2013-2019 Iloilo City, Comprehensive Development Plan

2013-2019 Iloilo City
Comprehensive Development
Plan (CDP)
I am Iloilo, proud to be Ilonggo.

under the leadership of
City Mayor Jed Patrick E. Mabilog
December 2013
City Planning and Development Office
2013-2019 Iloilo City Comprehensive Development Plan
TABLE OF CONTENTS
TABLE OF CONTENTS
Chapter 1: INTRODUCTION
Urbanization Challenges in Iloilo City
1
2
Need for Harmonized and CCCA/DRR-Resilient Development

Plans and Programs and Work Partnerships
The 2013-2019 CDP as basis for Annual Development Plans

and Investment Programs
The 2013-2019 CDP as basis for the 2013-2016 Executive

Legislative Agenda
Chapter 2: ANALYSIS OF SITUATION

Analysis of Urban Issues and Problems
4
5
Multi-Stakeholder Assessment through the City Departments and

the Iloilo City Disaster Risk Reduction and Management Council
Sectoral Assessment through the Local Government Performance

Monitoring System
Climate Change Vulnerability Adaptation Assessment and

Mainstreaming of the DRR and CCA into the CDP
Urban Issues and Problems
Strengths, Weaknesses, Opportunities and Threats (SWOT)
SWOT Matrix
Strategies
10
Chapter 3: DEVELOPMENT FRAMEWORK

2013-2019 Development Framework
12
13
Regional Planning through the Metro Iloilo-Guimaras Economic

Development Council
14
Urban Development through the City Development Strategy

(CDS) Framework
15
Iloilo City Planning and Development Office, December 2013
Chapter 4: SIX-YEAR SECTORAL DEVELOPMENT AGENDA

TABLE OF CONTENTS
16
17
City Vision
Vision and Charter Statement
17
17
Goals, Objectives, Targets and Work Strategies

Goals, Objectives and Targets
Work Strategies
17
18
19
Harmonized Programs, Projects and Activities

Harmonized Sectoral Programs, Projects and Activities
20
21
Chapter 5: ANNEXES
31
Annex A: Executive Order No. 56 series of 2013
32
Annex B: Work Schedule
33
Chapter 1 INTRODUCTION
Chapter 1INTRODUCTION
Need for Harmonized and CCCA/DRR-Resilient Development Plans and Programs and
Work Partnerships
The 2013-2019 CDP as basis for Annual Development Plans and Investment Programs
The 2013-2019 CDP as basis for the 2013-2016 Executive Legislative Agenda

From Premier City to Queen City of the Philippines
As the realization of the vision to make Iloilo City a Premier City by 2015 draws near, current
efforts by both the city government and its empowered citizenry are now directed towards
making the city the countrys Queen City that carries at the minimum, the basic attributes of a
Premier City (with the 14 parameters) and the added environmental stability and urban
conveniences of climate change and disaster risk adaptability and resilience, sustainability,
livability, and vibrance of an urban metropolis. The City Government of Iloilo under the
leadership of Mayor Jed Patrick E. Mabilog will continue to play important roles in meeting the
city populations basic needs as it continues to work towards making Iloilo City become more
than just a premier city by 2015 but be a Queen City that will be known also for its beauty,
caring and nurturing qualities. Foundation for such a work direction was started for the past
three (3) years through the 2011-2013 Comprehensive Development Plan (CDP) and will
continue through the six-year 2013-2019 Comprehensive Development Plan (CDP).
In partnership with the private, civic, academic, professional and business sectors, Iloilo City is
now intensifying programs, projects and activities that address urbanization and the problems
associated with it. It is responding to the problems on in-migration, blight, sprawl, environmental
stress, low economic productivity, slum area expansion, unemployment, underemployment,
inadequate basic services and vulnerabilities to climate change impacts and disaster risks.
Need for Harmonized and Climate Change and Disaster Risk Reduction-Resilient
Development Plans and Programs and Work Partnerships
In order to address such development challenges and targets, Iloilo City drew up bold
development plans and programs and work partnerships for harmonized investments in
economic development, social development, environmental management and good
governance. In an urban setting where much of governments basic services are not only
inadequate but also vulnerable to climate change hazards and disaster risks, it is important for
such plans, programs and partnerships to focus not only on efficient and well-programmed local
economic development, poverty reduction, and good urban governance but more importantly
also climate change and disaster risk adaptation and resilience.
The city administration recognizes the importance of coordination and harmonization of work
plans, programs and structures. It charts its medium term development with careful regard to
avoiding overlapping work strategies and wasteful investment duplications. The 2013-2019 CDP
is designed with a clear view of the citys existing and on-going development plans, programs
and partnerships and will work by anchoring and harmonizing with the following:
Development Plans and Programs
1.
2.
3.
4.
5.
United Nations Medium Development Goals (UN MDG)

