Planning Processes: From Goal Formulation To Implementation: Click To Edit Master Title Style

Click to edit Master title style
Planning Processes:
From Goal Formulation to
Implementation
Asst. Prof. Kristine F. Aspiras, EnP
March 14, 2013
SCURP 2013
A BASIC COURSE IN URBAN AND REGIONAL PLANNING (ABC in URP)
Training and Extension Services Division,
Asst. Prof. Kristine Follosco-Aspiras Training Director
3/F Cariño Hall, School of Urban and Regional Planning
University of the Philippines - Diliman, Quezon City
March 11-15, 2013 SCURP 2013: A Basic Course in Urban and Regional Planning (ABC in URP)
Click to edit Master
Simplest Definition title style
of Planning
the process of determining goals and

designing the means by which these
goals may be achieved
- Robert Young (1966)
SCURP 2013: A Basic Course in Urban and Regional Planning (ABC in URP)
Guidelines on Provincial/Local Planning and
Click to edit MasterManagement
Expenditure title style
Stage 1: Visioning
Stage 2a: Situation Analysis: organization, data, initial analysis
Stage 2b: Situation Analysis: plan environment
Stage 3a: Development objectives, strategies, PPAs
Stage 3b: Draft PDPFP
Stage 4: PDPFP approval
Click to editHLURB
Master title style
CLUP Guide
Click C.
toSimplified
edit Master title
Planning style
Process
Elaboration of Specification of
Ends Means
Vision C L U P
Physical Planning Goals Spatial Strategies
Element Location Principles

Descriptors Protection
(what it takes to (what can be
Production
close the gap) reasonably done
Settlement
Success in 3 yrs)
Infrastructure
Indicators
Vision- Sectoral
Sectoral Development
Objectives/ Policies
Reality Gap Goals Strategies
Targets
Current Reality Programs
Projects
C D P Legislation
Ecological Profile
Statistical Compendium
Thematic Maps
Click to editofMaster
Importance Goals in title style
Planning
Goals serve
- as an end toward which all future actions
specified in the plan are directed
- as criteria for evaluating alternative strategies,
approaches and policies
- as standard against which success of each action
is measured
Click to Quote
edit from
Master
Daniel title style
Burnham
“Make no small plans. They have no magic to

stir men’s blood… Make big plans; aim high in
hope and work, remember that a noble [plan]
will never die, but will be a living thing… long
after we are gone.”
What is a vision?
• Describes the ideal scenario or the desired state

of the locality and its people in the future (but
stated in the present tense as if it was already
achieved)
• made irrespective of constraints and uncertainties
• covers a fairly long time horizon
• may not be completely attained but serves as
inspiration for design and guide for action
ClickWho
toisedit Master
responsible titlethestyle
for setting vision?
• Everyone in the community
• LDC and its sectoral and functional committees at

the forefront
• LPDO responsible for the technical and

administrative aspects
Click to edit
How isMaster title style
a vision formulated?
• May be done through one or a combination of the

following:
1. household surveys
2. barangay consultations
3. seminar-workshops
4. interviews
Click to edit
What is a Master title
Proper Vision style
for an LGU?
• should be based on the national vision for LGUs
“…that (LGUs) attain their fullest development

as self-reliant communities and become more
effective partners in the attainment of national
goals.”
(Sec. 2(a), RA 7160)
Click to edit
What is a Master title
Proper Vision style
for an LGU?
• should, accordingly, have two components:
1. a desired role the LGU can play or the best

contribution it can make to the development of the
nation, the region and the province of which the
LGU is an integral part, and
2. a desired state of the LGU as an environment for

its inhabitants to live in and where they can make a
living.
Click to edit
1. RoleMaster title
in the Wider style
Region
• From existing higher-level plans, laws,

administrative issuances and related documents,
what role or function have “outsiders”
envisioned for this particular LGU to play in
the wider region?
Click to edit
1. RoleMaster title
in the Wider style
Region
If no such assigned role for the LGU exists in higher-level

plans, the LGU can still decide on this through brainstorming
and arriving at a consensus on the following points:
a. Identifying the wider region to which the

