City Development Strategy Report for Iriga City 9 Mar · PDF fileCity Development Strategy...

Cities Alliance Project Output

City Development Strategy Report for Iriga City 9 Mar 2009

City Development Strategies in the Philippines: An Enabling

Platform for Good Governance and Improving Service Delivery

P098173

This project output was created with Cities Alliance grant funding.

City Development Strategies Report | 1

City Development StrategieS in the philippineS:an enabling platform for gooD governanCeimproving ServiCe Delivery (CDS3)

The CDS3 Project is a technical assistance grant funded by Cities Alliance and supported by the Asian Development Bank, Japan International Cooperation Agency, UN-Habitat, and the World Bank. The CDS project was developed in response to the need to introduce an integrated, comprehensive, and participatory approach to urban management. Founded on the principles of livability, bankability, competitiveness and good governance, the CDS process guides the cities in the preparation of comprehensive, long-term development strategies, where the city government involves local stakeholders in the entire strategic planning process-assessment, visioning, strategy formulation and project prioritization and capital investment planning-through a series of consultations.

The World Bank implemented the pilot phase in the 1999 with 7 cities. Since then, the League of Cities of the Philippines, carried out 2 succeeding phases, which expanded the program to 58 cities in all. In 2001, the Up-scaling Poverty Focused City Development Strategies (CDS2) covered 31 new cities. In 2005, the project CDS in the Philippines: An Enabling Platform for Good Governance and Improving Service Delivery (CDS3) added 15 new cities to the roster of CDS cities in the Philippines. Under the preparation grant for the City Development and Investment Project, the League also carried out CDS for 5 new cities. As of 2008, 64 of 120 cities have participated in the CDS program, including 3 cities assisted by ADB under the Cities without Slums Project (Caloocan, Quezon and Taguig), and the 3 cities that participated in the Local Environmental Planning and Management Project of the UNDP (Lipa, Cagayan de Oro and Tagbilaran).

For more information on CDS, you may visit http:www.cdsea.org

ContactMayor : Hon. Madelaine Alfelor GazmenAddress : City Hall, Iriga City, Camarines SurTelefax No. : (63 54) 299 1933Mobile No : (63 919) 384 6304URL/Web : www.iriga.gov.ph

C D S 2 0 0 8

Iriga CityC a m a r i n e s S u r, p h i l i p p i n e S

C I T Y D E V E L O P M E N TS T R AT E G I E S I N T H E P H I L I P P I N E S

A n Enabling Pla tform for Good Governance and improving Ser vice Deliver y

C I T Y D E V E L O P M E N T S T R AT E G I E S R E P O R T

Hon. Madelaine Alfelor Gazmen, City MayorMr. Benjamin D. Gonzales, CPDOMs. Ma. Clarissa S. Sadol, DILG City DirectorMr. Jose B. Cabanes, Gen. Services OfficerMs. Teresita I. Talaguit, CSWDOMr. Edwin F. Lapuz, City AgriculturistArch. Barbara P. Cayabyab, OIC City ArchitectEngr. Alicia I. De Lima, Engineer IV, CEO

TABLE OF CONTENTS

Page

Preface

Selected Urban Karte IndIcatorS

IntrodUctIon 1

SItUatIon analySIS 6

lIvabIlIty 6

comPetItIveneSS 8

banKabIlIty 9

good governance 8

vISIon and cIty brand 9

StrategIeS 9

caPItal InveStment Plan 11

PrIorIty ProjectS 12

prefaCe anD aCKnoWleDgementIt is the ardent desire of the City Administration to attain that level where every Irigueno will be able to equitably share the benefits and fruits of development.

The participation of the city of Iriga in the City Development Strategy (CDS3) will ensure the realization of the foregoing. Through CDS, the city was able to determine vital issues and concerns that needs to be addressed, identify strengths and opportunities, formulate a common vision and strategies for attaining the vision, as well as prioritize programs, projects and activities and the necessary resource generation and mobilization schemes, all of which are presented in this report,

This report was developed through the concept of “participatory approach” that relies on the active involvement of key stakeholders such as: private sector and civil society organizations, farmers & fisherfolks, barangays, academe, women and youth, NGAs, etc., in formulating the strategy for development. Through a series of consultations and workshops, we were able to craft a common development agenda for the City of Iriga that will provide direction in our quest of becoming “an Agro-Ecotourism Center”.

