
The cost- and resource-sharing which includes venue for training,
meals and snacks during training, and travel expenses of the CVWs
to and from the training venue;
Agreement on the work plan which will cover the period when the
planning sessions will be conducted, the activities to be
undertaken and who will be responsible for each activity or set of
activities (who-will-do-what), and the time frame for each
activity.
Conduct community orientation through the Barangay Assembly.

This activity aims to:
formally introduce the SIMPLE process and activities to the whole
barangay;
seek barangay commitment and support to sustain the SIMPLE
activities.
1) Agree/Decide on the following:
-
Who should attend the Barangay Assembly? (Whole barangay or

agreed upon representations? If the latter, what are the
areas/sectors/groups to be represented and how many
representatives each?
How will the people be informed about the Assembly (that is,
the information dissemination strategies)
What are the specific tasks to be done and who should do
what?
What options may be considered in cases where participation
of many is impossible to attain for various reasons: having the
sessions in the evening? On weekends? Or during time slots
that critical sectors need to participate?
2) Consider the following topics in the presentation/orientation:

-
Current Community Situation

The Planning Process SIMPLE Steps
Relevant provisions on land use and development planning as
contained in the Local Government Code (LGC) of 1991, CCA
and DRRM Acts; other laws like AFMA, Fisheries Code, Forest
Code, Clean Air Act, Water Code, the Ecological Solid Waste
Act, etc.
The Concept and Philosophy of Land Use and Participatory
Planning Process as embodied in CLUP Guidelines as well as
the roles and functions of the Barangay Planning Team.
44
3) Discuss how SIMPLE relates to the formulation of the BDP and how the
plan is designed such that it reflects their contribution to actualizing the
Municipal/City Vision, Mission and indicative land use and development
concept.
Actual Barangay Assembly:
1) Explain to the Assembly the purpose of the activity:
-
To orient the barangay people on participatory development

planning;
To prepare them for the activities that lies ahead so that they
can act accordingly (either to participate or to be fully
supportive).
2) Briefly discuss the topics making sure that the barangay people:
-
understand and appreciate the relevant provisions on

development planning as specified in the 1991 LGC CCA and DRRM
Acts;
understand and appreciate the participatory planning process, its
rationale and features;
assume responsibility for analyzing their current situation and
formulating their own development plans and programs to
improve their present standard of living;
realize the benefits of adopting a participatory approach to the
formulation of their development plan;
understand the roles and functions of the Planning Team.
3) Present the pre-finalized venue, days and time of the participatory

planning activities for validation. Make necessary adjustments based on
suggestions.
The orientation with the community through the

Barangay Assembly is a consultative process designed to
mobilize the social as well as the political support
necessary for carrying out the participatory barangay
development planning process.
Facilitators must be able to adapt to the inevitable noshows, late starts, etc. Best use must be made of the time
available such as spontaneously deciding to use another
tool, reducing the tasks, etc. With increasing confidence,
facilitators can use any times and groups in a creative
way.
45
Box 3.5. Some things to consider in the planning sessions.
Considering the long-running activities to be undertaken and the need to divide

tasks among the members of the planning team, it may be helpful or necessary to
form the group into Host Teams, the composition of which may be done at random,
by area of representation, or by any other basis deemed most effective by all.
Tasks of the Host Team for the day:
- Timekeeper
- Recapitulation of the previous days activities
- Physical arrangement of the workshop venue
- Provide energizers/unfreezing/ice-breaker exercises
Ensure that all members of the Host Team play some role.
Allow the participants to begin the day with welcome and customary greetings.
Where possible, let groups work independently, but check that participants
understand the task and are carrying it out correctly.
Step 3. Barangay resource assessment and analysis:

Participatory Rapid Appraisal (PRA)
1) Review and validate existing or available data and information (secondary
data) about the barangay.
A review and validation of available data and information (including maps)
about the barangay would be important to determine what data and
information are existing and what are lacking. By reviewing the available
data, the LGU-IT and the planning team from the barangay will have initial
knowledge of the situation of the community. This activity will also help to
save on time and resources because there is already data, information and
maps to start with and work on.
2) Having identified the data gaps, identify the possible sources of the
data/information as well as the maps.
Data and information about the barangay that are lacking or not available
may be sourced from any of the following:
Updated Community-Based Monitoring Survey (CBMS) data
Barangay Health Workers Monitoring Sheet
The Municipal/City Planning and Development Office and other LGU
offices and departments as well as line agencies
NGOs and community-based organizations could also provide relevant
and, more often, updated information.
Other data generated by national agencies and other organizations
are also rich sources of useful data for planning such as, but not
limited to:
- Results of Millennium Development Goals (MDG) surveys
- Minimum Basic Needs Survey
- Barangay Governance Performance Management System
(LGPMS)
- Brgy. Ecological Profile
- Social Census Surveys
46
Old CLUP/CDP/BDP
Protected Areas General Management Plans that may already
have biodiversity assessment results
Ordinances (i.e. coastal barangays)
Budget Expenditure data if available
As it takes time to conduct a social census survey in the absence of an

updated CBMS or other demographic data source, the practical approach is to
conduct this ahead of the planning proper to coincide with the social
preparation tasks that the LG-IT will undertake.
3)
Discuss the barangays knowledge of the resources in the area, the

problems they encounter, and their vision of the future, in consonance
with the Municipal/City Vision.
This exercise aims to:
Identify the position of key physical and natural resources in the
barangay;
Identify problem areas and areas of opportunity in the barangay.
Tools to Use: Mind Maps

A tool used to gain the barangays perspective of their current spatial layout; issues
which affect different parts of the community (Problem Map); their natural resources
and biodiversity (Resource Map);as well as how it came about and possible future
options to improve their living environment (Vision Map).
4) Discuss the history of the barangay and other significant events that
have occurred over time.
Explain the history of development in the barangay including the

major events that affected its bio-physical and socio-economic aspects.
Identify the impacts and effects of these major events on the lives of
men and women, their livelihoods as well as their implications for the
future including for the different ethnic, religious and societal groups as
well as in maintaining the integrity of ecosystems
Discuss the changing trends with respect to access to, and status of
natural resources, and show how these are linked with changing quality
of life/poverty and gender equality trends. Ensure environmental and
climate information is included in the terms of reference for the
assessment, specifically looking for information on increases or
47
changes to climate-related risks.

It is important in the development of plans to first have some
understanding of where the community has come from, that is, its basic
history. Using the PRA tools called Timeline and Historical Transect,
the community members are able to develop a sequence of events in a
joint manner. In this way, the barangay and the municipal facilitators
gain an understanding of what has worked and what hasnt in the
community, as well as the general trends over the years, which will
contribute to better plan formulation.
Tools to Use: Timeline and Historical Transect

Timelines and historical transects are simple graphic methods of representing a
sequence of past events that a community considers important. They are effective tools
in capturing the major disasters and climate-related events that have occurred and their
impacts on people and landscapes of the barangay.
5) Describe the existing situation of the barangay in relation to its socioeconomic attributes.
Understand seasonality of agricultural and non-agricultural workload,
food availability, incidence of pests and diseases, gender-specific
income and expenditure, and other aspects of human activity that have
established a certain trend or pattern over the course of time;
Analyze perceptions of wealth differences, distributions and inequalities
in the community;
Understand the communitys agricultural production system including
yield, labor, market, expenditures, and income and the contribution
different community members make to the system;
Learn about sources of income (cash and kind) in the family, how
income is spent and what implication that has on the economic status of
the family.
Provide the first hand information necessary to accomplish the
scalogram and to fill in the data gaps often experienced during Sectoral
Studies for the CLUP formulations
48
Tools to Use: Seasonality Diagram, Wealth

Ranking, Production Flow Chart
Seasonality Diagram is a very useful tool for determining the patterns and trends of
community life throughout the year. This is also facilitated to capture the changes in
seasons and its effects on peoples health and livelihood.
Wealth Ranking used to determine the economic attributes of the households in the
barangay. It helps to investigate perceptions of wealth differences, distribution and
inequalities and to identify and understand local indicators and criteria of wealth. This
is also a way for the community to articulate how many percent belong to the poorest
of the poor in their barangay.
Production Flow Chart one of a range of tools that can be used to develop an
economic assessment on the major source of income in the community. When
facilitated, it also can provide information on climate change adaptation measures
that farming and fishing communities are doing to become resilient.
Income and Expenditure Tree is a tool that helps to identify and quantify the
relative importance of different sources of income and expenditures within the family
household.
6) Analyze the services and service providers in the barangay.
Identify different organizations, inside and outside, that are operating in
the barangay, and how important and/or accessible the services they
provide.
It is very important to understand the roles played by

different organizations in the community, how important
they are perceived to be and how helpful or accessible
they are perceived to be by the community.
49
Tools to Use: Venn Diagram, Service Map

Venn Diagram is a participatory tool that uses circles as symbols to identify community
institutions (both internal and external) and the nature/ status of their relationships to
the barangay. This visualizes the extent of influence of an organization on the
barangays decision-making processes and the magnitude of assistance/help an
organization has done to the barangay.
Service Map is a participatory tool that identifies location and approximate distance of
basic service facilities in and outside the community. This provides a glimpse into the
level of satisfaction of the barangay on services delivery.
Results of the Venn Diagram and Service

Map exercises are important inputs to the
SCALOGRAM See Attachment F
7) Characterize the governance structure of the barangay.

Determine the quality and quantity of services rendered by barangay

officials based on their mandates.
Local officials are mandated to work for the interests of the
community. They need to know what the needs and concerns of the
community are, and how the men and women, boys and girls in the
community value the quality and quantity of their services. This
means getting information about results of local government actions
to ensure that these officials are serving the people in the way they
are expected to.
50
Tools to Use: Organizational Rating Matrix,

Palakpak-Palpak
Organizational Rating Matrix is a participatory tool which documents the barangays
perceptions of how local officials effectively carry out their roles and responsibilities to
the community as mandated by law. How do local officials effect transparency,
accountability, and participatory governance? What are their strengths and their
weaknesses?
Palakpak-palpak a localized version of an organizational rating tool used to highlight
values, attitudes, and cultural traits in the barangay. It highlights the positive
(palakpak) attitudes as well as the negative (palpak) ones. Which of the positive
and the negative dominates? What are the potentials? Are there efforts to improve on
the negatives? Practices and/or values that can be used as adaptation measures for
communities to become resilient and sustainable.
8) Once completed, immediately process the results of the PRA exercise.

Results of the PRA exercises can be processed guided by the following
questions:
What did we accomplish?
What data have we come up with? Quantify as much as possible.
What is the implication of these data to us and to our barangay
especially in relation to the biophysical and socio-economic and gender
aspects/attributes?
What current and potential problems/issues/concerns have we
identified from the results of the participatory exercise?
What opportunities have we identified from the exercise?
51
Practical and Strategic Gender Needs

There are different kinds of needs. Practical needs are
those that arise from the daily performance of womens
and mens roles such as food, housing, safe water, health
and educational services for children. These needs are met
by involving women as beneficiaries and participants.
Measures may improve the conditions of women (and
men), but not their traditional roles and gender relations.
Strategic gender needs are those that relate to unequal
relations of women and men such as gender division of
labor, power and control. They respond to such issues as
legal rights, domestic violence, equal wages and womens
control over their bodies. Interventions involve women as
agents and enable them to become agents of change.
Satisfying strategic gender needs can improve womens
position in society and empower them to transform gender
relations. The reader may also refer to the attached
powerpoint material on actual results of mainstreaming
gender in local planning as experienced by partner lgus.
From: DILG 2002: Gender Responsive Local Planning and Budgeting: A
Guidebook for Beginners.
See also Module 5 Gender

Responsiveness of the SIMPLE Toolkit
52
Step 3. Barangay Resource Assessment:

Participatory Mapping
1) Prepare the maps.
(Provide the first hand information necessary to accomplish the
scalogram and to fill in the data gaps often experienced during the
Sectoral Studies for the CLUP formulation/updating.)
4) Before the mapping exercise - Introduce the concepts and principles of
land use.
Use Module 11 GIS of the SIMPLE

Toolkit as basic reference for mapping.
Actual mapping exercise:

1) Prepare the base map.
The first map to prepare is the base map. This indicates the basic
features of the barangay such as the elevation (the topography),
water boundaries and bodies, road networks, purok and sitio, and
other important landmarks, settlements.
The base map serves as the working map where the different land use
categories of the barangay shall be delineated. The base map is
prepared guided by the use of the barangays cadastral map which
officially, defines perimeter boundaries.
Sometimes the barangays do not have cadastral maps, in this case, a
barangay perimeter and land use survey will be conducted which
helps determine the true shape of the barangay. It also helps
determine the actual boundaries of the barangay as well as the actual
land uses.
Like any land use surveys, the perimeter survey is often facilitated by
the use of the GPS or the Global Positioning System.
Producing a base map may take time; thus, the LG-IT is better
prepared for the planning facilitation of GPS readings have been down
and a base map is produced prior to the actual thematic mapping.
Better still to have the base map validated during the Barangay
Orientation on SIMPLE.
53
For sustainability reason, it is suggested to train

employees with permanent appointment on the use of
the GPS and have them handle the survey. Barangay
volunteer workers or the members of Tanodbayan have
also been proven to be helpful in the process.
The purpose of the use of the GPS in the survey is only to

determine the location of the barangay, its shape, land
uses and important landmarks. It is in no way suggested
that the GPS be used to establish territorial boundaries as
the existing cadastral map remains the officially
recognized map to establish boundaries.
In the event of discrepancies or conflicts in boundaries

resulting from the perimeter survey, have the results
validated by the barangay captains of the concerned or
affected barangays. However, resolving the boundary
conflict in this sense means having the barangay officials
acknowledge only the discrepancy as resolving boundary
disputes takes time and certain amount of legal battles.
Later during the planning process, the planning team will
have to go back to the issue of boundary discrepancy and
use this as one of the basis for the identification of
conflicts, mapping and profiling conflicts and arriving at
consensus for interventions. Similarly, the issue will have
to be reflected and/or reiterated in the final development
plan.
2) Prepare the thematic maps.

Use one template copy of the base map for making each of the
following thematic maps.
Current Land Use map shows the current land uses of the
barangay.
Land Cover map reflects the distribution of land uses covering
the entire barangay specifically based on its existing land
cover.(e.g., Agricultural-riceland, cocoland, corn, etc.)
Sea map reflects the current uses, sensitivity and vulnerability
of and adaptations in the foreshore, coastal, and marine areas
within the LGU territory.
54
Protection map shows the protection areas (or areas that need
to be conserved) within the barangay. (ex. forest, legal easement,
salvage, road buffer, mangroves, marine protected sites,
sanctuaries, biodiversity sites, etc.)
Refer back to the sea map are there current activities that
promote/do not promote the integrity of the coastal and marine zone?
Where are settlements in the coastal ecosystem located and the
tendency for expansion of settlements? Quantify the description of
the existing mangroves, corals, seagrass. Are there existing marine
protected areas?
Hazard map identifies areas like flood prone areas, landslideprone, fault lines, erosion, etc. It is important to refer to and
validate the MGB hazard maps (from forestlands down to the
coastal) if and when available from DENR-Regional offices, a
complete set of which may include:
- flood risk
- ground shaking risk
- landslide risk
- storm risk to enable the LG-IT later to map stitch these into a
multi-hazard risk map of the municipality necessary for DRM
actions
Tenure map identifies areas within the barangay that are

covered with various tenurial instruments.(ex. titles, CLOA, tax
declarations, CBFMA, ISF, foreshore lease agreements, CADC/
CADT, etc.)
Land Use Conflict map specific areas within the LGU territory
where current land use is in conflict with the designated or
designed function area or by the very nature of an ecosystem
Focus only on the details of the maps required of the

Barangay Development Plan and NOT on all types of maps
so as not to waste time.
55
3) Do a map overlay analysis.