PNoys social Contract with the Filipino People
2011-2016 Philippine Development Plan
2011-2016 Western Visayas Medium-Term Development Plan
2011-2020 Iloilo City Comprehensive Land Use Plan
6. 2013-2023 Iloilo-Batiano River Development Master Plan

7. MIGEDC Roadmap 2015
Work Partnerships
1.
2.
3.
4.
5.
CITYNET
Cities Alliance
City Development Initiatives for Asia (CDIA)
City Development Strategies (CDS)
Metro Iloilo-Guimaras Economic Development Council (MIGEDC)
The 2013-2019 CDP as basis for Development Plans and Investment Programs
As the citys guide in comprehensive urban development for the next six years, the 2013-2019
CDP is the basis for the citys Annual Development Plan (ADP), Local Development Investment
Program (LDIP) and Annual Investment Program (AIP). As provided in the DILG-DOF/BLGDBM-NEDA Joint Memorandum Circular No. 1 s-2007, LGUs Comprehensive Development
Plans (CDP) shall be made the anchor of such annual component plans as the citys Annual
Development Plan and Annual Investment Program. More importantly also it shall contain the
2013-2016 Local Development Investment Program which defines a three-year investment
program that shall finance the implementation of the 2013-2019 CDP.
The 2013-2019 CDP as basis for the 2013-2016 Executive-Legislative Agenda

In consonance with the DILG Manual on the preparation of Executive Legislative Agenda (ELA),
the 2013-2019 CDP is a key ingredient in the preparation of the ELA. With its identified
development issues, analyses of strengths, weaknesses, opportunities and threats, objectives,
strategies and programs, projects and activities, the 2013-2019 CDP sets the tone for the
Sangguniang Panlungsod to identify legislative measures that shall help actualize planned
strategies, programs, projects and activities.
As basis for the 2013-2016 ELA, the CDP shall mainly provide for the following:
1. unified vision, mission, goals and objectives towards Premier cityhood by 2015 and beyond
as Queen City
2. enabling the City Mayor and the SP to identify and prioritize urban issues and problems
3. ensuring the resilience and adaptability of the city to climate change and disaster risks
4. helping the city government of Iloilo explore innovative doable solutions
5. improved implementation of priority programs by the executive department and more
responsive legislations by the Sangguniang Panlungsod
6. speeding up the implementation of priority programs, projects and activities
Chapter 2 ANALYSIS OF SITUATION
Chapter 2
ANALYSIS OF SITUATION

Multi-Stakeholder Assessment through the City Departments and the Iloilo City Disaster
Risk Reduction and Management Council
Sectoral Assessment through the Local Government Performance Monitoring System
Climate Change Vulnerability Adaptation Assessment and Mainstreaming of the DRR
and CCA into the CDP