The completion of this report would not be possible if not for the individuals and groups who have extensively and unselfishly contributed their knowledge and ideas during the consultations and workshops, as follows:

The members of the Management Committee composed of the different Department Heads and Heads of Offices of the City Government of Iriga who have exhaustively provided the various data and informations needed in the Urban Karte and have actively participated in crafting the Vision & Mission Statements, Objectives and Strategies, and, in the identification of priority PPAs;

The local stakeholders – composed of the Liga ng mga Barangays, CSOs, PSOs, the academe, farmers/fisherfolks, women, youth, Urban Poor Federation, Business Sector, Transport Sector, for their active involvement during the consultations and workshops as well as for their unwavering commitment of support to the CDS process in the city;

Last but not the least, acknowledgement is hereby given to the League of Cities of the Philippines for giving opportunity to the city to participate in the CDS3 program and to the CDS Technical Team for their valuable guidance and mentoring that immensely contributed to the realization of this report.

Hon. Madeline Alfelor GazmenCITY MAYOR

DEFINITION OF TERMS & ACRONYMS

ASOG Alliance of Sumagang Outdoor GroupsBOT Build Operate TransferBWP Barangay Waterworks ProgramCASURECO III Camarines Sur III Electric CooperativeCBD Central Business DistrictCBMS Community Based Monitoring SystemsCLPIMS Core Local Poverty Indicator Monitoring Survey CLUP Comprehensive Land Use Plan CSO Civil Society OrganizationICTLDC Iriga City Technology & Livelihood Development Center IEC Information Education CampaignIRA Internal Revenue AllotmentICWD Iriga City Water DistrictLINDGC Legaspi-Iriga-Naga-Daet Growth Corridor ProjectMANCOM Management CommitteeMRF Materials Recovery FacilityNGAs National Government AgenciesPPAs Programs/Projects/ActivitiesPSO Private Sector OrganizationRLUC Regional Land Use CommitteeSWOT Strengths Weaknesses Opportunities & Threats

SELECTED URBAN KARTE INDICATORS

A1

A2

A11

A7

A15

A17

A

B

C

A18

A

B

C

D

L1

L11

L14

L30

L41

L45

C18

A

B

C

D

C29

C32

B3

B4

FP2 - B

FP2 - D

88,893

100,649

13.226%

174 Km2

47,641

17,095

9,259

5,067

9,515

yes

Legazpi - 30 kms; Pili - 60 kms

Tabaco Port - 75 kms

Presence of railway station

59.18%

83.85%

76.46%

no data available

no data available

485

274

80

5

8

8.98%

no data available

no data available

1.33%

124.99

11.47

2000 population

Total Population (2005)

Population Growth Rate (2000-2005)

Administrative Land Area (Km2)

Urban Population (projected 2005)

Number of Households (2000)

Estimated Employment by Industry Sector

Primary (agriculture, fishery, forestry)

Secondary (manufacturing, mining, processing)

Tertiary (services, banking, insurance, wholesale/retail trade)

What are the City’s geographical advantages?

Regional/provincial center

Accessibility to an airport of international standards

Accessibility to a port of international standards

Others (please describe)

% of HH with access to piped water (level 3)

Cohort survival rate for elementary (2005)

Cohort survival rate for high school (2005)

Infant mortality rate

Crime solution efficiency rate

Number of HH living in informal settlements

Building permits issued within the last 5 years

Residential

Commercial

Agricultural

Institutional

Unemployment rate (2001 vs. 2005)

% population with undergraduate degree

% Total Debt Servicing Needs to Total Regular Income

% of savings to expenditures (2007)

Per Capita Allocation to Health Services

Per Capita Allocation to Education Sector

INDICATORS IRIGA

INTRODUCTION

Iriga City has a population of 88,893 per 2000 National Statistics Office (NSO) Survey and an average growth rate of 1.51% per annum. This is equivalent to 19,569 households in the 36 barangays of the City (2005). It has a total land area of 174 sq. kilometers, more than 75% of which is classified as agricultural.

The City of Iriga invariably known as the “Conscience of Bicol”, “City of Superstars” and the “City of Crystal-Clear Springs” which are indicative of her distinct character and resources, is geographically located in the central part of the Bicol Peninsula which forms part of the island of Luzon. It is also centrally located between the cities of Naga and Legazpi. It is bounded on the North by the municipalities of Ocampo and Sangay, on the East by the municipality of Buhi, on the West by the municipalities of Bato, Nabua and Baao, Camarines Sur, and on the South, by the municipality of Polangui, Albay.