LGU relates or makes a unique or
substantial contribution.
b. Defining the LGU’s role in that region both at

present and in the future.
In a word, this component of the vision is outward looking.
Click to 2.edit Master
Desired title style
Human Habitat
The other component of the vision is inward looking. It

presents a picture of the LGU as a desirable environment for
living and for making a living.
This component consists of five elements:
a. the local population (social)

b. the local economy (economic)
c. the natural environment (environment)
d. the built environment (infrastructure)
e. the local leadership/governance (institutional).
Click to edit
Preparing Master
descriptors and title style
success indicators
Descriptors – adjectives to describe each vision

element; broad and general; limited in number
Success Indicators – are phrases to indicate the

“ideal” condition of the particular vision element;
more specific, measurable and observable; can be
as many as possible
Examples title style
of descriptors
Social Economic
Empowered Competitive
Vigilant Diversified
Self-reliant Dynamic
Healthy Environment-friendly
Educated
Peace-loving
Environmental Infra/Physical Institutional

Clean and safe Balanced Firm
Attractive Planned Decent
Restored/Fully Safe Progressive
rehabilitated Attractive Effective
Adequate Efficient
Well-maintained Responsible
Examples title style
of descriptors
Sectors Descriptors Indicators

SOCIAL Healthy -Zero malnutrition rate
-Morbidity and mortality rate reduced to
lowest possible rate
Empowered -Participate fully in community affairs
-Household income above the poverty
line
-100% literacy rate
-Every HH having at least a dwelling unit
of its own
Click to Quezon City’stitle
edit Master Vision
style
Given its many assets and comparative advantages, therefore, Quezon City is
poised to play a major role in the future developments beyond its borders as:
The Green Lung of Metro Manila

The Knowledge Industry Capital of the Country
The Health and Wellness Center in Asia
Internally, Quezon City, is envisioned to be a high quality community, a highly

desirable place that is ever blessed with :
A healthy, educated and secure citizenry

A strong, diverse and vibrant economy
A well‐linked, balanced and attractive cityscape
A clean, green and pleasant environment
A dynamic, sound and participative governance
Click toVision-Reality
edit MasterGaptitle style
Analysis
Current VRG
Success Reality/
(Observed Explanations Implications Policy Options
Indicators Rating
Scale Condition)
(Why?) (So what?)
Current Reality Rating Scale
Rating Interpretation
0 Absolutely nothing has yet been done about the goal.
1 Something is already being done to achieve the goal but the level of
2 attainment is still on the low side.
3
4
5 The goal is half accomplished.
6 Goal is more than half-fulfilled but still short of full attainment.

7
8
9
10 The goal is completely attained and no further effort is needed.

Example: Sariaya
Click to edit Master title style Current
DESCRIPTOR Success Indicators Gap Why? Implication Policy Option
Rating
Continue compliance to LGC and sustain efforts aimed
Plans and programs compliant to Local LGU's own planning efforts and targeted
7.5 2.5 In general the LGU is compliant to pertinent directives at vigorously and effectively carrying out plans and
Government Code output diffused
programs
Programs and projects prioritized and Priorities are identified but there seems to be a lack in program Targets not met in time and benefits not
5 5 Consider staff augmentation and /or complementation
successfully (100%) implemented focus fully realized
Certain provision of Sariaya Citizen charter not fully observed / Designate point persons to oversee compliance with
Feedback system and redress mechanism implemented Front line services delayed / not fully other provision of citizen charter
5.5 4.5
institutionalized provided
Redress mechanism not fully complied Strengthen previously organized mechanism
Official representation in LSB's and

Effective Observe mandated process of selection
Process of selection of NGO/ PO representatives to LDC and similar entities put in doubt
other councils is not strictly observed
Development efforts being delayed Ensure proper accreditation / screening of NGO's / PO's
LDC and all other councils are organized

and functional and new offices are Promote LGU and NGO/PO/CSO partnership /
4 6 Persistence of political partisanship in some areas strengthen linkage building efforts and enhance
created/established to deliver the specific
mandates for Sariaya's development mechanism for people participation
Avenue for representation and
participation not fully optimized
Create / Establish new offices/unit to help ensure that
Perceived lack of preparedness on the part of some sectoral
development concern of constituents are satisfactorily
organizations
met
Click toSectoral
edit Master
Goals andtitle style
Objectives
Sectoral Goals
 are the desired end – results that are the same, or derived from,
the particular element of the vision statement that pertains to a
specific sector
Examples:
1. Promote LGU and NGO/PO/CSO partnership / strengthen linkage building
efforts and enhance mechanism for people participation
2. Pursue reorganization and rationalization of plantilla positions
3. Enhance inter office coordination to craft necessary IRR's of major legislation