This activity aims to enable the participants to become aware of
spatial and location issues and whose reactions and proposals will
provide an all important input to the later steps in the planning
process.
The base map earlier prepared serve as reference map where all
other maps shall be overlayed. Results of the overlay will help
identify potential interventions to either conflicts or gaps that may
arise as a result of overlaying the base and thematic maps.
A Map Overlay Analysis simply involves the

superimposition of two to three of the thematic
maps (to avoid confusion) to identify conflicts,
land and water resources limitations and
potentials and opportunity areas as well to
define the areas which meet a given set of
criteria or conditions.
Box 3.6. Examples of map overlay analyses with probing questions to guide the
facilitators.
Protection map vs. Land Cover map to identify forest lands without adequate
forest cover (e.g., those used for agriculture, grassland/brushland, etc.)
- Are there declared forest lands or areas with steep slopes that are being
cultivated? (ex. Claims within protected areas, cultivation w/n riparian
zones, cultivation w/n coastal easements)
- Are these identified protected areas properly managed/protected by the
government and by communities or sectoral groups?
Settlements/Infrastructure map vs. Protection map to identify settlements that

are inside or at the periphery of the protection areas.
- Are the settlements located within or at the periphery of the protection
areas?
- Is the direction of increasing settlement towards the protection areas?
Road Network map vs. Settlements and Infrastructure map vs. Protection Areas
map vs. Land Cover map (could be done alternately)
- to determine if communities have access to existing infrastructures;
- to determine if the present road network has facilitated easy access for
farmers to their farms and other major establishments (e.g., market, etc.)
56
Drainage/bodies of water(inland)
- to determine if the communities have access to existing sources of water
for drinking and other basic needs;
- to determine if major infrastructures are located within or towards the
protection areas.
- Are there potential water sources that could provide water to the
communities that are untapped? Are these sources very far from
where the people are living?
- Coastal and marine zone: overlay the current sea map with a
validated MGB coastal and marine hazard map to identify conflicts in
uses of the coastal and marine zone
ADOPTED FROM: LGU Facilitators Manual on Barangay Land Use Planning (GTZ, Undated); See also EU-UDP
Facilitators Manual on Land Use Planning (2002).
Use the matrix below to guide discussions.

The map overlays in the first column are just examples.
Table 3.1. Map Overlay Analysis matrix.
M APS OVERLAYED
ISSUES &
CONCERNS(CONFLICTS)
EXPLANATIONS
(DESCRIPTIONS)
IMPLICATIONS OF THESE IF
UNRESOLVED IN THE LIGHT
OF RISKS AND CHALLENGES
POSED BY CLIMATE CHANGE
AND NATURAL HAZARDS
Protection map vs. land

cover map
Settlement/infrastructure
Map vs. protection map
Protection map vs. land
tenure map
Hazard(flooding) vs. land
cover map
Tenure map vs. protection
map
Others (specify)
57
Summarize the results of this mapping exercise

using the matrix below:
Table 3.2. Land and water uses summary matrix.
Land and Water Uses
(Use HLURB
classifications)
ACTUAL/CURRENT
LAND USES in
Hectares/Kms (for water
uses)
WHAT SHOULD BE THE LAND

and WATER USES (given VA
results as well
considering inputs from the
indicative land use concept
and laws and ordinances) in
Hectares/Kms (for water uses)
REMARKS/
EXPLANATIONS
58
Process Steps in the Integration of BDP Data to the CLUP and CDP
Municipality Level
Step 1. Consolidate and integrate the BDP data to

the CLUP and the CDP.
Steps in consolidation
Define the strategy for consolidation.
Identify elements for consolidation.
Compare BDP data/information with CLUP and CDP data matrix
See Module 6 Inter-level Plan Integration

for CLUP-CDP of the SIMPLE Toolkit
5) Accomplish SIMPLE consolidation matrices as illustrated in Module 6.

6) Capture in the summary of consolidated outputs.
Tools to Use: Consolidation Matrices:
Land Use Analysis

Land Use Issues and Recommendations
Map Overlay Analysis
Problem Analysis
59
Summary Tables of Consolidation Matrices

Table 3.3. Land Use Analysis Matrix:
Legend
Conflict Areas/
Decision Zones
Common Land Use Conflicts and

Issues
(Description)
SOURCES: LGU Facilitators Manual on Barangay Land Use Planning (GTZ, Undated); see also EU-UDP Facilitators Manual on Land Use
Planning (2002).
Table 3.4. Land Use Issues and Recommendation Matrix:

Proposed Land Uses
Conflict Issues to be
Resolved
Alternative Options
(specific measures to
be done)
Recommended Policy,
PPA
Planning (2002).
Table 3.5. Map Overlay Analysis Matrix:

Map Overlays
Issues and Conflicts
Descriptions or
Explanations
Implications if
Unresolved
Protection map vs. Land

Cover map
Settlements/Infrastructure
map vs. Protection map
Protection map vs. Land
Tenure map
Land Tenure map vs.
Protection map
Others
Planning (2002).
Table 3.6. Problem Analysis Matrix:
Problems/Issues
Description
Cause
Effect
Policy or PPAs
Intervention
60
Steps in integration
Prepare checklist based on the harmonized CLUP and CDP guidelines.

Assess data and information for integration.
Integrate the BDP data and information into the CLUP and the CDP
See Module 7 Harmonized CLUP-CDP of

the SIMPLE Toolkit
Step 2. Conduct an inventory of laws, policy promulgations and

local ordinances relating to Zoning.
It is important to have an inventory of municipal, barangay and, provincial
ordinances, national laws and their implementing rules and regulations,
department circulars and orders at this point. Foremost of which in these laws
is the Local Government Code Forestry Code, Fisheries Code, Water Code,
Ecological Solid Waste Management Code, AFMA, Clean Air Act among others.
Among the relevant laws at the local level (Provincial/Municipal/City),
Environment Code, Investment Code, General Code, Tax Code, Municipal
Fishery Ordinance, The barangay ordinances likewise need to be accounted as
well, such as those related to clean and green, waste management, toll fees
for utilization of resources.
See Module 10 Codification:

Harmonization of Local Laws of
the SIMPLE Toolkit
A review of these references will equip the LGU-Implementing Team of the
laws and ordinances that have bearing on the current state of the municipal
land and water uses and how these are regulated by the local government.
The department circulars/orders and implementing rules and regulations, on
the other hand, will equip them of the basic and mandatory considerations in
land use allocations and by what provisions of law would the local government
be able to pursue the desired land use management since the gaps would be
highlighted by comparing these two types of references.
61
Table 3.7
Matrix for referencing existing laws and ordinances:
LGU ECOSYSTEMS
POLICIES ALREADY
IN-PLACE THRU PROVINCIAL
POLICIES STILL TO BE PUT IN

PLACE
AND
AS LOCALIZATION OF
NATIONAL POLICIES
MUNICIPAL ORDINANCES
Forest and uplands
ecosystem
Agricultural ecosystem
Coastal and Marine zones
Step 3. Conduct sectoral, intra- and cross-sectoral analysis.

With the consolidated BDP data integrated into the CLUP-CDP data sets, the
LGU Implementing Team would then proceed to the conduct of their sectoral,
intra- and cross-sectoral analysis.
Resulting from their thorough integrated sectoral analysis, the LGU
Implementing Team will then proceed to the formulation of the Goals and
Objectives.
There are two main enhancements that contribute to

deepening the analysis of the situation in CLUP.
1.
The consolidated BDP data is integrated into the

CLUP-CDP data sets. With this, the LGUImplementing Team then proceeds to the filling
up of the sectoral matrices. The stitched maps
generated and validated at the barangay level
provides the actual land and water uses and
spatial situationer. These maps will also include
the HLURB-required maps.
See ATTACHMENT G Types of Maps

2. Inclusion of the results of the CCA and DRR
vulnerability assessments (VAs) done across
ecosystems as they go thru sectoral, intra- and
cross-sectoral analysis. The findings as well during
their population/demographic analysis done in the
earlier step are seriously taken into account at
this point.
62
Step 4. Finalize the physical and development strategies

through workshop series.
1) Following the conclusion of Step 3 above, finalize the physical and
development strategies (CLUP Step 6) as well as the land use (CLUP Step
7).
Box 3.7. Critical considerations in the finalization of land use.
The summarized/consolidated proposed land uses by the barangays which highlight

the potentials;
Results of the cross-sectoral analysis which already takes into account the
implications of vulnerabilities of communities to climate change and disasters,
identifying the spatial limitations of the local government;
Results of demographic analysis vis--vis the demand for space and services that
were identified in the sectoral studies done;
The initial development concept which takes into account the consensus on the
development vision of the local government ; and
The insights they had when they reviewed the local ordinances and implementing
rules and regulations of national laws that have implications on land and water
uses.
63
Step 4. Continued.
2) By going thru a discussion on each of the above considerations (that is, a
to e above) and taking into account as well the HLURB standards for land
use planning, summarize the considerations in finalizing the physical and
development strategies using the following matrix:
Table 3.8. Summary matrix for finalizing the physical and development
strategies.
TECHNICAL
FINDINGS
CAUSES
EFFECTS
IMPLICATIONS
WHEN
NOTHING IS
DONE
POSSIBLE
SOLUTIONS
IMPLICATIONS TO LAND AND

WATER USE DECISIONS
Box 3.8. Standards to be referred to when finalizing Proposed Land Uses.

A.
Formula for determining area requirement

1. Social sector
1.1 Housing = 2 types: economic and socialized housing; refer to BP 220
1.2 Health
1.3 Education
Refer to CLUP Standards
1.4 Social welfare
1.5 Protective services
2. Economic sector
2.1 Agricuture = refer to AFMA provisions
2.2 Forestry = rule of thumb: at least .07ha/capita; for wood requirement - .3
cubic meter/capita/annum or 424 board feet; threshold: 45% ecological
thrReshold meaning at least 45% of forest is maintained in an area; PD 705;
c/o Forestry Code
2.3 Coastal = 1 hectare of mangrove will yield 1 ton of fish in a developed area
the same as in an undeveloped area(better for the latter because we do not
destroy the ecological balance in a mangrove belt); note also that in the
Philippines, only 5% are real healthy coral ecosystems; 15% of municipal
waters should be declared and maintained as MPAs; there is a need for MPA
networking; HLURB uses AQUA BLUE and polygons for coastal & marine
zone; refer to Fisheries Code, Water Code, NIPAS Law, Environment Code,
Unified Fishing Ordinances, Municipal Fisheries Ordinance based on MPA
Management Plan, AUU-abandoned, underutilized and unutilized fishponds
to be converted into mangrove sites; consider as protection forest all
mangrove sites; 1 hectare of a healthy coral reef = 20 MT of fish catch to
feed 400 people; 1 hectare of mangrove=1.08 MT of fish production; for
easement zone: 3 meters in urban areas; 20 meters in agricultural and rural
areas & 40 meters in forest areas; in municipal water areas- observe 15
64
kilometers from the shoreline being considered as foreshore areas

2.4 Commerce
2.5 Industry
2.6 Tourism
3. Other sectors
3.1 Transportation
3.2 Water
3.3 Power
3.4 Solid waste management
3.5 Information and communication technology
SECTORAL STUDIES COMPONENT (with CCA DRRM)
I.
Analysis of existing situation (reference: tabulated data)
II.
Determination of current and projected needs/requirements including spatial

requirement (Use sectoral standards) taking into serious considerations
implications of hazards and vulnerability assessment results vis--vis localized
climate change data (Use sectoral standards)
III.
For sectoral analysis matrix:

Technical findings,
problems, issues and
concerns
Sector:
IV.
Effects, impact and

implications
Possible solutions:
policies, programs and
projects
For Integrated sectoral analysis matrix

Priority problems,
issues and concerns
Possible solutions
Responsibility centers
3) After the above matrix is accomplished which stemmed from the Teams
thorough situational analysis, visioning, goals and objectives formulation
processes, integrate the results of forest land use planning (expected to
include already the protected area management enhancement
concerns/biodiversity aspects), heritage concerns and coastal and marine
zone planning. The integration process starts actually with the
resource/ecosystem situationers and proposed management regimes being
considered in the finalization of technical findings above, in the causeeffect analysis and formulation of possible solutions (refer to the above
matrix presented).
65
See Module 8 FLUP- and CRM-CLUP of

the SIMPLE Toolkit
4) Transpose the sectoral and integrated analysis matrices into narratives

thru a series of writeshops. This means therefore that the sectoral studies
embody already the findings in the FLUP (protected areas and key
biodiversity areas) and ICM plannings as well as the significant results of
specific studies related to climate change and disaster risk reduction and
management actions.
Thru a series of writeshops, the descriptive narratives to

the above matrix is captured to present the municipal
development spatial strategies and explanations why the
preferred strategies in relation to the vision, formulated
goals and objectives and as climate change and disaster
mitigations of the municipality while balancing these with
the LGUs goal for economic and sustainable
development.
Box 3.9. Final outputs of the writeshop series.