SWOT Matrix
Strategies

Multi-Stakeholder Assessment through the City Departments and the City Disaster Risk
Reduction and Management Council
Current urban issues and problems were initially generated by the City Planning and
Development Office from the multi-sectoral consultations made by Mayor Jed Mabilog with
barangay leaders, city officials and city residents. From his weekly Executive Meetings,
barangay pulong-pulongs, meetings with District Association of Barangay Captains and other
multi-stakeholder focus group discussions with the business, academic, youth, church, urban
poor and other marginalized groups, Mayor Jed Mabilog was able to identify initial priority
development problems and solutions at both the city and barangay levels.
During the initial preparations for the revision of the 1998-2010 Iloilo City comprehensive Land
Use Plan under the last term of then City Mayor Jerry P. Treas, there was a multi-stakeholder
planning workshop that was conducted to identify issues relevant to each of the development
sectors. The identified issues were then subjected to a second round of assessment, review
and validation during the public hearing conducted on July 5, 2011 during the first term of Mayor
Jed Mabilog. The public hearing further updated the list of urban issues as well as the citys
strengths, weaknesses, opportunities and threats.
In April 26, 2013, the 2011-2020 Iloilo City Comprehensive Land Use Plan and Zoning
Ordinance was finally approved by the HLURB through Board Resolution No. 898, S-2013
dated April 26, 2013. This came after the Regional Land Use Committee (RLUC) VI passed
Resolution No. 2012-398, series of 2012 which approved and recommended the eventual
HLURB approval of the citys CLUP. This three-year CDP culled its list of urban issues and
problems from the ten-year CLUP.
The identification of Issues and problems as well as the identified strengths, weaknesses,
opportunities and threats (SWOT) were also solicited from the various city departments and
offices during the Executive Meeting held last September 11, 2013. With the help of the Atty.
Ferdinand Panes, DILG City Director, the gathering of these data was explained as a very
important baseline information in drawing up work strategies for the citys 2013-2016
Comprehensive Development Plan.
In September 12, 2013, Mayor Mabilog issued a memorandum to all department heads and
chiefs of offices and directed them to submit their respective inputs on urban issues and
problems and SWOT for the 2013-2016 CDP. Relative to this, Mayor Mabilog issued Executive
Order No. 56, Series of 2013 In September 17, 2013, which reconstituted the planning team and
sectoral committees for the preparation of the 2013-2016 Comprehensive Development Plan.
The planning team is made up largely of city government department heads working on the
citys various development sectors.
For a period of three weeks the City Planning and Development Office were able to gather key
outputs from the target sources which were based on planning workshops undertaken with their
respective stakeholders which included community residents, barangay officials, barangay work
volunteers, office field coordinators, city officials, civil society volunteers, NGOs and
representatives of national line agencies.
Sometime in September 2013 a three-day workshop was conducted by the Office of Civil
Defense with the Iloilo City Disaster Risk Reduction and Management Council (ICDRRMC) with
local stakeholders to further identify issues and SWOT attributes of the city through the lens of
climate change and disaster risks. This workshop mirrored the same issues and problems as
well as the strengths, weaknesses, opportunities and threats identified previously by the CLUP
revision and the City Mayors multi-stakeholder planning workshops. It only improved with the
added inputs on the climate change adaptation and disaster risk reduction management.
Sectoral Assessment through the Local Government Performance Monitoring System