and effectively implement / enforce such legislation
Click toSectoral
edit Master
Objectives
Goals and objectives are the translation of an organization’s vision into more
concrete and measurable terms. They are:
 simply clearer statements of visions that specify the actual accomplishments

that need to be achieved if the vision is to become a reality;
 both desired results, but they differ in terms of timeframe and impact.
Goals are longer-term results that bring the LGU closer to the vision. They are the
end toward which design or action tends.
Objectives and Targets are more specific statements of a short or medium-range

desired outcome or result. They are definite about the point to be reached or
target to be achieved given the constraints of resources and time.
These are S-M-A-R-T.
Click toSectoral
edit Master
Objectives
Goal
“To develop a competent and professional LGU officialdom and personnel as

shown by an effective and efficient bureaucracy and morally upright government
workers..”
Objectives/Targets
1. To conduct an organizational and management review of the entire local

government bureaucracy during the first year of the current administration.
2. To restructure the organization of key offices on the last quarter of the first
year based on the findings of the O&M study.
3. To improve the recruitment policy to put emphasis on the moral uprightness
of potential appointees during the first quarter of the second year.
4. To conduct moral recovery seminars among LGU employees at least once
every quarter.
Vision Statement
Element (Sectoral) Descriptors
Success Indicators Sectoral

Objectives Policy
Vision-Reality Sectoral Goals Responses/
/ Targets
Gap Strategies *
Current Reality
National Local Thrusts/
Programs/ Thrusts Priorities
Sectoral Profiles
Development Indicators
Sieve Mapping
LGPMS National Congress
Legislation
Local Sanggunian
* Policy
National NGA
Responses/ Programs/
Private Sector LDC/ Sanggunian
Strategies Projects Local LDIP
Non Projects/ LGU Depts./ Offices
Services
Click toHierarchy
edit Master
of Actions andtitle style
Definition of Terms
Policies – These are guide to actions to carry out the

objectives or achieve the targets. Policies can take the
form of:
 Regulatory measures (legislation) or
Programs, projects, activities, and

Services
1. Regulatory measures/ legislations

resolutions or ordinances enacted by the Sanggunian or
executive and administrative orders issued by the Local Chief Executive.
They should be taken in both their positive and negative dimension.
Click toHierarchy
edit Master
Definition of Terms
2. Program
 a cluster of projects
 comprises the operational components of a long-term plan
 defines a particular clientele and their priority needs and breaks down
the strategic decisions in a plan into different components or projects
which are tactical or short-term in nature.
3. Project
 a cluster of activities
 specific but complex effort consisting of interrelated activities performed
by various functional units and specialists.
 has a well-defined objective, a definite schedule, and a set budget.
 may cover a period of one (1) to three (3) years.
Programs and projects are the bases for determining the level of public investments
needed to be appropriated for in the LGU’s annual budget.
Click toHierarchy
edit Master
Definition of Terms
4. Activity
 a cluster of tasks
 very short-term effort performed by one or several members of a
project team or of an office or organization.
 may last from one week to one year.
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
5. Task
 a purposive combination of psychomotor actions or motions leading to

the accomplishment of an activity.
 may take a few minutes to a few months to complete.
Hierarchy of Actions and Definition of Terms
6. Services or “non – projects”
 regular functions of a given office to be performed by the regular staff

of that office using its existing facilities and budget
 need not be included in the LDIP but are carried out through the
maintenance and other operating expenditures (MOEE) of the relevant
offices or departments
Plan Implementation:
Local Development Investment Program
Click toMisconceptions
Common edit Master title
about the style
LDIP
 It is a long list of projects regardless of administrative jurisdiction.
 The long list of “projects” includes non-projects
 There is no “investment” part, only indicative costing of projects
 Funding for the AIP comes from the 20% of IRA
What istitle
it? style
list of programs and projects that the LGU wants to carry out.
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.
a document that serves as the link between the plan and the budget,
thus putting into effect the directive of the Local Government Code that
says: “local budgets shall operationalize approved local development
plans” (Sec. 305i, RA 7160).
Click
Localto edit Master
Development title
Investment style
Programming
Pre – LDIP Activities
1. Distinguishing Projects from “Non-Projects” or Services and