The Municipal Profile that provides the historical and current development context.
The Land Use Plan which highlights the development concept, Vision, goals &
objectives as bases for the preferred spatial strategies that the proposed land use
plan are based on.
The Sectoral Studies that highlight not only the spatial requirement for facilities and
services but also the sectoral and inter- and cross sectoral situationers emphasizing
the climate change and disaster adaptation measures being considered in the
finalization of the municipal Comprehensive Land Use Plan.
5) Building on the technical findings, finalize the indicative development

concept and present using the following matrix with the corresponding
narrative and land use map:
Table 3.9. Summary matrix for finalizing the indicative development concept.
LAND AND W ATER
USES
CURRENT
ALLOCATIONS
PROPOSED
ALLOCATIONS
% DIFFERENCE
REMARKS
(EXPLANATIONS)
66
6) Present using Powerpoint presentation the draft CLUP (in 3 Volumes) to

the MDC for comments, suggestions. To gather more stakeholders
recommendations, conduct public hearings in clusters of barangays
involving the sectoral groups. After the public hearings, make the
necessary revisions.
7) Likewise, present the CLUP to the Sangguniang Bayan for comments and
suggestions. Approval by the SB is contained in a Resolution approving the
CLUP and endorsing the same to the Sangguniang Panlalawigan for review
and approval.
8) With the SB approved version of the CLUP, appraise the Sangguniang Bayan
of the technical findings and on the inventory of ordinances and national
laws that have bearing on the SBs formulation of the zoning ordinance.
The draft ZO is also subjected to a series of public hearings before it gets
finalized by the SB and submitted to the Sangguniang Panlalawigan also for
review and approval.
Box 3.10. Ridge-to-reef zoning ordinance template.
67
Box 3.10. Continued:
Step 5. Formulate and legitimize Zoning Ordinance and

Comprehensive Land Use Plan.
1) Where the Proposed Land Use Map is ready and drafts of the narratives on
the Proposed Land Use Plan and Sectoral Studies (ideal to be in a
brochure or Powerpoint material form) are also ready, start the process
of CLUP legitimization thru a consultative meeting with the following:
The Municipal Development Council which is composed of the
Punong Barangays, the NGO representatives and sectoral
representatives;
The Sangguniang Bayan.
68
Box 3.11. Suggested format of the Program in presenting the

Proposed Land Use Plan.
a. Presentation of the downscaled climate change models/localized climate change data
for the area where the local government belongs to sensitize the audience on the
implications of climate change and the need for adaptations starting with the
Proposed Land Use Plan;
b. Presentation of the Current Situation which will highlight the results of the crosssectoral analysis to enable the audience to arrive at a conclusion that the Proposed
Land Use Plan will have to address land use conflicts and the need for disaster
mitigations land use regulations as step 1 in climate change adaptations;
c. Presentation of the Vision and finalized Development Concept/Proposed Land Use
Map = this will show as well the current and proposed land uses and allocations for
the next ten years
d. Open Forum
e. Synthesis to highlight the resolutions and arrived at decisions that will be inputed in
the final version of the CLUP document which will become the basis of the
Sangguniang Bayan to pass the Resolution approving the CLUP and endorsing the
same to the Sangguniang Panlalawigan for review and approval.
2) With the SB Resolution approving the CLUP available, proceed to a more

in-depth interaction with the Sangguniang Bayan for the Zoning
Ordinance formulation.
Box 3.12. Important steps for ZO formulation.
Planning Team/Technical Working Group will share with the Sangguniang Bayan details
of the analysis to highlight local policy gaps that have to be addressed by the CLUP thru
the zoning ordinance as its implementation instrument;
The SB proceeds at this point to drafting of Zoning Ordinance, taking into account the
gaps that have been identified and additional measures that have to be put in place.
The SB is best helped at this point by providing them the following matrix:
Ecosystem
(Ridge to Reef)
Proposed
Land
Uses
Location
(Descriptive)
GPS
coordinates
Policy
Gaps
Proposed
policies
Incentives
For ZO
provisions
compliance
Sanction
s for
Violators
69
3) Using the accomplished matrix, proceed to write the narratives for the
Zoning Ordinance.
4) Conduct public hearings by barangay clusters, by sectoral groups and en
masse to generate reactions and suggestions from various publics on the
various provisions of the draft zoning ordinance.
5) The SB then finalizes the ZO, passes the Zoning Ordinance
6) Submit the final ZO to the Sangguniang Panlalawigan for review and
approval (see attached sample of an integrated Z0).
70
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation

by the Local Chief
Executive

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training

framework aspect
Review of the
development aspect
land use and
Filling up of the
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources

and cross-sectoral
studies
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
Formulate M&E
Plan
the CLUP, CDP, LDIP
71
Linking Plans and Budgets:

Comprehensive Development and
Investment Programming
Overview
Phase 4 translates the long-term perspective into a

three to six-year comprehensive development plan
as a basis for the investment program as described
in the Comprehensive Development Plan Guide.
The plan embodies the vision, sectoral goals,
objectives, and development strategies of the LGU.
It contains programmed priority projects and
subsequent budgeting and implementation.
Three
principal
instruments
necessary
to
implement the Comprehensive Development Plan
include the Local Development Investment Program
(LDIP), and the Executive and Legislative Agenda
(ELA). This phase will conclude with the
formulation of the annual budget, which is a
repetitive process. The formed Annual Investment
Plan (AIP) follow important plans such as
infrastructure or special projects, which all fall
under this phase.
Objectives
To review existing Comprehensive

Development Plan (CDP in relation to the
Sangguniang Panlalawigan-approved
Comprehensive Land Use Plan and Zoning
Ordinance;
For the CLUP-CDP to serve as primary
references in the formulation of the
Executive-Legislative Agenda(ELA) as the
LGUs term-based plan
To undertake the process of formulating the
Local Development Investment Plan (LDIP);
To draw out the Annual Investment Plan
(AIP) from the LDIP.
72
Process Steps
3
2
1
Draw out AIP

from the LDIP
Formulate LDIP
Review existing
CDP in relation
to the SPapproved CLUP
and ZO
Step 1. Review the existing CDP in relation to the SP-approved

CLUP and ZO
The sectoral studies in the CLUP also indicate policies for such areas as
settlement, protection and production land policies as well as infrastructure
polices, among others. From these, a medium and short term development
programs and projects that the LGU could fund or offer for investment
partnerships with other public institutions like national government agencies,
donor agencies, civil society and the private sector may be developed (see
Figure below).
Guide questions to determining consistency of the two plan documents are:
1. Do the CDP and CLUP have the same goals and objectives?
2. What do the policy recommendations in the sectoral studies imply for a
town or citys development agenda in the short and medium term that
could form part of the LDIP?
73
Fig. 4.1. A local planning and development model (RPS, 2005: Ch. 2).
74
Step 2. Formulate the Local Development Investment Program.

The Rationalized Planning System describes the Local Development Investment
Program (LDIP) as the principal instrument for implementing the Comprehensive
Development Plan (CDP) and to some extent, certain aspects of the
Comprehensive Land Use Plan (CLUP). The LDIP links the plan to the budget,
thus putting into effect the directive of the Code that local budgets shall
operationalize approved local development plans (sec. 305, i, RA 7160). Like the
CDP, the LDIP should have a time frame of 3 years. Most LGUs however do not
prepare a 3-year LDIP but only the annual investment program (AIP) which is a
prerequisite of the annual budget process.
Local Development pertains to the mandates and responsibilities

of local government units as defined in Sections 16 and 17 of the Local Government
Code (RA 7160). The local development component of the LDIP therefore must
consist of programs and projects that are local, that is, those that are in pursuance
of the LGUs 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.
The concept of public investment in public finance has almost the same meaning as
in private or household finance. It consists of that portion of income that is retained
after satisfying all the expenses necessary for the upkeep of the household or for
running the affairs of the organization. In the case of the local government,
investment is what is left after deducting all expenses necessary to run the
government machinery, to satisfy the claims of creditors if public debt has been
incurred, and to comply with statutory reserves. Unlike households and firms, the
LGU is not supposed to realize savings without plowing these back to the people
in the form of services and/or investments in development projects and activities.
The LDIP therefore is not simply a list of programs and projects that the LGU wants
to carry out. It should also contain a program for planned financing or for using the
investible portion of the local budget to finance the implementation of those
programs and projects and/or raise additional funds utilizing the LGUs fiscal
management powers and authority. Necessarily, two important bodies in the local
planning structure are involved in the LDIP preparation, the LDC and the Local
Finance Committee.
The development fund is that portion of the local budget that is plowed back to
the people in the form of programs, projects and services as opposed to that
portion which is consumed by the local government machinery (salaries and wages
and other personnel costs, office maintenance and other operating expenditures,
and office capital outlay). In other words, the development fund consists of 20% of
IRA plus non-office MOOE and non-office capital outlay. (Rationalized Planning
System: Ch. 8).
75
The LDIP process is made up of three streams of activities:

Producing a ranked list of programs and projects
with their individual and cumulative cost estimates;
Determining available future funds for investment;
and
Matching the fund requirements with projected
funds available and deciding on financing options
should the funds available be insufficient.
Fig. 4.2. The LDIP process as link between development planning and
budgeting (RPS, 2005: Ch. 2).
76
The following outlines and describes the fundamental actions to be undertaken in

investment programming.
Steps in
investment
programming
a. Pre-LDIP Activities1
1. Establish investment programming policies.
Investment policies that will guide the whole PDIP process
will be established by the local investment programming
committee. Key issues to resolve include the methods of
financing and criteria for prioritization. These policies must
be developed within the overall planning, financial,
institutional and legal framework governing the operations
of LGUs.
2. Develop and define the Prioritization Approach.
The LGU's investment programming committee sets out the
evaluation process and prioritization criteria which, in
general, should be consistent with the goals and objectives
in the local development plan and the investment
programming policies established in Step 1 above. A first
approach is to classify and prioritize programs and projects
according to level of urgency and preparing project briefs.
Projects taken from other sources should at least be
consistent with plan objectives. An example of the
prioritization criteria from the RPS (Table 4.1 below) may
initially guide the LDCs investment programming committee
in a quick identification process.
b. LDIP Preparation
1. Preparing the Ranked List of Projects. There are
three (3) major outputs under this block or stream:
i.
ii.
iii.
An initial list of projects derived from the

sectoral development plans and other sources;
A preliminary list of projects screened on the
basis of technical and sociopolitical criteria;
and
a ranked list of projects with cost estimates.
Identify PPAs (from local development plans). This stage

may begin with coming up with a random list of projects as
an initial screening of programs and projects found in the
local development plans (Table 4.1 or Form 8.1 in the RPS).
NEDA-ADB, 2007.
77
Box 4.1. Criteria for prioritizing projects.

CATEGORY
GENERAL CRITERIA
Urgent
Essential
Necessary
Desirable
Acceptable
Deferrable
Projects that cannot be reasonably postponed

Projects that would remedy conditions dangerous to public
health, safety and welfare
Projects needed to maintain critically needed programs
Projects needed to meet emergency situations
Projects required to complete or make usable a major public
improvement
Projects required to maintain minimum standards as part of
ongoing program
Desirable self-liquidating projects
Projects for which external funding is available
Projects that should be carried out to meet clearly identified
and anticipated needs
Projects to replace obsolete or unsatisfactory facilities
Repair or maintenance projects to prolong life of existing
facilities
Projects needed for expansion of current programs
Projects designed to initiate new programs considered
appropriate for a progressive community
Projects that can be postponed without detriment to present
operations if budget cuts are necessary
Projects recommended for postponement or elimination from
immediate consideration in the current LDIP
Projects that are questionable in terms of over-all needs,
adequate planning, or proper timing.
SOURCE: Rationalized Planning System, 2008: p. 176.
Table 4.1. Random List of Projects (Form 8.1 in the RPS) Extracts from Project Briefs.
Project Number
Brief Description
Proponent
Estimated Cost
Compiling projects from other sources. This requires

soliciting and compiling project ideas or proposals from
plans, sectoral committees and other sources, consolidating
these by sector, initially screening for repetitive or
redundant proposals and removing these from the list
(Table4.2 or Form 8.2 in the RPS).
78
Table 4.2. Projects included in the random list, initial list and preliminary list
(1)
(2)
(3)
Random List/
Included in
Included in
Project File No
Initial List
Preliminary List
INSTRUCTIONS:
1. List all projects identified in Step 2 in COLUMN 1.
2. List all projects passing the initial screening in COLUMN 2.
(Note: Projects excluded from list are those found to be:
a) repetitive or redundant,
b) obviously impractical or undesirable, and
c) projects that are already funded by other offices, agencies or organizations.)
3. Indicate in COLUMN 3 whether project is included in the preliminary list resulting from
the use of the Conflict-Compatibility-Complementarity Matrix (Table 4.3 or Form 8.3 in
the RPS)
Screening for complementarity, compatibility or conflict.

Further screening uses the conflict, compatibility or
complementarity matrix (Table 4.3 or Form 8.3 in the RPS).
Table 4.3. Conflict-Compatibility-Complementarity Matrix (Form 8.3 in the RPS).
Proposed Proj. 1
Proj. 2
Proj. 3
Proj. 4
Proj. 5
Proj. 6
Projects
Proj. 1
Proj. 2
Proj. 3
Proj. 4
Proj. 5
Proj. 6
Proj. .. n
Proj. 7
INSTRUCTIONS:
1. Indicate relationships among the proposed projects.
a) If relationship is one of conflict (where the expected benefits of the projects tend to
nullify each other or when the implementation of one obstructs the implementation
another), mark the appropriate cell with an X.
b) If relationship is one of complementarity, mark the appropriate cell with an O.
c) If relationship is one of compatibility (or if it is neutral), leave the cell blank.
2. Projects which conflict with many or most of the other projects should be removed from
the initial list.
3. Projects which conflict with some but are compatible or complementary with others may
be reformulated to resolve the conflict(s).
79
Produce a ranked list of programs and projects. In this

step, total investment requirements of plan-proposed PPAs
are estimated. PPAs are then scored and ranked using the
criteria and procedures developed to come up with a formal
list of investment requirements using the summary scores of
the goals-achievement matrix (Table 4.4 or Form 8.4 in the
RPS).
Table 4.4. Summary of Sector Scores, Goals-Achievement Matrix
Proposed Projects Sector
A
B
C
D
E
Total
Score
RANK
Proj. 1
Proj. 2
Proj. 3
Proj. 4
Proj. 5
Proj. 6
Proj. .. n
INSTRUCTIONS:
1. List all sector scores for each project.
2. Sum the scores for each project, and list the total score in the column provided.
3. List the rank of each project based on the total scores (highest rand goes to the project
with the highest total score) in the last column.
4. Interpretation: The resulting ranking represents the collective evaluation of the project
proposals by the LDC.
2. Determine investible funds or analyze

development investment financing capacity.
the
The next critical step is to look into the local financial

capacity to fund the PPAs - its ability to fund the proposed
LDIP/PDIP projects. This normally comes in the form of
financial capacity analysis, which takes into account
historical and projected trends in revenues, expenditures and
indebtedness. This analysis can be complex or simple,
depending upon the needs of the LGU. Tables 4.5 to 4.14 (or
Forms 8.5 to 8.14) are helpful tools to use:
80
Table 4.5. Ranked List of Proposed Projects for Investment Programming

Rank
Proposed Project/file No.
Location/Sector
Cost Estimate
1
Individual
Cumulative
2
3
4
5
6
7
8
9
10
INSTRUCTIONS:
List all projects included in the preliminary list according to their ranks derived in Form 8.4,
including their locations or sectors and cost estimates.
Table 4.6. Time Series Record of Property Tax Revenue (Form 8.6 in the RPS).
(1)
(2)
(3)
(4)
Assessed
Tax Rate
Tax Levy
Cost as
Valuation
Year
%
of Levy
Amount
%
General
SEF
Total
Amount
%
Change
Change
(5)
Total Revenue
Form Property
Taxation
Amount
%
Change
INSTRUCTIONS:
For each year:
1)
2)
3)
4)
Enter Assessed Valuation in Column (1a) and the Property Tax Revenue Collected in Column (5a).
Enter the tax rates in Columns (2a) and (2b) and enter the total in Column (2c).
Multiply the assessed Valuation (1a) by the Total Tax Rate Column (2c).
Compute the Tax Collections as % of Levy, Column (4), by dividing the Total Property Tax Revenue
Column (5a) by the Tax Levy Column (3a).
Compute the % Change over the preceding year and enter the results in the appropriate columns.
The exercise will require 3 to 5 years of historical data to be used as the basis for a 3-year
projection.
5)
6)
For each year:

1)
2)
3)
4)
5)
6)
Enter Assessed Valuation in Column (1a) and the Property Tax Revenue Collected in Column
(5a).
Enter the tax rates in Columns (2a) and (2b) and enter the total in Column (2c).
Multiply the assessed Valuation (1a) by the Total Tax Rate Column (2c).
Compute the Tax Collections as % of Levy, Column (4), by dividing the Total Property Tax
Revenue Column (5a) by the Tax Levy Column (3a).
Compute the % Change over the preceding year and enter the results in the appropriate
columns.
The exercise will require 3 to 5 years of historical data to be used as the basis for a 3-year
projection.
81
Table 4.7. Ranked List of Proposed Projects for Investment Programming