The City has been identified as the “Vegetable center of Camarines Sur in its One Town-One Product Program of the President. It is accessible both by land and air transportation from Metro Manila and Cebu via the Pili and Legazpi Airports.

Iriga is the hub of trade, commerce and industry as well as the administrative and educational center in the Rinconada area in the province of Camarines Sur. It is also promoted as the City of Springs due to the presence of 29 springs as well as waterfalls. Iriga is rich in natural and man-made resources for development as tourist attractions.

A strategy which is a part of the RDC - V initiated program called Legaspi-Iriga-Naga-Daet Growth Corridor (LINDGC) project is a corridor type of development which connects urbanized districts of Iriga City, Nabua and Baao shall serve the satellite municipalities within its most accessible range.

SELECTED URBAN KARTE INDICATORS

G2

G2

G7

G11

1

2

3

4

5

6

7

8

9

10

11

Average Number of days to issue a NEW business license (w/ complete documents)

Average Number of days to RENEW business license (w/ complete documents)

% of local revenue/total revenue

Frequency of meetings of the Local Development Council (LDC)

ADDITIONAL DATA (from the survey)

Poverty Incidence

Performance of elementary children in NAT

Performance of high school children in NAT

Percentage of participation of Local Special Bodies (LSBs) in public hearings conducted

Presence of ELA (if yes, proceed to questions 6 and 7; if no, proceed to question 8)

Percentage of Projects implemented from ELA derived from CLUP

Percentage of Projects implemented from AIP derived from ELA

No. of registered small and medium industries (2001 vs 2005 for all types)

Number of barangays practicing segregation at source and served by an MRF

Percent of waste generated diverted from disposal

Presence of sanitary landfill

INDICATORS IRIGA

1-3 days

1-3 days

15%

every quarter

29.87%

No data available

No data available

No data available

No data available

No data available

No data available

No data available

No data available

No data available

No data available

City Development Strategies Report | 1

2 | City of Iriga City Development Strategies Report | 3

Mindanao

Visayas

Luzon

Iriga City

Regay Gulf

Iriga City

Iriga City

a

A. Camarines NorteB. Camarines SurC. AlbayD. Sorsogon

b

C

D

B uhi

Del Gallego

Ragay

Lupi

Sagnay

San JoseTigaon

Parubcan

Caramoan

Garchitorena

Lagonoy

Goa

Tinambac

Siruma

Calabanga

Bombon

Sipocot

Libmanan

Pasacao

Naga City

Balatan

San Fernando

Bula


SITUATION ANALYSIS

LIVABILITY

Iriga is an urbanizing city. As such, issues and concerns on basic urban services, healthful & safe environment, poverty, amenity, culture and services abound. City officials and functionaries are faced with tremendous challenges which at the same time serve as opportunities to address them and attain a more livable and sustainable city.

There are 29 active crystal-clear springs found in the city which are underutilized. Based on the latest water assessment conducted by the National Water Resources Board, the spring water in the city is classified as Class AA – very potable. 4 of these springs are being utilized for Level III Water Supply System and 2 for Level II. The others are being used for communal irrigation but majority are just spilling over into creeks and rivers.

Based on the results of CY 2005 total enumeration conducted with reference period CY 2004: eleven percent 11% of the 19,569 total number of households, do not have access to water supply; 16% have no access to electricity; and 20% do not have access to sanitary toilets. There’s 5-kilometer length of existing drainage.

On education, out of total population of elementry school age children, 14% are not enrolled. Likewise 19% of secondary school age children are out of school. There’s 84% survival rate for those enrolled in Grade 1 and finished elementary level, while in the secondary level, there is 76% survival rate. The primary teacher-pupil ratio is 1:37, while the secondary teacher-pupil ratio is 1:49. There is 1:28 ratio for primary classroom-pupil and 1:51 ratio for secondary.

The health services statistics shows that there are 4 health workers and 2 health facilities available per 1,000 population, respectively. Malnutrition rate of children 0-5 years old stands at 4%. Upper respiratory infection ranks 1 with 70% morbidity incidence while CVA-HPN ranks 1 in mortality incidence. Infant mortality rate stands at 1%.

On the city’s poverty profile, 86% of households have security of tenure, with 485 living in informal settlements. Based on the poverty threshold

of P12,354.00 set for Region V by NEDA, 47% earn less than the poverty threshold and 35% below the food threshold level. The city has an unemployment rate of 50%.