The analysis of the citys situation was also based on the citys 2012 State of Local Governance
Report (SLGR) which is the latest recorded self-assessment of the citys performance in terms
of its development on the five (5) performance areas, namely: Administrative Governance,
Social Governance, Economic Governance, Environmental Governance, and Valuing
Fundamentals of Governance. The assessment was undertaken through the Local Government
Performance Monitoring System (LGPMS) which is being supervised by the DILG VI. The
system also rates the citys governance and service delivery performance according to the
areas of Input (Performance), Output (Productivity) and Outcome (State of Development).
Iloilo City used the LGPMS as an assessment tool which facilitated the evaluation of its overall
performance in 2012 and continues to use it in determining excellent performance areas and
improving badly performed areas. These so-called critical areas are found in the State of Local
Governance Performance (Input/Output) and in the State of Local Development (Output).
Data entry in the Local Governance Performance Management System (LGPMS) refers to the
data gathered from the different departments/offices and being transferred into the on-line Data
Capture Form web based system. The accomplished LGPMS DCF results are sent back to the
different city departments and offices for individual validation, comments and recommendations
before a technical conference is called for collective validation and refinements last March 2013
for the final results of the 2012 Iloilo City State of Local Governance Report to be submitted to
the Department of Interior Local government (DILG) for compliance.
The DCF of 2012 LGPMS results show two (2) majors areas of concern, namely: the State of
Local Governance Performance (SLGP) and the State of local Development (SLD). There are
20 indicators for the State of Local Governance Performance and nine (9) indicators for the
State of Local Development.
Two (2) indicators of the respective areas are not
applicable/available to the LGU of Iloilo City being a highly urbanized city which is Forest
Ecosystem and Freshwater Ecosystem Management.
The 2012 Iloilo City State of Local Governance Performance (SLGP) is the underlying capacity
of Iloilo City in terms of structure, policies, guidelines, administrative system, managerial
competencies, tools, facilities, equipment, financial resources and the availability and quality of
basic services delivered by the city in 2012. The Citys overall State of Local Governance
Performance (SLGP) averaging rating is 4 which is high. A general excellent rating of 5 in Social
Governance and Economic Governance, 4 in Administrative Governance Environmental
Governance and Valuing Fundamentals of Governance. A perfect scale of 5 denotes excellent
performance while a performance scales of 3 and 4 ratings are relatively high and there are
areas which can still be improved.
The State of Local Development (SLD) refers to the Socio-Economic and Environmental
conditions in a locality. The State of Local Development manifests the result of action in actions
of government and stakeholders sector and individual. The overall rating is fair (3.87) which
needs improvement in three (3) areas such as Environmental Development which is high at a
rating of 4.22 while the Social Development which is fair at a rate of only 3.91 and Economic
Development which is also fair at a rate of only 3.5 and there are still areas which also need to
be improved.
Climate Change Vulnerability Adaptation Assessment and Mainstreaming of the DRR and
CCA into the CDP
Sectoral issues and concerns were also drawn up from two UNHabitat-assisted workshops that
were recently conducted with the citys stakeholders. The City-Wide Consultation on the Citys
Climate Change Vulnerability Adaptation Assessment undertaken last November 11-12, 2013
and the CCA-DRR Mainstreaming in the CDP Workshop in November 20-22, 2013 resulted in a
list of climate change-related concerns and recommendations that stakeholders contributed for
the main purpose of improving the citys resilience and adaptability to climate change and
disasters.
The workshop on CCA and DRR mainstreaming was very useful in redesigning the draft CDP
into a more useful plan document that now has a climate change lens in all the issues, vision,
objectives, and PPAs presented in the various development sectors.
As a result of the various consultations and planning workshops made, the following issues and
problems in accordance with their development sectors and the LGPMS parameters were
identified and now forms part of the 2013-2016 Comprehensive Development Plan of Iloilo City:
Economic Development
Competitiveness
1. limited financial resources of the city government
2. low productivity, rising unemployment and underemployment
3. poor access by out-of-school-youth, women, differently-abled, senior citizens, urban poor
and other marginalized sectors to livelihood and income opportunities
4. inadequacy of infrastructure in the city
Bankability
1. moderate dependency on the 20% IRA share
2. high cost and inadequate supply of power and water
3. high cost of urban land and rentable commercial spaces
Social Development
Livability
1.
2.
3.
4.
inadequacy of health service facilities, personnel, funding, supplies and equipment

persistence of Dengue and other diseases and illnesses
inadequacy of classrooms and other related facilities for public elementary and high schools
low completion and graduation rates especially among public high school students at
56.78% and 82.52% respectively
5. growing criminality among out of school youths, street and urban working children and
mendicancy among atis and badjaos
6. huge number of informal settlements under slum and unsanitary conditions
7. deterioration of heritage structures and mass disregard for cultural preservation
Environmental Management
Livability
1.
2.
3.
4.
5.
high coliform level in the coastal waters of Molo-Arevalo foreshores

poor water quality of estuarine, rivers, creeks and underground aquifers and streams
perennial flooding, inundation and stagnant water condition
air pollution from motor vehicle
inadequacy of potable water supply
Governance and Administration

Governance
1. persistence of some overlapping and redundant barangay projects
2. poor quality and quantity of basic services due to limited logistics and resources
3. poor organizational work structures for work targets and deadlines
4. poor coordination in the construction of city and barangay projects
5. laxity in the implementation of plans and enforcement of policies, ordinances and issuances
6. lack of plans/programs for sidewalk vendors and other similar special groups
7. low revenue from investments on relocation sites
8. poor drainage system and other urban renewal initiatives
9. inadequacy of in-house facilities and equipment for protective and emergency response