(Form 8.7 in the RPS).
Year
(1)
Bus. Fees &
Licenses
(a)
(b)
Amt
% Ch
(2)
Other Taxes
(a)
Amt
(b)
% Ch
(3)
Svc & Opns
Income
(a)
(b)
Amt
% Ch
(4)
Total Local
Revenue
(a)
(b)
Amt
% Ch
(5)
IRA
(a)
Amt
(6)
All Others
(b)
% Ch
(a)
Amt
(7)
Grand Total
(b)
% Ch
(a)
Amt
(b)
% Ch
INSTRUCTIONS:
For each year:
1) Enter the amount of revenue from each source in the appropriate column.
Note:
a.
b.
c.
Operating & Service Income covers public markets, slaughterhouses and other LGU economic
enterprises.
IRA refers to the internal revenue allotment of the LGU.
All others include Other grants, and inter-government and inter-fund transfers.
2) Compute the % Change over the preceding year and enter the results in the
appropriate columns.
3) The exercise will require 3 to 5 years of historical data to be used as the basis for a 3year projection.
Table 4.8. Time Series Record of LGU Operating Expenditures (Form 8.8 in the RPS).
Year
(1)
Gen. Public
Services
(a)
(b)
Amount
%
Change
(2)
Social Services
(a)
Amount
(b)
%
Change
(3)
Economic Services
(a)
Amount
(b)
%
Change
(4)
All Others
(a)
Amount
(b)
%
Change
(5)
Grand Total
(a)
Amount
(b)
%
Change
INSTRUCTIONS:
For each year
1) Enter the amount of operating expenditure in the appropriate column. Note that debt
and capital expenditures are excluded. Column headings should reflect the major
operating expenditure categories in the LGU.
Note:
a.
b.
General public services include LGU administration, peace and order, etc.
Social services include education, health, welfare, etc.
2) Compute the % Change over the preceding year and enter the results in the
appropriate columns.
3) The exercise will require 3 to 5 years of historical data to be used as the basis for a 3year projection.
82
Table 4.9. Obligated Debt Service Expenditure (Form 8.9 in the RPS).
YEAR
(1)
(2)
PRINCIPAL
INTEREST
(3=2+1)
TOTAL
INSTRUCTIONS:
This exhibit presents existing debt service requirements and, therefore, involves no
projections. Simply compile the total debt service requirements for local general obligation
debt for each of the 3-year projection period for all LGU obligations from existing accounting
records and enter these amounts in the appropriate columns.
Table 4.10. Projection of Property Tax Revenue (Form 8.10 in the RPS).
YEAR
(1)
Projected
Assessed
Valuation
(a)
Amount
(2)
Tentatively Project Rates
(a)
General
(b)
SEF
(3)
Projected
Total Tax
Levy
(a)
Amount
(4)
Collection
as Percent
of Levy
(5)
Projected
Total
Revenue
from
Property
Taxation
(a)
Amount
(c)
Total
INSTRUCTIONS:
For each year:
1. Enter the projected Assessed Valuation in Column (1) and the estimated Collection as %
of Levy in Column (4).
2. Enter the tentatively projected tax rates in Columns (2a) and (2b) and enter the total in
Column (2c).
3. Multiply the projected Assessed Valuation (1a) by the Total Tax Rate Column (2c) to
obtain the total Tax Levy, Column (3).
4. Multiply Column (3) by the Collection as % of Levy, Column (4) and enter the result into
the Total Property Tax Revenue, Column (5).
In developing this revenue base for preliminary testing, different assumptions may be used
regarding the projected tax rate. For example, a) the current tax rate can be used for the entire
projection period; or b) some change in the tax rate can be assumed over the projection period
depending on the adopted LDIP financing package.
83
Table 4.11. Projection of Total Revenue (Form 8.11 in the RPS).

YEAR
(1)
Projected
RPT
(2)
Buss. Fees
& Lic.
(3)
Other
Taxes
(4)
Svc. &
Opns.
(5)
IRA
(5)
All Others
(6)
Projected
Total
Revenue
INSTRUCTIONS:
For each year:
Use the projection methods discussed in the text.
(1) Get the RPT projection from Form 8.5.
(2) Enter the sums of Columns 1 to 4 to get Column 5.
Table 4.12. Projection of LGU Operating Expenditure (Form 8.12 in the RPS).
YEAR
(1)
Gen. Pub. Svcs.
(2)
Soc. Svcs.
(3)
Econ. Svcs.
(4)
All Others
(5)
Grand Total
INSTRUCTIONS:
For each year:
Use the projection methods discussed in the text.
(1) Enter the projected expenditures in the appropriate columns.
(2) Enter the sums of Columns 1 to 4 in Column 5 to get the total Operating Expenditures.
Table 4.13. Projection of New Investment Financing Potential (Form 8.13 in the RPS).
Item No.
Item
1
Year
3
1
Projected Revenue
2
Less: Projected Operating Expenditures
3
Sub-Total (1-2)
4
Less: Obligated Debt Service
5
New Investment Potential (3-4)
INSTRUCTIONS:
(1) Item No. 1 is to be taken from Form 8.6.
84
Table 4.14. Local Development Investment Program (LDIP) Project Summary

Location
Project/File No.
Schedule of
Implementation
(From-To)
Implementing
Office/Dept
Cost Estimate
Source of Funds
1
2
3
4
5
6
7
8
9
10
INSTRUCTIONS:
List all projects approved for the LDIP. Projects should be listed in the order of their
implementation.
3. Matching and Iteration.

The annual investment requirement estimated in this stage
of the process is matched with the initial annual investment
capacity (funding capability) estimated in Stage 2. The
matching process is an iterative or repetitive process. Each
iteration involves adjustments in the investment requirement
side or in the funding capability side or in both. If the initial
funding capability estimated in Step 2 fails to match the total
investment requirements generated earlier, the LDIP/PDIP
Committee will have to (a) re-examine the project list
generated to consider scaling down, phasing, or deferring
projects, with the objective of reducing project cost for the
appropriate year(s) in which the deficit(s) occur; and/or (b)
relax the investment budget constraint by raising additional
local revenues, borrowing capital funds and/or re-allocating
funds from the operating budget to the investment budget.
A second round of matching then takes place, and the
iterative process goes on until total annual funding
requirements match total annual funding capacity. On
reaching such a balance, the LDIP/PDIP financing plan and
investment schedule is finalized and inputted to the draft
LDIP/PDIP.
In financial planning for the LDIP/PDIP, the local investment
programming committee will investigate the financing
options and the fiscal feasibility of funding the various
project requests considering the following: (a) alternative
funding sources, (b) revenue mobilization, (c) the process of
formulating the financing plan, (d) resource mobilization
tools, and (e) credit financing.
85
4. Legally adopt the investment plan.

The final LDIP/PDIP financing plan and investment schedule
are packaged into a draft LDIP/PDIP for review and
endorsement to the local Sanggunian; the Sanggunian
deliberates and then legally adopts the LDIP/PDIP. The
current-year slice of the LDIP/PDIP or the Annual Investment
Program (AIP) is then submitted for consideration in the
annual Executive Budget/Provincial Budget. The local
investment programming committee shall endorse the AIP to
the local budget officer for the budget preparation and for
determining the annual budgetary allocations for PPAs vis-vis allocations for other purposes.
The adoption of the LDIP/PDIP by the local Sanggunian is not
a binding commitment to fund programs beyond the first
year, hence, the succeeding years slices will be subjected to
review and updating during the annual pre-budget period.
a. LDIP implementation
1. Identify areas for complementation of PPAs and
update the Investment Plan.
After legally adopting the PDIP and in accordance with
investment
programming
guidelines,
areas
for
complementation of PPAs between the province and its
component cities and municipalities should be identified to
come up with PPAs that can be jointly implemented by the
province and its component LGUs.
The LDIP/PDIP is updated annually to reflect changing field
and financing conditions, and to include new project requests
arising from changes/adjustments in the local development
plans. Each year the LGU should review, revise, and extend
the LDIP/PDIP for another year so that it always encompasses
the same three-year period. As part of its project M&E
function, department heads will submit regular progress
reports concerning the status of PDIP projects to identify any
potential for cost overruns, delays, or shifts in the project
timeline, problems with the competitive bid process, etc.
86
Step 3. Draw out the Annual Investment Plan from the LDIP.
The AIP is prepared jointly by the Planning and Development Coordinator who
does consistency analysis of the priorities and objectives for a particular year
with the programs, projects and activities (PPAs) programmed for the same year
in its LDIP and the Local Budget Officer who determines the expected output and
financial requirements of the PPAs including source of funds. This draft AIP is
discussed with the Local Chief Executive for comments before they are finalized
for deliberation by the Local Development Council. Once consensus is arrived at
the LDC level, the AIP is endorsed to the Local Sanggunian for approval and
enactment.
The AIP process flow depicts the key staff involved in each major step of crafting
the AIP (See Figure 4.1).
87
LDC
PPDO/CPDO/MPDO/LBO
Local Chief Executive

(LCE)/ Local Development
Council (LDC)
Local Sanggunian
Aligns Development
Plan/ELA (PDPFP/CDP
with Current
Development Issues
Updates AIP to consider

new and unimplemented
PPAs
Determines Annual
Resource Requirements
of Priority Development
Projects from LDIP
Funded from 20% of IRA,
General Fund and Other
Sources Funds
Determines Resource
Requirements of PPAs for
Basic Services Delivery
and Administrative/
Legislative Services
Prepares Draft AIP and

present to LCE for Review
LCE Presents AIP to LDC

for Deliberation
LDC Deliberates
on/Endorses AIP to
Local Sanggunian
Approves AIP for the

Budget Year
Fig. 4.3. The AIP Process Flow Chart.

(Source: Budget Operations Manual for LGUs, 2008:31)
88
AIP categories2
The AIP shall be categorized under:

General Public
Social Sector
Economic Sector
Other Services Sector
The services falling under each of these basic sectors are as
follows:
Box 4.2. AIP categories.

General Public
Social Services Sector
Executive Services
Legislative Services
Planning and Development Coordination Services
Budgeting Services
Treasury Services
Accounting Services
Administrative Services
Civil Registry Services
General Services
Assessment of Real Property Services
Auditing Services
Information Services
Legal Services
Prosecution Services
Administration of Justice Services
Land Registration Services
Mining Claim Registration Services
Police Services
Fire Protection Services
Repair Maintenance of Government Facilities
Education and Manpower Development
- Public Education Services
- Medical Subsidiary Services
- Manpower Development Services
- Sports Center, Athletic Field and Playground
Maintenance Services
- Cultural Project Services
- Cultural/Conference/Convention Center
Operation Services
Health
- Health Services
- Field Projects (Immigration, Innoculation, Blood
Donor Services)
- Day Care Clinic
- Hospital Services
- Chest Clinic
Budget Operations Manual for LGUs, 2008.
89
Box 4.2. Continued.

Housing and Community Development
- Housing Projects
- Sanitary Services
- Street Cleaning
- Garbage Collection
- Sewerage and Drainage
- Street Lighting
- Community Development Services
Economic Sector
Social Welfare
- Social Welfare Services
- Family Planning Services
- Miscellaneous and Other Social Services
Agricultural Services
Veterinary Services
Natural Resources Services
Architectural Services
Engineering Services
Economic Enterprise and Public Utilities Operation
Services
Tourism Services
Services that cannot be categorized in any of the sectors
identified above.
SOURCE: Budget Operations Manual for LGUs, 2008.
The AIP Reference

The AIP Reference Code Code
is vital to the Plan-Budget Linkage process. The
sectoral code classification is consistent with the NGAS/sectoral coding of the Commission on
Audit, with its three (3) major sectors, including the five (5) sub-sectors under social services.
Box 4.3. AIP Reference Code.

Sector
General Public
Social Services Sector
Subsector:
Education and Manpower Development
Health, Nutrition and Population Control
Labor and Employment
Housing and Community Development
Social Security, Social Services and Welfare
Economic Sector
Code
1000
3000
3000-100
3000-200
3000-300
3000-400
3000-500
8000
9000
SOURCE: Budget Operations Manual for LGUs, 2008.
90
Sample LDIP for Social Welfare and Development

Housing and Community Development Sub-Sector
PROGRAMS/PROJECTS
(1)
SOCIAL WELFARE AND DEVELOPMENT SERVICES
Social Welfare and Development Services
General Administration and Support Services
Operations
Related Services
IMPLEMENTING OFFICE/
DEPARTMENT
Lead
Support
(2)
(3)
PSWDO
MSWDO, Team
Mission, Mangyan
Mission, ABSCBN Foundation
DSWD, PCSO,
NFA
Other services
Sub-Total [Social Welfare and Dev't Services]
HOUSING AND COMMUNITY DEVELOPMENT
Housing Program for Indigent Families
Streetlighting Projects
Sub-Total [Housing and Community Dev't]
PSWDO
LGU-MSWDO,
GK
ORMECO, PPA,
DILG/MPDLGP,
LGUs, PEO
MEO
SCHEDULE OF IMPLEMENTATION/COST
FUNDING
SOURCE
2013
2014
2015
TOTAL
(7)
(8)
(9)
(10)
(11)
PGOM-GF
PGOM-GF
PGOM-GF
FFS
Others
PGOM-GF
FFS
LGU/GK
National
FFS
ORMECO
PGOM-20% DF
DILG-MPDLGP
4,164,076.25
22,615,814.95
194,146.80
3,100,000.00
2,725,000.00
4,027,368.40
19,027,471.00
4,430,105.24
21,232,321.00
1,107,400.00
1,107,400.00
12,621,549.89
62,875,606.95
194,146.80
3,100,000.00
4,939,800.00
32,799,038.00
24,162,239.40
26,769,826.24
83,731,103.64
3,375,000.00
8,000,000.00
8,700,000.00
20,075,000.00
8,700,000.00
5,135,000.00
4,800,000.00
15,000,000.00
175,850,000.00
2,000,000.00
4,200,000.00
20,000,000.00
247,060,000.00
5,135,000.00
4,800,000.00
15,000,000.00
175,850,000.00
2,000,000.00
2,500,000.00
20,000,000.00
228,660,000.00
1,700,000.00
9,700,000.00
The increasing number of municipalities and cities that have been considered in the list of
priority areas under the Bottom-up-Budgeting necessitate that the user of this SIMPLE
Facilitators Guidebook read thru/refer to the BuB references hereing attached as Annexes
to this part of the Guidebook. The SIMPLE BDPs, CLUPs and enhanced CDPs are considered
by partner lgus as easy references for BuB output generations with tangible results in
2012-2013.
91
Phase 1
Trainer Pool
Formation
Phase 2
Linking Provincial
with
Municipal/City
Development
Strategies
Phase 3
Comprehensive
Land Use
Planning
Phase 4
Linking Plans and
Budgets
Phase 5
Management and
Implementation

by the Local Chief
Executive

Trainer Pool
Institutionalize
the Trainer Pool
Conduct Training
of Trainers
Conduct Specialized
Training

framework aspect
Review of the
development aspect
land use and
Filling up of the
Orient and mobilize

brgy LGUs
Get
organized
Finalize physical
& development
strategies
Assess and analyze

brgy resources

and cross-sectoral
studies
CLUP and ZO
Review existing
CDP in relation to
SP-approved CLUP
Consolidate,
integrate BDP
related to ZO
Formulate LDIP
Draw out AIP

from the LDIP
Review existing
monitoring
instrument
Regular monitoring
and enforcement of
Formulate M&E
Plan
the CLUP, CDP, LDIP
92
Management and Implementation:

Monitoring of Budgets and Expenditures
and Enforcement of Zoning Ordinance
Overview
This phase links the plans and budgets with

expenditures and focus on the zoning ordinance,
implementation and enforcement. With the zoning
ordinance as the principal land use regulatory
measure to enforce the policies in the CLUP, it is a
leverage to have it supplemented by investment
that will help shape local development. The CLUP
is a rich source of programs and projects to be
included in the investment program.
The Local Government Code stipulates that local
budgets shall operationalize approved local
development plans (sec. 305, i, RA7160). In
effect, the local development investment program
(LDIP) links the plan to the budget. With a
functional local development investment plan
translatedinto its annual component, the Annual
Investment Plan, local budgets can truly
operationalize the approved local development
plan as directed by the Code (Sec. 305,I, RA 7160).
Monitoring and evaluation is necessary to
determine whether or not plans are working, and
when circumstances have changed. SIMPLE provides
several process monitoring tools to help improve
the development of indicators at the local level.
The monitoring of the Zoning Ordinance has to be
regular, and the steps under this phase will have to
be recurrent to regularly monitor if the assigned
land use in the Comprehensive Land Use Plan
(CLUP) and the Zoning Ordinance are observed.
Objectives
Review existing monitoring instruments;

Formulate monitoring and evaluation plan;
Monitor if budgets and expenditures are
linked to the CLUP and LDIP;
Regular monitoring and enforcement of the
ZO.
93
Process Steps
3
1
Review
existing
monitoring
instruments
2
Formulate
monitoring
and
evaluation
plan
Monitor if
budgets and
expenditures
are linked to
the CLUP and
LDIP
4
Regular
monitoring
and
enforcement
of the ZO
Step 1. Review the existing monitoring instruments.