The City has 4 hotels, 6 resorts, 1 lodging house, 3 shopping malls and 3 major restaurants. There are 16 public utility tricycles and 2 public utility jeepneys per 1,000 population.

The City has established a controlled dumpsite located 8 kilometers from the Central Business District. 11 barangays have regular garbage collection. Waste segregation at source is equired all Residential and Commercial establishments. Barangay Solid Waste Management Committees were organized in 36 barangays as frontliners of this project. There are already 44 Material Recovery Facilities installed at strategic places in all barangays.

Key opportunities/Strengths

• IrigaCityhasanabundantsupplyofclassAApotablewater.Presenceof natural resources and existence of biodiversity (flora and fauna) will boost city’s tourism once developed.

• Abundanceofrawmaterialsforcottageindustrytosupportlivelihoodprojects for low-income families and unemployed.

• ThecityistheeducationalcenteroftheRinconadaarea.

• Efficient lawenforcementhasresulted ina relatively lowcrimerate.The PNP Police Station was also adjudged as the Best Police Station in the Bicol Region for 2 consecutive years.

main Development Challenges

• Protectionofpotablewatersupplysourcesandexpansionofservicesto all households. The presence of 29 springs promises abundant supply of water for the next generations, but misuse and illegal activities, denudation of the mountain will damage forest covers and watershed areas.

• Increasethehouseholdswithwater-sealedtoilets.Alotofinterventionshad been done but most of the beneficiaries provided with toilet bowls cannot support the construction of the facility, thus, remain uninstalled.


• PovertyalleviationisabigchallengefortheCityGovernment.Meetingthe population’s needs for social services, housing, and education are among its primary concerns.

• Environmentalmanagement,particularlywithrespecttosolidwastemanagement and maintaining the quality of water sources, is a growing concern of thefast- urbanizing city.

CompetitiveneSS

The City’s landscape is dominated by agricultural land utilization. Major crops are; coconut, palay, corn, banana, vegetables, fruits and root crops. For 2006, coconut and coco products had the highest production, followed by rice and corn. Of the total rice area, 2,250 hectares are irrigated and only 195 hectares are rainfed. On animal sector, commercial and household livestock growers produced 9,533 heads of hogs, 1,403 cattle’s, 2000 goats, 2,678 carabaos, 600,000 chicken and 500 ducks with 1,642,500 chicken eggs and 9,250 duck eggs.

Inland fisheries is also a fast growing industry, at present, 62 hectares of fishponds were developed that produced 109 metric tons of full growth marketable tilapia.

Also abundant are raw/indigenous forest products like; agas, buri palm, bamboo, abaca, kinggiw (vine), karagumoy and ornamental plants for handicraft industry. Mineral resources like perlite of undetermined volume remained untouched for commercial production, giving opportunity to investors.

Iriga City is the center of trade, commerce, industry and education in the 4th district of the Province of Camarines Sur. It is endowed with rich nature’s blessings.

Mt. Iriga is the most prominent natural landmark in the city. It’s peak can be reached in 3-hrs from the CBD. Recent Protected Area Suitability Assessment (PASA) Survey conducted by the Protected Area & Wildlife Division (PAWD), DENR, revealed the existence of rare and endangered species of flora & fauna. One of the most prominent discovery in Mt. Iriga is the presence of the 5th and the smallest specie of the Rafflesia family in the Philippines, named by the National Museum as Rafflesia Irigaense.


• The City’s agricultural production and strategic location has strongpotential for boosting the local economy by expanding their domestic markets.

• There is great potential for eco-tourism development with theabundance of natural attractions.

• Availabilityofrawandindigenousmaterialsforcottageindustrythusan invitation to future cottage industry entrepreneurs. Handicrafts and mining remain largely untapped but present many possibilities.

• It is the educational center and economic hub of Rinconada areatherefore very fertile place for businesses


• Agriculturalproductivityrelativetotheareadedicatedtoagricultureremains low. Only 70% of agricultural land area is being cultivated. The sector is hampered by outdated farming techniques, lack of proper equipment, and limited access to food processing technology to increase the value of local products.

• The absence of a tourism master plan undermines the potentialcontributions of this sector to the local economy. The situation is the same for the handicraft and mining industries.

banKability

Iriga City is a 3rd class local government unit and is about to be classified second class had not the income qualification been increased by the Department of Finance. While the City is largely dependent on the IRA, it is noteworthy that the dependency rate had gone down from 89% in 2001 to 85% in 2005.