Based on the 2011-2020 Iloilo City Comprehensive Land Use Plan, the various multistakeholder meetings of the mayor, the summarized listings drawn from the citys departments
and offices per Memorandum Order No. 139, series 2013 and the Iloilo City DRRM Planning
workshop conducted by the Iloilo City Disaster Risk Reduction and Management Council, the
following SWOTs were identified:
Table 1. SWOT Matrix
STRENGTHS
1. presence of strong
political will by Mayor
Jed Patrick Mabilog and
the SP (focusing on
bureaucratic reforms for
improved service
delivery and good urban
governance
2. existence of dynamic
and supportive
executive assistants
and city department
1.
2.
3.
4.
WEAKNESSES
OPPORTUNITIES
inadequate number of 1. existence of supportive
permanent city
private sector and civil
personnel
society (NGOs, POs,
practice of detailing
church, academe,
personnel to other
urban poor, business,
offices
professional and civic
inadequacy of vehicles groups, etc.)
for key field works (e.g. 2. existence of a
city pound van, zoning
functional Regional
inspection, etc.)
Development Council
poor conditions at
and supportive NGAs
some work facilities
3. availability of UN and
THREATS
1. existence of some poor
and deteriorating
infrastructure and urban
amenities
2. climate change,
geologic hazards and
other risks (i.e.
drought, flooding,
storm surges, sea level
rise, tsunami,
earthquake, soil
erosion/subsidence,
heads
3. strong vertical and
horizontal linkages and
networks with the
Office of the President,
Office of the
Congressman, national
government offices,
civil society
organizations
(business, academe,
private, NGO, PO,
religious, etc.), ODAs,
MIGEDC and other
work partners
4. existence of welltrained city government
personnel (e.g. CTO,
DRRM, environment,
etc.)
5. improved income and
revenues from local
taxes and certain
services (e.g. health,
garbage,
slaughterhouse,
markets, cemetery,
etc.)
6. existence of improved
service infrastructure
and facilities (e.g.
health centers,
BEMoNC, etc.)
7. presence of improved
work systems and
processes (monthly
monitoring of barangay
book-keepers, COA
Auditors Advice,
complete reports only,
anti-rabies IEC and
vaccination, etc.)
8. availability of program
software for improved
work efficiency
9. existence of ordinances
and other legislations
supportive of the citys
developmental
programs
(e.g. city pound, etc.)

other ODA technical
5. existence of
assistance windows for
bureaucratic red tape
urban development
and scattered city
4. presence of many
offices that delay
taxable business, real
transactions and work
estate and other
6. continued dependency business and entertainon the limited share in
ment establishments
the 20% IRA
5. existence of basic city
7. limited technical
facilities and amenities
competence and
(internet access,
capacities for some
tourism
urban development
establishments,
work such as flood
health/wellness
control and drainage
centers, inter-modal
planning, transport
transport, hospital and
planning, wastewater
medical care, etc.)
treatment, etc.
6. low crime rates
8. poor work systems at 7. high business and
certain city
investment sector
departments (e.g.
confidence on the city
referral system at
leadership
other health centers, 8. barangay adherence to
tracing accounting
city government
documents from
policies (e.g. timely
within the division
submission of monthly
and the past years
reports, etc.)
transactions, etc.)
9. availability of software
9. overlapping of
programs that can
services at the Lapaz
improve work
District Health Center
efficiencies and
and the LMRHC
effectiveness (e.g. dog
10. inadequacy of some
vaccination/
equipment and tools
registration, etc.)
(e.g. ambulance,
10. availability of
laboratory
trainings/seminars for
equipment, etc.)
city hall employees
11. change of city and
offered by NGAs and
barangay leadership
other work partners
(after elections)
affecting plan
implementation,
program direction,
project priorities, etc.
12. poor work
performance by
some permanent
staff and job-hires at
some city offices
groundwater
contamination,
3. man-made hazards like
insurgency, terrorism,
fire, epidemic, etc.
4. occasional
brownouts/blackouts
5. high cost of water and
power
6. prevalence of negative
attitudes at some
communities towards
participation in city
development (bahala
na, fence sitting,
walang pakialam, etc.)
7. increasing urban
issues on traffic
congestion, garbage,
poverty, pollution,
flooding, illegal settling,
etc.
8. confusion among
residents on the
services of LMRHC
and Lapaz District
Health Center
9. delay on the part of the
barangay officials to
comply with reports,
submit documents and
remit withholding taxes
to BIR
10. ending of ODA and
NGA-assisted work
programs (e.g. BMGWHO Rabies-free
Visayas Islands)
Strategies
Based on the SWOT Matrix above, the following are the city governments strategies in
implementing the 2013-2016 Comprehensive Development Plan:
Strength-Opportunities Combination
1.
joint undertaking between and among the Mayor, SP, EAs and department heads for
improved development planning, services delivery, tax collection and revenue generation
and city administration
2.
harmonization of city plans and RDC programs for sustainable urban development and
growth
3.
improvement of the citys service delivery systems through capacity building initiatives by
NGAs, ODAs and NGOs and other private-public partnership networks
4.
increasing city incomes and revenues through sustained good business climate and
investment sector confidence on city leadership
5.
maintenance of strong political will over projects and programs funded locally
6.
maintain peace and order through strong vertical and horizontal networks with national,
regional and barangay governments and through private partnerships
7.
harness the existing improved service facilities and software programs for further improved
delivery of services
Weaknesses-Opportunities Combination
1.
reduction or eradication of bureaucratic red tape at city hall through computerization and
internet-based transactions
2.
improved fiscal management of city income and expenditures through capacity building
measures with partner agencies and institutions
3.
improved technical capacities in urban and regional planning and growth management
through UN and ODA-assisted technical assistance programs
4.
reduction of dependency on the 20% IRA share by more improved tax collection and
innovative revenue generation measures
5.
improvement of inter-department work coordination through internet-based work processes