An essential part of managing budgets and expenditure is monitoring the extent
to which these have contributed to achieving goals and targets of the mandated
plans. It is important to look at how close are the links of the LGU plan and
budget
Why do expenditure monitoring?

To ensure transparency and accountability in public
expenditure management
To assess efficiency in fund utilization to realize
outputs and outcomes
To ascertain the extent to which the public
expenditure contributed in manifested in the LGPMS
When is M&E
best done
The answer to this question is not a simple one due to the

fact that the term of local officials does not coincide with
the fiscal year (same as calendar year). By the time an
incoming administration assumes office on July 1, it inherits
the last half-year of the outgoing administrations budget
and AIP. And when a particular administration bows out it
leaves the last half year of its third year budget and AIP to its
successor. In a 4-year scenario which shows the two changeover points after each election, the following M&E schemes
are recommended:
94
Year 1
Box 5.1. M&E Points in a 3-year term of office.

Q1
Q2
Q3
Q4
Implementation of Last Year Budget and AIP of previous administration
Election
M&E (Impact of
Previous
Administrations
LDIP/ELA
Year 2
End-of-Term
Report
Inaugural of
New Term
Preparation of LDIP/ELA
Preparation of Yr 2 Budget and 1st AIP
Implementation of Yr2 Budget and AIP

Preparation of Yr 3 Budget and 2nd AIP
M&E (Outputs
and Financial
Performance
End-of-Year
Report
Year 3
Implementation of Yr 3 Budget and 2nd AIP

M&E (Outcome of
1st AIP)
Preparation of Yr 4 Budget and 3rd AIP

M&E (Outputs
and Financial
Performance)
End-of-Year
Report
Year 4
Implementation of Yr 4 Budget and 3rd AIP

Election
M&E (Impact of
Outgoing
Administrations
LDIP/ELA
End-of-Term
Report
Inaugural of
New Term
SOURCE: Rationalized Planning System, 2008: p. 192
What to Monitor?
Usually, monitoring looks into the following elements:
Outputs deliverables of the program, project, activity
Outcomes results and long term impacts arising from use of
outputs
Impacts change emanating from plan/program implementation
overtime (baseline or time period)
In the AIP/Budget Cycle:
Outputs of the previous years interventions (physical and
financial)
Outcomes that are reported in the annual Ulat ng Bayan of
the Local Chief Executive; containing quantities and qualitative
indicator of outcomes of how (use) the budget was used
95
Monitoring Tools to Use:

Financial monitoring matrix
Physical monitoring matrix
Financial Monitoring
In the absence of a monitoring form for a financial and a physical target accomplishments
and gauging also from the interest of LGUs in partnership with GIZ in Region 8, a simple
matrix has been designed for purposes of a purposive monitoring of the development planbased budget and outputs, consistent with the link as well as the budget reform
framework of MTEF and OPIF.
Table 5.1 Financial Monitoring Matrix.
LDIP CY:
2012
(1)
(2)
PPA
Office
(3)
Funding
Source
(4)
(5)
LDIP CY
AIP
(6)
(7)
Prior Years Budget
Cont. Appr. Appropr.
(8)
Supplt.
Augment.
(9)
(10)
Expendit. Balance /
(SAAO) Cont. Appr.
(11)
%
A. Infrastructure Devt.
Project 1
Project 2
B. Economic Devt.
Project 3
Project 4
c. Social Devt.
Project 5
Project 6
D. Environmental Mgt.
Project 7
Project 8
E. Local Admin & Mgt.
Project 9
Project 10
TOTAL
SOURCE: GIZ, oriented on the LDIP Investment Budget Summary, PLPEM Vol. 3, p. 61
NOTATIONS in filling up the financial matrix:

(1)
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Sectors are based on the JMC 2011-1. PPAs shall be respectively categorized
Refers to the implementing office per PPA
LOCAL funding source, e.g. LDF, GF, G&D etc.
The LDIP column refers to the annual slice of the annually updated LDIP and shall state the programmed cost
by PPA
This column shall state the programmed cost by PPA taken from the respective AIP. Ideally the individual and
total cost should be identical with those of column (4)
The prior years continuing appropriations are automatically carried over from the previous years matrix column
(10) in case the funding source is the LDF
The Appropriation in the Budget shall state the appropriated amount by PPA
If made, any supplemental augmentations for PPAs shall be included here
Taken from the SAAO for the respective fund, this column shows expenditures by PPA
96
(10)
(11)
(columns (6+7+8)-9) - The year-end balance (in case the LDF is the funding source, the continuing appropriation
for the succeeding year is carried over to the succeeding years column (6))
The percentage refers to the extent that the final expenditures match the programmed expenditures; the
respective TOTAL is an average of the individual percentages
The financial monitoring matrix would need to be filled for every individual slice of the
LDIP and the respective data has to be carried over and summarized in a similar table for
the complete LDIP, covering all six years of implementation.
The form allows monitoring annual financial compliance of the different steps from the
LDIP to the final expenditure by individual PPA and for the whole AIP; it furthermore
allows to monitor the spending progress and compliance development for the whole LDIP.
This will provide information for the municipality on the needs of adjusting the LDIP, the
succeeding AIPs and keep track on the continuing appropriations. It should assist in adding
more transparency to the plan-budget-expenditure link and furthermore generate easy to
communicate information on the financial side of their plan implementation.
Physical Monitoring
Table 5.2: Physical Monitoring Matrix
LDIP CY:
2010-2015
(1)
(2)
(3)
(4)
PPA
Impl.
Office
MFO
Performance
Indicators
(5)
(6)
Baseline
Year
MEO
Improved rural
accessibility
km of concreted roads
2009
100
10
10
10
10
10
10
10
HH with close access

to concrete roads
2009
10000
88
90
68
66
55
82
77
80
Value
(7)
(8)
Annual Plan Target & Actual Value
End-ofT
A
T
A
T
A
T
A
T
A
T
A Plan Target
2010 2010 2011 2011 2012 2012 2013 2013 2014 2014 2015 2015 (Value)
(9)
Overall
Actual
Value
(10)
160
118
30%
10450
10156
35%
A. Infrastructure Devt.
Road Construction
B. Economic Devt.
Project 3
c. Social Devt.
Project 5
D. Environmental Mgt.
Project 7
E. Local Admin & Mgt.

Project 9
SOURCE: GIZ, based on the results matrix for the Philippine Development Plan
While the financial monitoring displays how consistently the budget is utilized to
implement the plan-based investments, the physical monitoring provides information on
the physical achievement of the plan implementation through those investments. It
provides comparable information as the financial monitoring on a physical level, for the
purposes of understanding, optimizing and communicating the plan implementation
through investments. Additionally the physical and the financial monitoring information
can be compared, to find out whether the planned investments contributed to achieving
the expected outputs, whether physical targets were not reached due to spending
shortfalls or whether expected targets and outputs can be accomplished with less than the
programmed investment costs and the like.
97
In conclusion, the two monitoring forms provide sufficient information for the succeeding
plans and investment programs and furthermore built part of the information set
necessary to evaluate the planning process and impacts.
Step 2 Formulate monitoring and evaluation plan.

Developing an M&E plan in a timely fashion is difficult but can be done.
Facilitators should be able to describe the resources and capacity necessary for
developing and implementing an M&E plan as well as understand the steps in the
process of developing and implementing the M&E plan. Likewise, facilitators
should be able to describe how M&E findings can be disseminated and utilized.
Finally, facilitators should be able to assess how well an M&E plan is working.
What is an M&E Plan?

An M&E Plan is a document that describes a system which links strategic
information obtained from various data collection systems to decisions that will improve
local development programs. It is a basic document that will ensure:
Accountability
Measure of success
Box 5.2. Functions of an M&E Plan.

State how the program is going to measure what it has achieved (ensure
accountability)
Document consensus (encourage transparency and responsibility)
Guide M&E implementation (standardization and coordination)
Preserve institutional memory
Adopted from: www.cpc.unc.edu.
The M&E Plan is a living document

and needs to be adjusted when a
program is modified.
98
Box 5.3. Standards for an M&E Plan.

Utility - serve practical information needs of intended users
Feasibility - be realistic, prudent, diplomatic and frugal
Propriety - conducted legally, ethically, and with regard to those involved in and
affected by the evaluation
Accuracy - reveal and convey technically accurate information
Regardless of whether your program is a comprehensive program or a sub-national

vertical program, an M&E plan should abide by these standards.
The M&E Plan must be useful and serve the practical and strategic information
needs of the intended users for decision making purposes (from assessing program
performance to allocating resources, etc.). Intended users may include those at
the highest central levels making decisions about national programs to those
making decisions to improve programs at the local community level.
The M&E plan should be realistic and practical. To the extent possible, it should
make the best use of existing data collection systems. If new data collections
systems or studies are involved, resources (cost and technical capacity) must
carefully be considered.
Data collection, special studies included in the M&E plan must abide by regulations
and protocols that consider the rights of those involved in and affected by M&E
activities.
Finally, the M&E plan should provide technically accurate and useful information
for decision making and program improvement.
Box 5.4. Capacity and resources for M&E.
Technical capacity for M&E
o M&E unit
o Strategically located individuals who are motivated, committed,
competent and interested in M&E
Scale of program funding and resources for M&E
o 10 percent of resources devoted to M&E
o Costs related to data collection systems & information dissemination
o Costs may be higher during the first year
o Other resources include indicator guides, manuals, communication
tools
Something that often is neglected when preparing to develop an M&E plan is to

assess the M&E technical capacity of a program/project. When preparing the M&E
plan, facilitators must at least consider the existing data collection systems and
staff capacity in M&E. The program may have an M&E unit with staff trained in M&E
methods that will be responsible for leading the development and coordination of
the M&E plan. If not, there may be strategically located individuals who are
99
motivated, committed and competent and have an interest in M&E. It is important

to identify those people even if they do not have a formal M&E position.
The scale of program funding and the proportion of resources devoted to M&E is
another important consideration when you start to develop your M&E plan.
Obviously, the M&E effort should not be more costly than the program itself. One
rule that has been suggested is that 10% of resources should be devoted to M&E.
Costs that should be considered are those related to the cost of data collection
systems and information dissemination and use of those for M&E coordination. M&E
expenses may be higher in the first year because of the resources needed to
improve or establish information systems. If new systems or special studies are to
be conducted by outside agencies, these costs and their timeline must also be
considered. Those developing the M&E Plan also need resources such as indicator
guides, M&E guidelines (manuals, textbooks, etc), communication tools.
These factors must be considered throughout the development of your M&E plan so
that it is realistic and appropriate for your programs needs.
Box 5.5. Key steps in developing and implementing an M&E Plan.

1. Define process for stakeholder involvement.
2. Translate problem statement, program goals and objectives into M&E frameworks.
3. Determine elements to be monitored and evaluated.
4. Develop M&E Framework.
5. Define indicators and identify data sources.
6. Determine M&E methods for data and information collection.
7. Develop data collection plan.
8. Determine M&E responsibilities.
9. Set targets.
10. Define reporting system, utilization and dissemination of results.
11. Plan for mid-course adjustments.
1. Define process for stakeholder involvement.
Who are the stakeholders?

When will they be involved?
How will they be involved?
What challenges might arise?
How will you address those challenges?
100
2. Translate problem statement, program goals and objectives into M&E

frameworks.
Translate problem statement, program goal and objectives into
frameworks that can be objectively measured:
What do we want to know at the end of the program?
What do we expect to change by the end of the program?
The M&E framework outlines the scope of the M&E plan:
Links program activities to expected outputs, outcomes, and impacts
Informs types of information to be collected/used
Identifies what needs to be measured to guide indicator selection
One of the first tasks in developing your M&E plan is translating the problem
statement and your programs goals and objectives into frameworks that can be
objectively measured. Consensus should be reached on your evaluation questions in
the following areas: What do we want to know at the end of the program? and
What do we expect to change by the end of the program?
This will also determine the scope of the M&E system for your program. For example,
if the goal of the program/objectives is/are to improve health status, quality of life, you
will need population-based measures. Experimental design (pretest post test control
group design), longitudinal multivariate analysis.
The rigorousness and scope of your M&E plan will depend on what you commit to
and what your program will be accountable for.
Developing the M&E framework provides your team with a clear picture of how
program activities are linked to expected outputs, outcomes and population-level
impacts. It also informs the different types of information that will be collected.
Finally, the M&E framework helps to identify what needs to be measured and
ensures that appropriate indicators are selected.
3. Determine elements to be monitored and evaluated.
Monitoring:
Resources (inputs)
Quality of service
Service statistics
Service coverage
Client/patient outcomes (behavior change/morbidity)
Impact evaluation:
Attributing the change in outcomes to the program
101
Here are some program elements that are often considered when developing areas
for monitoring and evaluation. These elements will guide indicator selection.
Several program components can be monitored such as:
Resources which include the human resources, the management and
administrative structure, the infrastructure, and equipment and supplies needed
to perform a service.
The quality of the service (because service statistics and service coverage do not
alone guarantee a favorable outcome).
The outcomes of the service whether in terms of behavior change or disabilityrelated to the disease should be monitored.
When developing the M&E framework, you should discuss and reach consensus on
the expected impact your program will have. Again, answering the question of what
you expect your program to change will guide decisions about what strategic
information is needed for program management decisions and what elements should
be monitored and evaluated.
4. Develop M&E Framework.