The biggest contributor to the city’s local coffers are the business and business related taxes (61%), followed by the real property and other taxes in relation thereto with 15% and the remaining 25% is being shared by various service, general and other income accounts. Almost all tax revenues and income accounts had a constant growth rate of up to 12% every year, however, business and business related taxes increased tremendously to 31% growth rate in 2005.


The city for the last five (5) years had contracted loan in the amount of P11,592,416.28 utilizing only 1.6% of the city’s regular income to pay its amortization. It has about 155,015.92 sq. m. of land and 18,290.32 sq. m of building erected in some of these lot owned by the city. The motorpool section of the Office of the City Engineer had several heavy equipments, in their inventory, however, some of them have a very few remaining useful life. The City Government must also purchase new heavy equipment.


• Administrationhavingapoliticalwilltoimplementrules/regulationsthat will enhance the revenue generation of the city to lessen its IRA dependency rate as well as to minimize non-capital expenditures of the government in order that the city could have more capital investment

• Veryhighborrowingcapacityof thecitydueto itsverysatisfactorylocal governance and financial performance


• Howtogeneratefundstofinancedevelopmentprojectsofthecity.Inlight of increasing expenditures of the city, there is a need to impose fiscal policies and formulate effective mechanisms that will prioritize spending. External resource generation in the form of grants, loans, subsidies, BOT and other similar schemes, and other non-traditional sources of financing, may be necessary to finance capital investments projects.

• How to attract future investors to have business venture/s in thecity. The role of the private sector in economic development is indispensable. Hence, the city encourages private enterprise and provides incentives to needed investments.

gooD governanCe

Good Governance is participation, consensus orientation, responsiveness, effectiveness and efficiency, transparency, accountability, equity, rule of law and strategic vision. When City Mayor Madelaine Y. Alfelor-Gazmen assumed office in CY 2004, she was confronted with problems such as perennial floods, garbage issues, indebted and almost nil city coffers, misconduct of local officials and employees against established norms and rules, and non-accountability.

In such a situation, the crucial role of leadership in forging ahead was greatly challenged. At the onset of her administration, drastic changes were imposed. To date, many remarkable accomplishments have been recorded and documented because of the strong political will of the local chief executive and coupled with people’s active participation.

There is a cohesive working relationship between the executive and legislative bodies. There are 809 total number of LGU employees, 477 of them are regular employees.

The LGU provides garbage collection, water supplied by ICWD and BWP. CASURECO III energizes the city and neighboring towns.

There are 37 accredited NGOs and People’s Organizations. The City Development Council meets quarterly. There are billboards, radio and local TV program, website, monthly barangay consultations, newsletter and suggestion boxes in strategic places as feedback mechanisms.


• Presenceof a young, veryenergetic, visionary,dynamic, aggressive,pro-active, development-oriented leader that is a real catalyst of change and has the ability to lead Iriga City

• TheCityGovernmentinvestsinthecapacitybuildingofitsemployees,conducts regular management committee meetings, and continuos improvement of processes and frontline services

• The City Government had formulated its Executive and LegislativeAgenda. General Ordinances Codification is on-going incorporating the Environmental, Gender and Development and Children Codes, Ecological Solid Waste Management Plan, Mt. Iriga Protected Area Management Plan (On-going), Tourism Master Plan, Comprehensive Land Use Plan, River Protection Program, Flood Control and Sewerage Management Program , Rainforestation Program and other programs.


• Strongpoliticalwilltoimplementtheplansandprograms

• Sustainingcharacterandpersonneldevelopmentprograms


• Develop an Eco-Park and Green Sanctuary

• Implement the Community Based Forest/Resource Management systems

• Promote Rafflesia Irigaense, trekking & mountain climbing (Adventure Tourism)

• Work for the declaration of Mt. Iriga as a protected area

• Provide incentives to investors

• Conduct investment forum, clinics and missions

• Encourage private sector involvement in eco-tourism investments

• Promote arts & culture i.e. Tribal Village, Dances

3. Responsible Citizenship through Good Governance and Character Building

• Enhance culture of excellence and transparency

• Strengthen access to participatory mechanisms

• Develop highly competent, dedicated, disciplined and motivated workforce

• Institutionalize character program in all levels of the city’s population

4. Vibrant and Livable Community Development

• Enhance delivery of basic urban services & facilities

• Provide affordable/low-cost housing

• Identify disaster-prone and other environmentally critical area, define appropriate development limits and measures to reduce safety risks

• Provide adequate social welfare services

• Strengthen access to participatory mechanisms

• Improve/strengthen revenue collection on Real Property

5. Improvement of Infrastructure Facilities and Support Services

• Enhance and strengthen the Road Network development Program

• Expand power and water supply services & facilities

VISION AND CITY BRAND

“By 2015, Iriga City, the City of Crystal-Clear Springs, shall be a premiere agro-ecotourism center in the Philippines.