and organizational development trainings by partner agencies and institutions
Strengths-Threats Combination
1.
improvement of urban infrastructure and amenities through a stricter and sustained

implementation of plans and investment programs
10
2.
maintenance of the coordinated efforts of city departments in adopting climate change and
disaster risk reduction measures
3.
institutionalization of disaster management through organizational structures, plans and

policies prioritized by the Mayor and the SP
4.
improvement of power and water costs through concerted planning efforts by the national
government, RDC, city government and private sector-civil society stakeholders
5.
elimination of peoples negative attitudes towards participatory community development

through IEC programs with development partners
6.
optimization of the city Mayors political will on the speedy resolution of urban issues
Weaknesses-Threats Combination
1.
improvement of work systems and coordination among departments, task forces and other
work committees for service delivery improvement and solution of current urban issues and
problems
2.
improvement of local incomes and revenues by encouraging people to pay taxes and other
payment obligations promptly and accurately
3.
improvement of the quality and quantity of city planning and growth management initiatives
that are set up for the resolution of urban issues
4.
prioritization of IEC and advocacies on multi-stakeholder planning and implementation of

urban development plans and programs (including values reorientation among
communities)
5.
reduction of city dependence on its 20% IRA share for development projects through more
innovative income generation and improved tax collection measures
11
Chapter 3 DEVELOPMENT FRAMEWORK

Regional Planning through the Metro Iloilo-Guimaras Economic Development Council
Urban Development through the City Development Strategy (CDS) Framework
12

The 2013-2019 CDP embarks on a sustainable urban development framework that has four
components: the urban economy, society, environment and governance/administration. This is
illustrated in the following framework that shows the four components integration and
harmonization with the Iloilo Citys international, national and local commitments and strategies
which include the UN MDGs, Pres. Benigno Aquino IIIs Social Contract with the Filipino People,
Philippine Development Plan 2011-2016, Western Visayas Regional Development Plan 20112016, MIGEDC Roadmap 2015, 2011-2020 Iloilo City Comprehensive Land Use Plan, 20132023 Iloilo-Batiano River Development Master Plan, 2012 State of Local Governance Report,
City Development Strategy (CDS) Plan and the City Climate Change Action Plan:
Philippine Development Plan

2011-2016, PNoys Social
Contract with the Filipino People
United Nations MDG
ECONOMY
Western Visayas Medium
Term Development Plan
2011-2016 and the MIGEDC
ROADMAP 2015
SOCIETY
ENVIRONMENT
2011-2020 Iloilo City CLUP,