Review program documents with stated goals and objectives.
Ensure that key factors that may influence program implementation and
success are identified.
Achieve consensus among stakeholders.
Based on the elements that should be monitored and evaluated, how do we actually
go about the process of developing the framework? We need to review documents
that stipulate the programs goals and objectives. If part of a larger plan, we should
review program strategy documents. When developing the framework, the team
should consider the factors that may influence the success of the program because
this will help in the selection of indicators and setting realistic targets.
Stakeholder consensus on the M&E framework is key to ensure that all parties have
a clear understanding of the programs goals and objectives and how progress
towards them will be measured. This in turn will help determine the appropriate
methods and data sources for collecting and analyzing the data necessary to
measure those indicators.
Part of developing the M&E framework includes defining the indicators that will
measure your programs progress.
5. Define indicators and identify data sources.
Indicators must be:

SMART
Linked to M&E framework
Useful for program decision-making
Consistent with local development plans
Realistic to collect (feasible)
102
Data sources:
Existing vs. new
Lets quickly review some of the key points when developing your indicators.
SMART - Specific, Measurable, Attainable, Relevant, and Time-bound

The M&E plan must include useful M&E indicators and data collection systems
so that it will contribute to effective program management and be useful for
program decision-making. Indicators should be consistent with local
development planning and your programs reporting requirements. Indicator
selection should consider what is feasible and realistic to collect, this includes
considering data availability and identifying data sources.
The data sources identified must provide you with the information you need to
measure your indicators. While you are already familiar with different types of
data sources, it is important to consider those data sources that exist at the
time you are developing your M&E plan and whether or not new data
sources/collection mechanisms need to be developed (and whether or not that
is feasible, practical & realistic).
6. Determine M&E methods for data and information collection.
Assess information systems capabilities to address strategic information

needs.
Determine methods by which data will be collected, analyzed and reported
e.g., surveys, surveillance systems, project information
systems/records, new data collection
Determine whether any special studies will be conducted and what design
will be used
e.g., Qualitative, quantitative or combination of both
Once you have developed the M&E framework, defined indicators, and identified the
necessary data sources, the M&E team should determine the appropriate methods
by which data will be collected and analyzed. During this process, the M&E team
should assess the strategic information needs and the existing information systems
capabilities to address those needs to determine what is feasible and what is not. At
this point, some adjustments to your M&E framework and indicators may be needed.
You must identify how to collect the information necessary to measure your program
indicators, whether it will be through existing data collection systems or whether new
systems will be developed. You must determine how information will be recorded
and reported. You should identify any tools or forms that will be needed.
You will also need to determine whether any special studies will be conducted and
what study design will be used. You should also carefully consider the internal and
external capacity to conduct any special studies (this includes technical capacity as
well as cost considerations).
103
7. Develop data collection plan.
Indicators
Who responsible
Timing
Data quality notes
The data collection plan (or matrix?) summarizes the data sources needed to
implement the M&E plan. For each data source, the plan should identify the
indicators and information that will be obtained, who will be responsible for collecting
the information, the timing of data collection and any notes on data quality issues.
8. Set targets.
Focus on what the program should achieve.

Orient stakeholders to the task to be accomplished.
Motivate individuals.
Monitor whether anticipated progress is being made.
You may wonder why we did not bring up setting targets earlier, for example, after
the discussion on indicators. The reason is that often targets are set after there is a
cohesive draft of the M&E plan. However, setting targets may be done earlier (again,
each step is not necessarily independent from the next).
Regardless of when it occurs, it should be done in consultation with all stakeholders
so that everyone understands what the program is committed to achieving. The
process of setting targets will orient stakeholders to the tasks that you expect your
program to accomplish and should motivate everyone involved. By setting targets,
you will have a concrete measure by which to judge whether your program is
progressing as it should.
9. Define reporting system, utilization and dissemination of results.
Define users of M&E findings

Define feedback mechanism to meet user needs
o Strategically timed user meetings/workshops
o Annual report and review meeting
o Database to manage data and facilitate access and use
104
Throughout the process of developing the M&E plan, the end users and their
information needs must be addressed (fulfilled?) to ensure utilization of the M&E
plan.. If you have involved stakeholders from the beginning in the development of
your M&E plan, you will have a clear understanding of who the users of M&E findings
are and what their information needs are.
In the M&E plan, you should articulate a plan for disseminating and utilizing M&E
findings.
Program information/data may be prepared and presented during
strategically timed user meetings and/or workshops. You should consider who would
attend these meetings/workshops and tailor the information to their information needs
for decision-making/program improvement.
Annual report and review meetings are also effective ways to review program
progress and to use results to identify areas for improvement and/or program
adjustments and to see which aspects of the program are most successful.
Databases can also provide easy to access and current program information and can
generate data tables tailored to respond to specific information needs.
10. Plan for mid-course adjustments.
Program changes can affect the M&E plan performance monitoring and
impact evaluation
Internal M&E capacity facilitates adjustments
Flexibility and regular review of program results necessary
Program changes can and will occur. You must be prepared for them and be able to
adjust your M&E plan accordingly. When developing the M&E plan, you should be
aware that program changes can affect the way activities are monitored. It can also
affect the integrity of your impact evaluation design.
Having internal M&E capacity will facilitate adjustments to your M&E plan because
changes can be made internally rather than depending on external capacity which
would be expensive (require additional costs).
By regularly reviewing program progress and results with stakeholders, you will be
able to identify areas for adjustment in a timely way. Remember to be open and
flexible and able to make tradeoff when necessary.
How do we determine whether our M&E plan requires adjustments? We need to
periodically assess the M&E plan by focusing on the following questions.
Are M&E activities progressing as planned?
Are the evaluation questions being answered sufficiently?
Have other evaluation questions been raised and should they be incorporated
into the plan?
Are there any methodological or evaluation design issues that need to be
addressed?
105
Are there any outside factors (political, environment) that are affecting the
plan?
Are appropriate staff and funding still available to implement the M&E plan?
Are M&E finding being disseminated and used by stakeholders for decision
making and program improvement?
Box 5.6. Developing and implementing an M&E Plan: Logic Model.
Outcomes
Inputs
Processes
Human resources
Understanding of
the program
Authority and
mandate
Stakeholders
Advocate
Assess strategic
information needs
Assess
information
systems
capabilities
Achieve
consensus and
commitment
Develop
mechanism for
M&E plan review
Prepare document
for final approval
Short-Term
Inputs
M&E Plan
Document
M&E System for

obtaining
Strategic
Information
decision making
Long-Term
Evidence-based
decisions for
improving
programs
Impacts
Improved status
or well-being
Here we present a logic model depicting the development and implementation of the
M&E Plan. Throughout this stage, you have discussed the elements that comprise
the inputs, processes, outputs and outcomes of developing an M&E Plan. In keeping
with the Logic Model, the output of those processes is a comprehensive document
that describes the M&E system of any program.
The M&E plan must have the approval of the governing authority and the consensus
of the primary stakeholders. In terms of outcomes, the output should lead to the
creation of an M&E system for obtaining strategic information for decision making. In
turn, these decisions should improve programs with the ultimate impact being
improved health status of the individual and population.
106
References:
Curtis, S (year?). Building M&E Plans.

FHI (2011). Core Module 3: Developing a Monitoring and Evaluation
Work Plan.
Step 3. Monitor if budgets and expenditures are linked to the

CLUP, CDP, AND LDIP.
This step is important, as a plan only unfolds its full potential when its
implementation is monitored. Budgets need to be assigned according to planned
priorities. Planning team needs to get involved in the monitoring of annual
budgeting and the expenditures of the municipal government. Only this will
guarantee that planned measures are implemented.
Step 4. Monitor and enforce Zoning Ordinance.

The Zoning Ordinance is the implementing tool for land use. It is also a regulatory
instrument in the development of towns/cities in a way that sustainable
development may be achieved. The CLUP 2006 guidelines provide the
enforcement procedure of the Zoning Ordinance. The importance of having an
institutional mechanism in its enforcement cannot be over-emphasized. Below is
the figure that amply describes the institutional requirements for the ZO
enforcement.
Box 5.7. Mechanisms to implement the Zoning Ordinance
(CLUP Guidelines Vol. 1 Ch. 12; e-CLUP Vol.1: 63).
Creation/establishment of the required operating units as provided for in
the Administration and Enforcement provision of the approved ZO.
Establishment of a permitting system to govern land use development
regulations and ensure implementation of the land use plan through the
zoning ordinance.
Assess applications for land use development permits and management
schemes.
107
Fig. 5.1 Flow chart for implementing the CLUP and ZO

(CLUP Guidebook, Vol. 1, 2006: Ch 11).
108
Monitoring of the ZO at the moment is focused on the development regulations that has
something to do with permitting and licenses associated to developments in towns/cities. In
the current performance monitoring system of local governments (LGPMS), only the CLUP is
monitored as part of the administrative governance indicator. The ZO as an important local
legislation is not factored in. Nevertheless, the sectoral indicators implies in how far the
projected spatial requirements have been sufficiently addressed. This is so, given that the
CLUP provides the spatial projections needed for the development of a town/city.
The Philippine Local Governance Performance Measurement System or LGPMS is a

self-assessment, web-based development management tool for provinces, cities and municipalities
capable of providing information on the capacities and limitations of LGUs in the delivery of
essential public services. It aims to provide results-oriented information concerning levels of LGU
management capacity, service delivery and state of development from which may evolve decisions
or actions to optimize investment or resources, establish LGU performance benchmarks and
generate strategies data for local and national policy development.
(From: LGPMS Users Guide, 2005; www.dilg.gov.ph)
Box 5.8. Areas covered by the LGPMS.

There are two LGPMS areas covered with its respective sub-areas:
Governance Aspect
Administrative Governance - Local Legislation; Development Planning; Revenue Generation;
Resource Allocation & Utilization; Customer Service; Human Resource Management &
Development
Social Governance - Health Service; Support to Education; Support to Housing & Basic
Utilities; Peace, Security & Disaster Risk Management
Economic Governance - Support to Agriculture Sector; Support to Fishery Services;
Entrepreneurship; Business & Industry Promotion
Environmental Governance - Forest Ecosystem Management; Freshwater Ecosystem
Management; Coastal Ecosystem Management; Urban Ecosystem Management
Valuing Fundamentals of Good Governance - Transparency; Participation; Financial
Accountability
Development Aspect
Social Development - State of Health & Nutrition; State of Education; State of Housing &
Basic Utilities; Peace & Order Condition

Economic Development - State of Income; State of Employment
Environmental Development - State of Agricultural Ecosystem; State of Forest Ecosystem;
State of Freshwater Ecosystem; State of Coastal Marine Ecosystem; State of Urban Ecosystem
It is essential however that the land use and zoning regulations becomes a core part of the
LGPMS. This implies that both documents need to bear indicators such as land use
changes, increase in protected areas or compliance to zoning regulations, among others.
109
GUIDE TO USEFUL RESOURCES

Legal Basis, Planning Guidelines, Standards, Memo/Circulars
COA and DBM. 2012. Joint Circular No. 2013-1 dated 15 March 2013 on the Revised
Guidelines on the Submission of Quarterly Accountability Reports on
Appropriations, Allotments, Obligations and Disbursements.
DBM. 2008. Budget Operations Manual for Local Government Units (An Updated
Version of the June 2005 Edition).
DBM. 2012. Public Financial Management Assessment Tool for Local Government Units
(PFMAT for LGUs). Manila, Philippines: Department of Budget and
Management.
DBM. 2012. Local Budget Circular No. 101 dated 12 October on the PFMAT for LGUs.
DBM, DILG, DSWD, and NAPC. 2012. Joint Memorandum Circular No. 3 dated 20
December on Policy Guidelines and Procedures in the Implementation of BottomUp Budgeting (BUB) for FY 2014 Budget Preparation.
DBM. 2013. National Budget Memorandum No. 118 dated 25 April on Adoption of
Budget Priorities Framework in the Preparation of the FY 2014 Agency Budget
Proposals.
DBM. 2013. Local Budget Memorandum No. 67 dated 28 June on FY 2014 IRA Level
and Other Local Budget Preparation Matters.
DBM. 2013. Circular Letter No. 2013-4 dated 30 April on the Forum on FY2014 Budget
Priorities Framework and Program Budgeting Approach.
DBM. 2013. Circular Letter No. 2013-6 dated 30 July on Conduct of Briefing Sessions for
Departments/Agencies in Preparation for the Congressional Deliberation of the
FY2014 National Expenditure Program (NEP).
DILG. 2003. Gender Responsive Local Planning and Budgeting: A Guidebook for
Beginners.
DILG. 2005. Rationalized Local Planning System of the Philippines. Manila,
Philippines: Bureau of Local Government Development, Department of the
Interior and Local Government.
110
DILG. 2005. Local Governance Performance Monitoring System (LGPMS) Users

Guide. Manila, Philippines: Bureau of Local Government Supervision,
Department of the Interior and Local Government.
DILG. 2008. Guide to the Preparation of the Comprehensive Development Plan.
Manila, Philippines: Bureau of Local Government Development, Department of
the Interior and Local Government.
HLURB. 2006. CLUP Guidebook:
Volume 1. A Guide to Comprehensive Land Use Plan Preparation
HLURB. 2007. CLUP Guidebook:
Volume 2. A Guide to Sectoral Studies in the CLUP Preparation
Volume 3. A Guide to Data Management in the CLUP Preparation
Volume 4. Planning Strategically: Guidelines for the Application of the Strategic
Planning Process in the Preparation of the CLUP
Volume 5.Model Zoning Ordinance
NDRRMC, DBM, and DILG. 2013. Joint Memorandum Circular No. 2013-1 dated 25
March on the Allocation and Utilization of the Local Disaster Risk Reduction
and Management Fund.
NEDA. 2007. Guidelines on Provincial/Local Planning and Expenditure Management:
Volume 1: Integrated Framework.
Volume 2: Provincial Development and Physical Framework Plan
Volume 3: Investment Programming and Revenue Generation
Volume 4: Tools and Techniques on Budgeting and Public Expenditure
Management
Volume 5: Project Evaluation and Development
PCW. (2009). Harmonized Gender and Development Guidelines for Project
Development, Implementation, Monitoring and Evaluation.
111
Land Use and Participatory Development Planning Guides and Manuals

CONCEP, Inc. (undated). e-CLUP Preparation Guidebook Volume 1 (draft only).
GTZ Compendium:
Volume 1: Integrated guide
Volume 2: Planning tools and approaches,
Volume 3: Investment programming tools and approaches,
Volume 4: Revenue administration and resource mobilization Tools and
approaches
Volume 5: Budgeting and expenditure management tools and approaches.
GTZ. LGU Facilitators Manual on Barangay Land Use Planning.
GTZ. Barangay Development Planning (BDP) Manual.
GTZ. (2009). Proceedings of the Workshop on Revisiting Options for Local
Development Planning in Natural Resource Governance held at Makati City on
May 12-14.
LEONHARDT, M. (2001). Conflict Analysis for Project Planning and Management.
Eschborn: GTZ.
KIEVELITZ, U. and SCHROTTHAMMER, E. (2006). Decentralization and Conflicts. A
Guideline. Eschborn: GTZ.
NUEVAS, D.I. Municipal Facilitators Guide to Participatory Barangay Development
Planning: Towards Coordinated Support Service Delivery for Sustainable
Community Development. Manila, Philippines: GTZ.
NUEVAS, D.I. Annex 1. Municipal Implementing Teams Guide to Participatory
Barangay Land Use Planning. Manila, Philippines: GTZ.
NUEVAS, D.I. Annex 2. Municipal Implementing Teams Guide to Community
Writeshop. Manila, Philippines: GTZ.
PRISP. (1998). Project Design: Users Workbook. Department of Agriculture-Philippine
Rural Institutional Strengthening Programme, Quezon City, Philippines.
SEROTE, E.M. et.al. (2008). Land Use-Based Development Planning in Leyte. A
Process and Evaluation Study Final Report. Manila, Philippines: GTZ.
112
Participatory Tools and Techniques

FAO. Resource CD ROM on Participatory Approaches, Methods and Tools.
IFAD. (2009). Good Practices in Participatory Mapping. International Fund for
Agricultural Development.
World Bank. (1998). Participation and Social Assessment: Tools and Techniques.
Washington, DC: The International Bank for Reconstruction and
Development/The World Bank.
Coastal Resources Management