We shall strive for a vibrant domestic economy propped up by the dynamic partnership between an innovative, competent and transparent local government unit and an empowered people; and propelled by a strong agro-ecotourism backbone and infrastructure; as well as a deep sense of pride and identity based on shared values, character and culture.

We shall pursue a balance between development and the environment and ensure a peaceful and contented life for each and every Irigueno.

Pursuant to the spatial analysis of the city, its strengths and opportunities, its competitive advantage, its resources and its role in regional development as agricultural production area; primary growth center; tourists destination area; and trade, commercial, industrial and educational center, the City of Iriga envisions to achieve in sustainable manner the above vision within the plan period, consistent with the regional and national development perspective.

Strategies

To attain the vision, the following SERVICE strategies shall be undertaken:

1. Sustainable Agriculture Development

• Promote organic or nature’s farming

• Develop nuresery and demonstration farm

• Provide post-harvest facilities and Trading Post

• Development of processing facilities for Livestock & Fishery Products

• Promote One-Barangay-One Product Production Scheme

• Conduct capability building for farmers & cooperatives

• Develop crop/product diversification & expansion of market linkages

2. Eco-tourism Development and Promotion Business-Friendly Atmosphere

• Rehabilitate, protect and conserve Mt. Iriga


• Formulate a Traffic Management Plan

• Improve/expand urban infra. Facilities & services

6. Computerization of all Local Administrative Systems and enhancement of revenue generation and improvement of resource mobilization capacity

• Computerization of revenue generating offices

• Improvementofenforcementmechanismstoincreaseefficiency

• AdoptionofLegislativerevenuemeasuressuchasRationalizationoffiscal incentives and indexation of tax on “sin” products

• DisciplinedandEfficientPublicSpending

• Strengthening of LGU-Business-Civil Society partnership to ensureprivate sector participation in implementing development programs

7. Employment Generation and Livelihood Development

• Operationalization of a one-stop convergence center for livelihood and employment

• Regular Jobs Fair & Market Information Program

• Forge partnership with Private sector on Micro-financing,Marketing and Entrepreneurial development

• Strict enforcement of the National Building Code and Zoning Ordinance

• Strengthening of PESO operations

Sustainable Agricul-tural Development Program

Eco -Tourism Develop-ment Program

Expansion of Water Supply System to Rural Areas

Mt. Iriga Protected Area Management Project

Construction of Tech-nology & Livelihood Development

Center Building with Complete Facilities

Circumferential Road

Crisis Intervention Center

Central Business District II

New Government Center

1

2

3

4

5

6

7

8

9

10

To promote sustainable agriculture & production of healthy farm products & upgrade qual-ity of products

To develop potential eco-tourism sites in the city and promote adventure tourism

To ensure accessibility of public utilities & services

To rehabilitate and preserve forest areas not only for their biological value but also for their key role in stabilizing natural environmental forces

To provide access to skills & livelihood facilities & services

To enhance circulation network & decongest CBD

To address immediate needs of socially-disadvan-taged persons

To provide urban and com-mercial expansion areas and increase investments To enhance public service deliv-ery thru the establish-ment of a one-stop conver-gence center for local & national government offices

To strengthen the citizens, their families, and the community by promoting excellence in character and good values

Establishment of demo farms, trading post processing & train-ing centers, & repair of irrigation systems

Development/Improvement of tourism sites and tourism related services & facilitiesExpansion of Water Supply System to Rural Areas

Construction of levels II & III wa-ter supply system @ rural brgys

Rehabilitation of 3,000 has of denuded areas in the mountain slope surrounding 9 brgys

Const. of bldg for livelihood devt: office, trng, prod. Display, research, etc.

Construction of 5 kms concrete road around the CBD

Construction of bldg to house targeted clienteles

Development of commer-cial centers and road networks

Construction of a two-storey building with complete facilities

Integration of character building program in all levels of gover-nance and inter-community relations

priority programs

proJeCt title obJeCtiveS proJeCt DeSCription

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