Legislations
2. Determining “Ownership”
3. Consolidating Redundant or Repetitive Programs and Projects
4. Classifying Programs and Projects by Level of Urgency
5. Preparation of Project Briefs for Projects Classified as “Urgent”
Click
Localto edit Master
Development title
Investment style
Programming
Stream 1 – Ranking of Projects using GAM
Stream 2 – Determining Investible Funds
Stream 3 – Matching and Iteration of Investible Funds and

Sourcing of Additional Funds for Investment Projects
Click
Streamto edit Master
1: Ranking of Projectstitle
usingstyle
GAM
Goal Achievement Matrix (GAM) is essentially a listing of the

LGU’s social and political goals, weighed according to the local
administration’s priorities and commitments and consensus-
based sectoral goals set by the community.
The extent to which proposed projects contribute to the

attainment of these goals is then estimated.
GROUP –
GOALS ASSIGNED PROJECTS
WEIGHT 1 2 3 4 5 6 7 8 9 10
1. Food basket
2. prime tourist destination in the
province and in the CALABARZON
3. God-centered, empowered, healthy,
educated and peace-loving
4. Dynamic economy
5. Clean, green, safe and sustainable
environment
6. Adequate & functional
infrastructure
7. Efficient & effective bureaucracy;
strong & firm leadership
TOTAL (1) or 100
3 - Project contributes greatly to the fulfillment of the goal.

2 - Project contributes moderately to the fulfillment of the goal
1 - Project contributes slightly to the fulfillment of the goal.
0 - Project does not contribute to the fulfillment of the goal.
-1 - Project slightly inconsistent with the goal.
-2 - Project moderately inconsistent with the goal.
-3 - Project greatly contradicts the goal.
Cost Estimate (Pesos)
Rank Project Title Type Sector
Individual Cumulative
Socialized Housing and Resettlement Hard Social 758,000,000 758,000,000
1
Program
2 Katipunan Kakasilan Na Too Ed Dagupan Soft Social 5,900,000 763,900,000
3 Dagupan Bangus Processing Plant Hard Economic 150,000,000 913,900,000
Tourism Master Development Plan and Soft Economic 4,000,000 917,900,000
4
Promotion
Transportation and Traffic Management Soft Land Use & 940,000 918,840,000
5
Plan for Infrastructure
6 River Study Project Hard Environment 2,000,000 920,840,000
Malimgas Tan Marakep Ya Ilog (Pantal Hard Land Use & 8,606,000 929,446,000
7
Riverside Redevelopment) Infrastructure
Urban Green Space Enhancement & Hard Environment 5,300,000 934,746,000
8
Rehabilitation of
9 Ecological Waste Management Plan Soft Environment 26,700,000 961,446,000
10 Moral Renewal and Program Soft Institutional 1,620,000 963,066,000
11 Droga Ed Pantal Agko Gabay Soft Social 393,000 963,459,000
Panangidaungay Bangus ( Wholesale Fish Hard Land Use & 104,580,000 1,068,039,000
12
Trading Center) Infrastructure
Click to
Stream edit Master
2: Determining title
Investible style
Funds
1. Collect revenue data and determine historical trends.
2. Collect operating expenditure data including outstanding debt

service and determine trends.
3. Project future recurring revenue & operating expenditure levels.

Possible assumptions include:
 No change
 Change by constant amount
 Change at constant rate
 Change correlated with demographic or economic variable
4. Compute funds available for financing new investments

Click
Streamto edit Master
3: Matching title style
and Iteration
LDC deliberates on and decides what financing approach to take.

 Option 1: Conservative Approach – only projects that
can be funded from regular sources will be implemented.
 Option 2: Developmental Approach – the short list of

projects is taken as final and irreducible and additional fund
sourcing will have to be done.
 Option 3: Pragmatic Approach – a combination of the

two options stated above.
Click
Steps toto
beedit
taken Master title
under Option 1: style
Conservative Approach
When the total project cost of the projects exceeds funds available,
the number of projects will have to be trimmed down.
1. The LDC further trims the project list.
2. The LDC approves the final list of projects & submits the
same to the Sanggunian for approval.
3. The LPDO prepares the investment program and submits
this to the LCE who then endorses it to the Sanggunian for
deliberation and final adoption.
Click tobeedit
Steps to takenMaster title
Developmental Approach
The ranked list of projects is taken as the final package of projects