GTZ. (2007). Coastal Fisheries Resources Management (CFRM) in the Philippines.
Roadmap based on experiences from GTZ-assisted projects in Regions 6 and
8 (2002-2007). Manila, Philippines.
White, A.T., P.M. Alio, and A.T. Meneses. (2006). Creating and Managing Protected
Areas in the Philippines. Fisheries Improved for Sustainable Harvest Project,
Coastal Conservation and Education Foundation, Inc. and University of the
Philippines Marine Science Institute, Cebu City, Philippines.
Walters, J.S., J. Maragos, S. Siar and A.T. White. (1998). Participatory Coastal
Resource Assessment: A Handbook for Community Workers and Coastal
Resource Managers. Coastal Resource Management Project and Silliman
University, Cebu City, Philippines.
Community-Based Forest Resources Management

AFN. (2002). Participatory Rural Appraisal for Community Forest Management. Tools
and Techniques. Asia Forest at Network. Ca. USA. Retrieved from
www.asiaforestnetwork.org.
DENR. Community-based forest management strategic plan (2008-2017).
DENR. Community-based forest management policies and guidelines.
ESTORIA, E., J.F. HERBOHN and S.R. HARRISON. (Date?). The role of community
organizers in facilitating community-based forest management in Leyte.
GASCON, C.N., A.F. GASCON, and K. TAKAHASI (Eds.). (2002). Agroforestry
systems in the Philippines: Experiences and lessons learned in Mt. Banahaw,
Hanunuo, Mangyan and some community-based forestry projects. Japan
International Research Center for Agricultural Sciences (JIRCAS), U.P Los
Baos (UPLB), and Southern Luzon Polytechnic College (SLPC).
113
JIRCAS, UPLB and SLPC. (2006). Agroforestry systems in the Philippines: Experiences
and lessons learned in Mt. Banahaw, Hanunuo, Mangyan and some communitybased forestry projects. Cecilia N. Gascon, Antonio F. Gascon and Kazunori
Takahashi (Eds.). Japan International Research Center for Agricultural Sciences.
PULHIN, J.M., M.C. AMARO, JR., and D. BACALLA. (2005). Philippines CommunityBased Forest Management. A Country Report presented during the Community
Forestry Forum organized by the Regional Community Forestry Training Center
(RECOFTC) held on 24-26 August 2005 in Bangkok, Thailand.
UNU. (2001). Community-based Forest Management in Leyte, the Philippines. UNU
Innovative Communities Project. Retrieved from
http://geic.hq.unu.edu/ENV/files/.../case%20study%206%20Philippines.pdf
The CBFRM toolkit provides a more comprehensive list of resources on communitybased forest resource management.
Disaster Risk Reduction and Management

IIRR,CORDAid. (2007). Building Resilient Communities, A Training Manual on
Community-Managed Disaster Risk Reduction. International Institute of Rural
Reconstruction (IIRR) and Catholic Organization for Relief and Development
Aid (CORDAid).
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GLOSSARY OF TERMS
Activity
A cluster of tasks. It is a very short-term effort

performed by one or several members of a project
team or of an office or organization. Some activities
must be completed before the project can move on;
other activities can either be done simultaneously or
lie in wait as other tasks go on. An activity may last
from one week to one year.
Annual Investment Plan
A component of the Barangay Development Plan. It

contains the specific programs, projects and activities
with corresponding project costs including the
necessary fund flows to approximate the reasonable
timing in the release of funds.
Barangay Development Plan
Official planning document of the barangay where the

problems, needs and aspirations of the community are
identified, prioritized and pursued based on the
available resources within or outside the locality.
Base Map
A map of the barangay itself; shows where the

barangay is located in relation to the rests.
Comprehensive Development
Plan
An action plan utilized by every local administration

to develop and implement priority sectoral and crosssectoral programs and projects
The comprehensive plan has been known by different
names, e.g., the Provincial Development and Physical
Framework Plan (PDPFP) at the provincial level
through the National Economic and Development
Authority (NEDA); the Comprehensive Development
Plan at the city/municipal level through the
Department of Interior and Local Government (DILG);
the City Development Strategy Report; and the
Executive-Legislative Agenda (ELA), a term-based
comprehensive development plan whose time frame is
much shorter.
115
Barangay Development Planning
A process-oriented approach involving community

members in data gathering, problem analysis and
prioritization of needs, formulation of community
vision and mission, formulation of sectoral goals and
objectives and preparation of the comprehensive 6year development plan.
Comprehensive Land Use Plan
A document embodying specific proposals for guiding,

regulating growth and development of a city or
municipality. It is comprehensive because it considers
all sectors significant in the development process, i.e.
demography, socio-economic, infrastructure and
utilities, land use and local administration, within the
territorial jurisdiction.
Consensus
A group decision (which some members may not feel is

the best decision, but which they can all live with,
support, and commit themselves not to undermine),
arrived at without voting, through a process whereby
the issues are fully aired, all members feel they have
been adequately heard, in which everyone has equal
power and responsibility, and different degrees of
influence by virtue on individual stubbornness or
charisma are avoided so that all are satisfied with the
process.
Evaluation
A systematic process of collecting and analyzing

information about activities and results of a project in
order to determine the projects relevance and/or to
make decisions to improve the efficiency and
effectiveness of a project.
Flow Diagram
A participatory tool that can be used to develop an

economic assessment of the production system. This
along with other economic techniques to estimate
yields, labor and capital costs draw on information
obtained from PRA tools but require additional
research and ecological data before a rigorous
economic analysis can be achieved.
116
Gender Analysis
The systematic gathering and examination of

information and data on existing gender differences
and social relations in order to identify understand
and redress inequalities based on gender as well as
the specific problems, aims and potentials of women
and men. Important aspects of analysis are: gendered
division of labor, access to and control over resources,
political decision-making processes. A gender analysis
is decisive so women and men can equally participate
in and benefit from development processes.
GIS mapping
An analytical mapping method that uses a computerbased geographic information system (GIS) that
represents geographic coordinates in a very precise
map, and to include information relating to changes in
geographical, social or agricultural indicators.
Goal
A broad statement of desired outcome in the medium

or long term. It aims to address a general problem
situation of a municipality/city as derived from the
situation analysis.
Historical mapping
A participatory tool which is meaningful when one

wants to find out the significant events in the
community.
Income and Expenditure Matrix
A participatory tool that helps to identify and quantify

the relative importance of different sources of income
and expenditures. The tool also helps to understand
how secure or how vulnerable certain groups of
people incomes are. In the Expenditures matrix, most
or only some of people's total income is spent to meet
basic needs - food, water, clothing, shelter, health
care, education.
Land
Viewed both as a natural resource and a property. As

a natural resource, it should be conserved and cared
for with due regard for its effect on society as a whole
and for the conditions in which it will be passed on to
future generations. As a property, it is a private
commodity which can be owned, used, bought or sold
for personal comfort and profit.
Landcover Map
A map that reflects the distribution of land uses

covering the entire barangay specifically based on its
existing land cover.
117
Land use
Refers to the manner of utilization of land including

its allocation, development and management.
Land use plan
A plan for the proper management of land resources.
Land use planning
The act of defining the allocation, utilization,

development, and management of lands within a given
territory or jurisdiction according to the inherent
qualities of land itself and supportive of sustainable
economic, demographic, socio-cultural and
environmental objectives as an aid to decision making
and legislation.
The rational and judicious approach of allocating
available
land resources to different land use activities, (e.g.
agricultural, residential, industrial) and for different
functions consistent with the overall development
vision/goal of a particular locality.
Map
A two-dimensional presentation of a geographical

area.
Map Overlay Analysis
An analysis technique used to determine relationship

of various conditions (themes) to each other or to
validate a given assumption; involves the
superimposition of two or more of the thematic maps
(but not too many as to avoid confusion) to define the
areas which meet a given set of criteria or conditions.
Map scale
The relationship of the distance between any two

points of the map to the horizontal distance between
those same two points on the ground.
Mission statement
A statement of purpose and the primary reason for

which plans and resources, including administrative
and programmatic staff, are directed. It should be
general and includes measurable goals which may be
subject to change. The mission aims to
realize/achieve the vision.
Monitoring
A continuous process of data collection and analysis to

check whether a project is running according to plan
and to make adjustments if required. It is an
evaluative study directed to the short term.
118
Municipal Implementing Team
Municipal Implementing Team (MIT) - a multidisciplinary group of facilitators from the municipal
LGU mandated by their Local Chief Executive (LCE)
to assist the barangays in facilitating the formulation
of their Six-Year Development Plan starting with the
barangay land use as basic input and consideration in
the identification of development interventions,
program thrusts and projects done in participatory
and consensus-building approach.
Objectives
More specific statements of short-range desired

outcomes or results towards which development
activities in the municipality/city are directed.
These may be viewed as subsets of a goal and
therefore contribute to the attainment of a stated
goal.
Organizational Rating
A participatory tool which documents the communitys

perceptions of how local officials effectively carry out
their roles and responsibilities to the community as
mandated by law. How do local officials effect
transparency, accountability, and participatory
governance? What are their strengths and their
weaknesses?
Palakpak-palpak
A localized version of an organizational rating tool

used to highlight public officials values, attitudes,
and culture of leadership. It highlights the positive
(palakpak) attitudes as well as the negative
(palpak) ones. Which of the positive and the
negative dominates? What are the potentials? Are
there efforts to improve on the negatives?
Participatory Rapid Appraisal
A family of approaches and methods to enable local

people to share, enhance, and analyze their
knowledge of life and conditions, to plan, and to act.
Program
Sets of projects that translate strategies to specific

action plans. Some strategies may involve only one
project in which case a program may be unnecessary.
Each strategy may require more than one program.
Programs are Programs may involve several sectors
although the sectoral focus should be clear.
Sometimes synonymous with project, it may cover a
period of three to six years.
119
Project
A cluster of activities. It is both sector- and locationspecific, a complex effort consisting of interrelated
activities performed by various functional units and
specialists. Sometimes synonymous with program, a
project has a well defined objective, a definite
schedule, and a set budget. It may cover a period of
one to three years.
Protection Map
A map that shows highly vulnerable areas that need to

be protected or conserved.
Road Network Map
A map which represents the location of roads that are

known to the people.
Seasonality Diagramming
A participatory tool that determines the patterns and

trends throughout the year in the barangay.
Service Map
A participatory method that identifies location of

basic service facilities in the community such as
health centers, schools, post offices, telephone
facilities, churches, restaurants and food chains, jails
(if any), markets, stores and other business
establishments, hospitals and clinics, banks,
postharvest facilities, rice/corn mills, cemeteries,
sports and recreation facilities, etc.
Settlements and Infrastructure

Map
A map that determines the location, distribution,

volume and types of infrastructure utilities found in
the city or municipality.
Sieve Analysis
This is done to determine, among others, the areas for

reforestation or rehabilitation, incompatible land uses
to be corrected, conflicting interests to be reconciled,
and proper location of infrastructure and other capital
investment projects.
Tenurial Map
A map that deals with the various modes of ownership

of the people over the lands within the barangay.
Venn Diagram
A participatory method that uses circles as symbols to

identify community institutions (both internal and
external) and the nature of their relationships with
each other.
120
Visioning
A participative process whereby the municipality or

city defines the future that it wants. The vision lays
out what the citizens of the community would like
their municipality/city to look like in terms of its
physical, environmental, social and economic
development.
Wealth ranking
A participatory tool used to determine the economic

attributes of the households in the barangay. The tool
produces information on the relative wealth and wellbeing of the different households in the community.
121
ANNEX A:
Sample Training of Trainers Course
(from Bondoc Community Konsult Group)
Title:
Capacity Development in Sustainable Integrated Management and

Planning for Local Government Ecosystems (SIMPLE) for Northern Samar
Province
Participants:
Target Date:
Venue:
Provincial Trainors Pool of Northern Samar Province [staff representing the

provincial services on planning & development, environment, agriculture,
engineering, health, social welfare, GIS/information technology and
PENRO];
Municipal Implementing Teams (MITs) of 24 municipalities of Northern
Samar Province
[as determined by the GIZ-EnRD Program]
in pre-determined venue by the GIZ-EnRD Program for the technical inputs;

in pilot barangays for the field practicum phase
Rationale:
The GIZ-EnRD Program in synergy with the Decentralization Program developed and tested the
Sustainable Integrated Management and Planning for Local Government Ecosystems (SIMPLE) in
Region 8 and is supporting its replications in Region 6, Region 4A and in the remaining municipalities
of Southern Leyte. SIMPLE serves as the lynchpin of interventions for the sustainable management
of natural resources in a municipality or in contiguous municipalities. As such, SIMPLE integrates
thematic concerns such as gender, conflict, climate change adaptations and disaster risk reduction
and management, biodiversity in protected area management into the formulations of forest land use
plan, strategic agriculture and fisheries development, coastal resource management plan with which
local governments are now mandated to integrate into their comprehensive land use plan (CLUP).
The Northern Samar Province requested GIZ-EnRD Program for SIMPLE roll out. The request was
made by the Provincial Government as it tries to address the data gaps in enhancing their draft
Physical Development and Framework Plan and in support of municipalities efforts in their CLUP
formulations. The GIZ-EnRD invited the Bondoc Community Konsult Group to submit this proposal to
undertake the implementation of Capacity Development in Sustainable Integrated Management and
Planning for Local Government Ecosystems (SIMPLE) for Northern Samar Province. This Course is
envisioned to get organized a Provincial Trainors Pool and Provincial GIS Unit that will serve as a
response team to the requests of the municipalities comprising the Northern Samar Province while
also ensuring that the CLUP outputs will enable the Province to mainstream climate change
adaptations and disaster risk reduction and managemet measures into the draft PDPFP which is
ideally a process of validating as well the results of the protected area management planning done for
the Samar Islands protected areas. In the process, the Terms of Reference serving as basic
reference of this Proposal highlights also that 24 Municipal Implementing Teas from the municipalities
122
comprising Northern Samar Province will be capacitated in facilitating SIMPLE as their measure to
address data gaps also in their CLUP formulations.
The training course will start up with a validation of the training design with the very prospective
participants that the Province will identify coming from the various services of the government to
include the PPDO, Provincial ENRO, OPA, PSWDO, PHO, PEO and also functionaries from the
academe preferably the University of Eastern Philippines- a state university located in Catarman and
assigned technical staff from the DENR- PENRO. A happy mix of up to sixty (60) staff representing
the provincial, academic, national line agency serving the province and selected municipal
implementing teams shall be capacitated in Phases I and II of this Proposed undertaking.
Goals and Objectives
As a whole, this Proposed undertaking will provide the opportunity to a multilevel group of actors in
Northern Samar Province to be oriented on the SIMPLE product of the GIZ-EnRD Program with the
end in view of their actual application of its methodologies and tools in ensuring that biodiversity in
enhancing the management of protected areas in the Samar Island wherein the Northern Samar is
part of the Samar Island Natural Park is integrated in their enhancements of the PDPFP and the
formulations of the municipalities CLUPs. This proposed 74-working day engagement is going to
enable participants to this training course for a Provincial Trainors Pool, Provincial GIS Unit and 24
Municipal Implementing Teams the attainment of the following objectives:
1. articulate their full comprehension of the pillars, tools and stepwise processes of
facilitating the Sustainable Integrated Management and Planning for Local Government
Ecosystems (SIMPLE);
2. acquire the necessary facilitation skills of SIMPLE thru field-based practicum activity
among Municipal Implementing Team members;
3. practice their acquired trainor skills that will enable them to provide coaching and
mentoring to SIMPLE-replicating LGUs on the part of the Provincial Trainors Pool and
Provincial GIS Unit;
4. for all levels to demonstrated their appreciation and internalization of the SIMPLE
approach thru their actual facilitation of SIMPLE in selected pilot areas; and
5. for all levels to manifest their assumption of roles and responsibilities in SIMPLE
replications in the Northern Samar Province thru their formulated SIMPLE Replication
Plans.
The above stated goals and objectives shall be attained thru the execution of critical tasks spelled out
in page 3 of the Terms of Reference of this proposed engagement. These tasks will be implemented
according to the Methodological Approach also stated in the TOR which is further illustrated in Page 9
of this Technical Proposal.
Expected Outputs:
Four (4) important outputs are expected to be delivered on time by the BondoCKonsult Group in this
proposed undertaking, namely:
1. 24 Municipal Implementing Teams are able to actually facilitate the different data
gathering tools of SIMPLE;
2. The 24 Municipal Implementing Teams are able to document the results of their SIMPLE
Facilitation evidenced by socio-economic data matrices including biodiversity in present
123
and identified protected areas of localities, 25-pager BDPs of 24 pilot barangays as

sample outputs for SIMPLE replications in the future;
3. Northern Samar Provincial Trainors Pool and Provincial GIS Unit get organized with a
formulated strategy for providing coaching and mentoring of MITs in their SIMPLE
Replications; and
4. 24 MITs SIMPLE Replication Plans
Substantive Content:
Learning
Blocks
1.Setting the
learning
atmosphere
Modules
Learning Objectives
1.1 Preliminaries of the

training course:
* opening program
* course overview
* expectations check
* norms of participation
* shared training
responsibility thru the
Host Teams
At the end of the 1-day

session, the participants
shall have articulated a
heightened selfawareness of their
potentials as members of
the Northern Samar
Provincial Trainors Pool
and GIS Unit. Enhanced
self-esteem shall be
depicted in creative
evaluations at the end of
the 2nd session
1.2 Communication and

Facilitation of
participatory processes
Methodology &
Expected Outputs
Topics under 1.1 shall be
delivered in an evocative
manner such that at the
end of the preliminaries
the leveled off
expectations against the
training course objectives
serve as basis of the
established norms of
participation. The
participants readiness
shall be signaled by their
willingness to co-manage
the training activity by
way of Host Teams with
clearly defined functions.
Expected outputs:
leveled off training course
expectations of
participants; Host Teams
formed; Norms of
Participation established
The Communication and
Facilitation module shall
be delivered using a
power point learning
material from the SIMPLE
Guidebook and will be
enhanced with actual role
play.
Expected outputs:
Participants identify the
elements of an effective
communication process
(sender, message,
channel, receiver,
feedback). In addition,
participants highlight the
124
2.Defining roles 2.1 SIMPLE Overview

&responsibilities * Integrated ecosystem
management/R2R
approach to planning and
management of natural
resources
* SIMPLE as experienced
in other areas
* Provincial Trainors Pool
Overview of Functions
*Expected roles and
responsibilities in the
facilitation of participatory
processes in planning
2.2 SIMPLE technology
in planning (with inputs
on CCA-DRM
VA/Conflict/Gender/
Biodiversity in protected
area management)
* The Social Census
Survey
* The Participatory Rural
Appraisal
* GPS-GIS in SIMPLE
* The Participatory
Thematic Mapping
* The Facilitation of R2R
Participatory Situational
Analysis (barangay level)
* Sharing of facilitation
techniques in the use of
barangay level outputs
into CLUP formulations
*The Conduct of
Community Write shop to
document participatory
processes and outputs
need to understand
peoples world of
meanings in the context
of experience, age and
culture as requisites to an
effective facilitation
technique in the kind of
development work in
Northern Samar.
At the end of this 9-day
This set of modules will
session, the participant
focus on the following:
shall be able to articulate a)Orientation and
their appreciation of
exercise on integrated
SIMPLE as planning and ecosystem
management approach
management/R2R
for their local government. approach to planning and
The participants
resources;
appreciation of SIMPLE
b)SIMPLE description,
shall be depicted by their pillars and tools that
questions raised on the
include social census
SIMPLE set of tools,
survey, facilitation
insights shared and
principles and pillars of
suggestions made
PRA facilitation inclusive
towards SIMPLE
of tools on biodiversity in
application in their
protected area
respective service areas
management, GPS-GIS,
as they acquire actual
thematic mapping,
skills within the timeframe triangulation techniques
that SIMPLE tools are
and documentation of
shared
outputs;
c)Overview of SIMPLE
modules such as gender,
conflict, climate change
and disaster risk
reduction and
management including
vulnerability assessments
mainstreaming into CLUP
formulations
d)review of Samar
Integrated Natural Park
General Management
Plan as part of basis of
SIMPLE-BDPs and
CLUPs & PDPFP draft
enhancements
e)facilitation and guide
questions of community
write shop to document
125
3.Localizing
functional
competencies
3.1 Field practicum of

participants in preselected 4 pilot
barangay sites
* social preparation
* actual data gathering
* situational analysis
* community writeshop
3.2 Processing of field
practicum experience
as input to succeeding
modules
At the end of this 12-day

field-based session, the
participants shall be able
to demonstrate their level
of confidence and
competence in facilitating
SIMPLE at the barangay
level relating the outputs
to their CLUP
formulations.
Towards the end of the
field practicum,
participants shall
summarize their needs to
further enhance their
SIMPLE facilitation
competence level.
SIMPLE outputs at the

barangay level as critical
input to CLUP
formulations
Expected outputs:
a)Participants learnings
and insights on the
various modules shared
as reflected in the
designed creative
assessments and course
evaluation;
b) Participants actual
acquisition of SIMPLE
facilitation skills
demonstrated thru actual
practice facilitation; and
c) Participants designed
Practicum Activity in pilot
barangays
This set of modules shall
be actual implementation
of the participants of their
designed practicum or
field work in pilot
barangays. The regular
process check and
mentoring shall be done
while field based activities
are done guided by a set
of questions and matrix of
deliverables during the
practicum.
Expected outputs:
a)Provincial Trainors Pool
have provided coaching
to their municipal
counterparts in the pilot
areas;
b)4 MITs exhibited
facilitation skills in use of
GPS, GIS, conduct of
social census survey,
PRA, thematic mapping,
conduct of R2R situation
analysis ending with 25pager BDPs of pilot
barangays;
c)Both Provincial Trainors
Pool, Provincial GIS Unit
126
4.Understanding
& practicing
assigned roles
&
responsibilities
4.1 Provincial Trainors

Pool & GIS Unit hands
on replications of
SIMPLE TRAININGS for
more MITs of Northern
Samar
4.2 Templates for
SIMPLE eCLUP and
PDPFP enhancements
At the end of each

technical input session for
MITs (10-day per batch, 2
batches per TOR), the
and Provincial GIS Unit
shall be able to
demonstrate their
facilitation techniques and
actual delivery of topics
along SIMPLE and R2R
approach with MITs as
their participants.
and 4 MITs have

formulated their
respective SIMPLE
Replication Plans
The modules in this
learning block shall
consist of the topics
handled in the initial 10day SIMPLE technical
inputs to the Provincial
Trainors Pool and the
Provincial GIS Units with
insights during the first
field practicum already
incorporated by the
Trainors Pool in handling
the topics. Thus, the
basic topics for
presentations shall
include:
a)Orientation and
exercise on integrated
ecosystem
management/R2R
approach to planning and
resources;
b)SIMPLE description,
pillars and tools that
include social census
survey, facilitation
principles and pillars of
PRA facilitation inclusive
of tools on biodiversity in
protected area
management, GPS-GIS,
thematic mapping,
triangulation techniques
and documentation of
outputs;
c)Overview of SIMPLE
modules such as gender,
conflict, climate change
and disaster risk
reduction and
management including
vulnerability assessments
mainstreaming into CLUP
formulations
d)review of Samar
127
5.Assuming
roles &
accountabilities
towards a
unified action
5.1 Formulation of
SIMPLE Coaching and
Mentoring Plans by the
and GIS Unit for MITs
doing SIMPLE
Replications;
5.2 Formulation of
SIMPLE Replication
Plans by the MITs
5.3 Presentation of
SIMPLE Replication
Plans and negotiations
for support with LGUs &
NGAs
At the end of the

feedbacking sessions, the
shall be able to finalize
their Plan of Action to
provide coaching and
mentoring of the MITs
they have trained on
SIMPLE;
b)24 MITs finalize their
SIMPLE Replication
Plans in relation to their
CLUP Formulations; and
c)Provincial Trainors Pool
both assist at the
municipal level the MITs
they have trained in
orienting newly elected
officials on the SIMPLE
CLUP and need for the
budget support to do
Integrated Natural Park

General Management
Plan as part of basis of
SIMPLE-BDPs and
CLUPs & PDPFP draft
enhancements
e)facilitation and guide
questions of community
write shop to document
SIMPLE outputs at the
barangay level as critical
input to CLUP
formulations.
Expected outputs:
demonstrate confidence
in SIMPLE module
delivery and able to
respond to questions
raised by their MIT
participants;
b)MITs trained for two
batches shall be able to
demo-facilitate their
newly-acquired SIMPLE
Facilitation skills.
This feedbacking session
cum tactical session
between the Provincial
Trainors Pool and
Provincial GIS Unit with
their trained MITs will
include topics on how to
make functional an
organization. It shall
likewise sum up the
learnings and insights of
the participants and
collectively get organized
in implementing the
SIMPLE replications
throughout the Northern
Samar Province.
Expected outputs:
Finalized Communication
Plan of the Provincial
Trainors Pool, Provincial
GIS Unit and each
Municipal Implementing
128
SIMPLE replications
Team to highlight:
a)key messages on
SIMPLE for LGUs
including budgetary
requirements;
b)MIT schedule of
SIMPLE presentations to
the newly elected officials
of the province and for
each municipality;
c)Provincial Coaching and
Mentoring Plan
Methodological Approach:
The five learning blocks spelled out in this Proposal are such that there is a built-in organizational
development aspects in the conduct of the SIMPLE Training Course.
Learning Block 1 will require the full understanding, comprehension and internalization of the
Provincial Trainors Pool and Provincial GIS Unit of the essence of SIMPLE as a planning and
management approach of their Province in the context of a validated protected area management plan
which is the Samar Integrated Natural Park Management Plan, the draft Provincial Physical
Framework Plan as inputs to CLUP formulations done in a ridge to reef approach. Effecting the
participatory planning mindset among the participants will be done with their full awareness and
appreciation of future roles in development work in their Province. Thus the modules on
Communication and Facilitation are included as part of Day 1 to create self-awareness and build selfesteem.
Learning Block 2 will prepare the participants technically to define new roles in natural resource
planning and management at the local level thus the modules include the SIMPLE technology and
themes for a holistic approach to planning and management. The various SIMPLE modules are
tackled in Learning Block 2 to prepare the participants mindset in facing up to the challenges of
participatory planning and ridge to reef natural resources management.
Learning Block 3 is designed to enable participants to practice their would be roles as SIMPLE
trainors and facilitators thus the topics and tasks delineated will localize their functional competencies
specially in the conduct of social census surveys, use of GPS and GIS, PRA facilitations including VAs,
triangulation for ridge to reef situational analysis starting with the barangay level and scaling up to
municipal level and field-based applications of their learnings from the various thematic opics of CCADRM mainstreaming, gender, conflict, and biodiversity in protected area management.
Learning Block 4 consists of field-based actions wherein reflections will be drawn out from the
participants to enable them to identify and articulate well their SIMPLE roles and responsibilities, e.g.
trainor; gis specialist; main facilitator; co-facilitators; process observers and documenters including
negotiators for SIMPLE replications.
Learning Block 5 will complete the praxis of action-reflection-documentation-action that the
participants will necessarily have to undergo as part of organizing them into a cohesive group of
SIMPLE replicators. Their future organized actions shall be contained in their Action Plans.
129
Proposed Evaluation Scheme:

Learnings and acquisition of actual SIMPLE facilitation skills, the following evaluation measures shall
be done in the course of this proposed undertaking:
1. Validation of the design by way of a Training Needs Assessment in coordination with the GIZEnRD Region 8 level to ensure that adjustments are made to the herein attached Schedule of
Training Activities and Design prior to the actual conduct of the Learning Block 1;
2. Actual facilitation of creative assessments and module evaluations (paper and pencil
instruments) every after each module/topic to be done during the technical inputs sessions
during the conduct of Learning Blocks 2 and 4;
3. Day-to-day progress report on each Trainor Pool members performance of tasks done by their
assigned coach from the BondoCKonsult Group during the conduct of Learning Blocks 3 and
4; and
4. Overall training course evaluation and actual feedback session between the BondoCKonsult
Group, the Provincial Trainors Pool & Provincial GIS Unit with the GIZ-EnRD to evaluate the
formulated SIMPLE Replication Plans against the concept behind SIMPLE in Northern Samar
(TOR).
130
ANNEX B:
Mapping Population Dynamics and Population Data Analysis
(From: Population Action International)
131
132
133
134
135
136
137
138
ANNEX C:
Suggested Guide to CLUP CCA-DRRM
(GIZ-developed field notes)
139
140
141
ANNEX D:
Mapping Population and Climate Change Hotspots
142
143
144
145
146
147
148
149
ANNEX E:
Guide to Making the CCA-DRRM Storyline
150
ANNEX F:
HLURB Inventory of Outputs
151
ANNEX F1:
Settlements Analysis using Scalogram
(From: HLURB-CLUP)
152
153
154
155
ANNEX F2:
Illustrative Examples Using Scalogram
156
157
ANNEX G:
Types of Maps
158
159

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Published by

Copyright 2013 Deutsche Gesellschaftfr Internationale Zusammernarbet (GIZ) GmbH.

9/F PDCP Bank Centre, cor. V. A. Rufino and L.P. LevisteSts.

Land Use Plan and Zoning Ordinance

Map overlay analysis matrix.

List of Tables (Cont):

A local planning and development model

Beginning in 2006, GIZ, then GTZ, has been providing

Dr. Walter Salzer

Acronyms and Abbreviations

Annual Investment Program

Barangay Development Council

Barangay Development Plan

Barangay Annual Investment Plan

Barangay Development Investment Plan

Community Based Monitoring System

Comprehensive Development Plan

Comprehensive Land Use Plan

Civil Society Organizations

Community Volunteer Worker

Department Administrative Order

Department of Budget and Management

Department of Environment and Natural Resources

Disaster Risk Reduction Management

Department of the Interior and Local Government

Environmental Information System

Executive and Legislative Agenda

Environmental Management Information System

Environment and Natural Resources

Environment and Natural Resources Office

Forest Land Use Plan

Government Financing Institution

Geographic Information System

Global Positioning System

Housing and Land Use Regulatory Board

Integrated Coastal Management

Internal Revenue Allotment

Implementing Rules and Regulations

Joint Memorandum Circular

Local Chief Executive

Local Development Council

Local Development Indicator

Local Development Investment Plan

Local Government Code

Local Government Unit

Local Government Unit-Implementing Team

Leyte Island Trainer Pool

Municipal Health Office

Municipal Local Government Operations Officer

Municipal Planning and Development Office

National Mapping and Resource Information Authority

National Government Agency

National Physical Framework Plan

National Statistics Office

Official Development Assistance

Provincial Development and Physical Framework Plan

Provincial Environment and Natural Resources Officer

Provincial Land Use Committee

Participatory Land Use and Development Planning

Provincial Planning and Development Coordinator

Provincial Planning and Development Office

Provincial Development and Physical Framework Plan

Rural Health Unit

Regional Physical Framework Plan