to be implemented and the LGU will secure the needed funds from
all possible sources.
1. When the amount to be raised from other sources is
known, the LCE directs the LFC to make further
studies.
2. The LFC should look first into the possibility of raising
the needed amount by adopting certain fiscal measures
to realize savings from normal operations.
 Improved fiscal management
 Incurring public debt or financing
STRATEGY 1: Improve fiscal management
 Improve collection efficiency
 Curb unnecessary expenditures
STRATEGY 2:
Incurring public debt or credit financing may be any of
the following
1. Contract for loans, credit & other forms of indebtedness (Sec.

297, RA 7160)
2. Deferred payment & similar financing schemes (Sec. 298, RA

7160)
3. Issuance of bonds, debentures, securities, collaterals, notes

& other obligations (Sec. 299, RA 7160)
4. Contact for loans with other LGUs (Sec. 300, RA 7160)
5. Borrowing from the national government through its re-
lending institutions (Sec. 301, RA 7160)
6. Pre-financing by the private sector (Sec. 302, RA 7160 & RA 6957)
Click tobeedit
Steps to takenMaster title
Developmental Approach (Cont’d.)
The ranked list of projects is taken as the final package of

projects to be implemented and the LGU will secure the
needed funds from all possible sources.
3. LPDO prepares the 3-year Investment program
4. Sanggunian adopts the LDIP.
Steps to be taken under Option 3:

Pragmatic Approach
This entails being conservative during the initial years
and eventually becoming developmental as the status of
local finances and sources improve.
Thank you!

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the process of determining goals and

Stage 2a: Situation Analysis: organization, data, initial analysis

Stage 2b: Situation Analysis: plan environment

Stage 3a: Development objectives, strategies, PPAs

Stage 3b: Draft PDPFP

Stage 4: PDPFP approval

Element Location Principles

“Make no small plans. They have no magic to

• Describes the ideal scenario or the desired state

• Everyone in the community

• LDC and its sectoral and functional committees at

• LPDO responsible for the technical and

• May be done through one or a combination of the

• should be based on the national vision for LGUs

“…that (LGUs) attain their fullest development

• should, accordingly, have two components:

1. a desired role the LGU can play or the best

2. a desired state of the LGU as an environment for

• From existing higher-level plans, laws,

If no such assigned role for the LGU exists in higher-level

a. Identifying the wider region to which the

b. Defining the LGU’s role in that region both at

In a word, this component of the vision is outward looking.

The other component of the vision is inward looking. It

This component consists of five elements:

a. the local population (social)

Descriptors – adjectives to describe each vision

Success Indicators – are phrases to indicate the

Environmental Infra/Physical Institutional

Sectors Descriptors Indicators

The Green Lung of Metro Manila

Internally, Quezon City, is envisioned to be a high quality community, a highly

A healthy, educated and secure citizenry

0 Absolutely nothing has yet been done about the goal.

5 The goal is half accomplished.

6 Goal is more than half-fulfilled but still short of full attainment.

10 The goal is completely attained and no further effort is needed.

Official representation in LSB's and

LDC and all other councils are organized

2. Pursue reorganization and rationalization of plantilla positions

3. Enhance inter office coordination to craft necessary IRR's of major legislation

 simply clearer statements of visions that specify the actual accomplishments

Objectives and Targets are more specific statements of a short or medium-range

“To develop a competent and professional LGU officialdom and personnel as

1. To conduct an organizational and management review of the entire local

Element (Sectoral) Descriptors

Success Indicators Sectoral

Policies – These are guide to actions to carry out the

Programs, projects, activities, and

1. Regulatory measures/ legislations

They should be taken in both their positive and negative dimension.

 a purposive combination of psychomotor actions or motions leading to

 regular functions of a given office to be performed by the regular staff

 It is a long list of projects regardless of administrative jurisdiction.

 The long list of “projects” includes non-projects

 There is no “investment” part, only indicative costing of projects

 Funding for the AIP comes from the 20% of IRA

Pre – LDIP Activities

1. Distinguishing Projects from “Non-Projects” or Services and

3. Consolidating Redundant or Repetitive Programs and Projects

4. Classifying Programs and Projects by Level of Urgency

5. Preparation of Project Briefs for Projects Classified as “Urgent”