2013-2023 Iloilo-Batiano
River Development Master
Plan, 2012 LGPMS/SLGR,
CDS Plan, City Climate
Change Action Plan
GOVERNANCE/ADMINISTRATION
Figure 1: the 2013-2019 City Development Framework (and its integration and harmonization with
the UN MDGs, PNoys Social Contract with the Filipino People, Philippine Development Plan 2011-2016,
Western Visayas Medium Term Development Plan 2011-2016, MIGEDC Roadmap 2015, 2011-2020 Iloilo
City Comprehensive Land Use Plan, 2012 State of Local Governance Report, 2013-2023 Iloilo-Batiano River
Development Master Plan, CDS Plan and the Iloilo City Climate Change Action Plan)
13
Iloilo Citys economy exists entirely within the context of its society because it is driven by the
exchange of goods and services among the urban population. The Ilonggo society is much
larger than the economy and includes family, barangay, city, communities of people and
cultures.
Both the citys economy and society exist entirely within the citys urban environment. People
rely on environmental goods and services to drive the economy while societys basic
requirements - the air that people breathe, the food that people eat, the water that people drink,
the health come from the environment.
Iloilo Citys sustainability will ultimately come about as a result of good urban governance and
administration so that the Iloilo City government under the leadership of Mayor Jed Patrick
Mabilog and its citizens can work together to bring about a prosperous and sustainable Premier
City by 2015. It is the interplay of these four components and its harmonized focus on the
various development anchors such as the MDGs, PNoys Social Contract with the Filipino
People, Philippine Development Plan 2011-2016, Western Visyas Medium Term Development
Plan 2011-2016, MIGEDC Roadmap 2015, 2011-2020 Iloilo City Comprehensive Land Use
Plan, 2013-2023 Iloilo-Batinao River Development Master Plan, ISA-PGS Scorecards, 2012
State of Local Governance Reports, CDS Plan and the City Climate Change Action Plan. The
integration and harmonized interplay will ultimately help define Iloilo Citys realization of
sustainable urban development and achievement of its vision of becoming a premier city by
2015 and further gaining the stature Queen City of the Philippines.
Regional Planning through the Metro Iloilo-Guimaras Economic Development

Council (MIGEDC)
With its adopted approaches on inclusive and participatory bio-regional planning, investments
and strategies would not be carried out by the Iloilo City government alone, but in collaboration
with the Metro Iloilo-Guimaras Economic Development Council (MIGEDC) composed of the
Province of Guimaras, the City of Iloilo and the Municipalities of Pavia, Oton, Leganes, San
Miguel and Sta. Barbara. The Municipality of Cabatuan was added to the membership recently
as urbanization trends now direct towards the International Airport which is located in the
Municipality of Cabatuan. The unique voluntary metro-structure was created by President Gloria
Macapagal-Arroyo in August 28, 2006 through an Executive Order 559. Iloilo Citys
development efforts are now undertaken in coordination with the following MIGEDCs nine (9)
areas of collaboration:
1.
2.
3.
4.
5.
6.
7.
8.
9.
tourism development
environmental management
infrastructure development
public safety and security
basic services delivery
land use planning and management
trade and investment promotions
special projects
transportation planning and traffic management
Following the ISA-PGS scorecard approach to development planning the MIGEDC Roadmap
2015 was formulated in 2006 though a series of consultative multi-stakeholder workshop
sponsored by the Canadian Urban Institute, a NGO partner that has helped establish the
MIGEDC in the late 1990s. The roadmap helped the MIGEDC in identifying capacity gaps that
14
helped pave the way in accessing ODA and foreign technical assistance for some of its more
immediate regional development planning and growth management concerns.
Urban Development through the City Development Strategy (CDS) Framework

In Iloilo City, the City Development Strategy (CDS) concept pioneered by the Cities Alliance
provides an innovative and operational framework for mapping out investments for the citys
growth and development efforts. The 2013-2019 CDP adopts the CDS plan by identifying
programs, projects and activities that help realize the CDS project priorities listed below.
As defined by the citys baseline profile or Urban Karte, such investments are to be built on the
following desired attributes:
1.
2.
3.
4.
Livability
Governance and Management
Competitiveness
Bankability
15
Chapter 4 THE SIX-YEAR SECTORAL DEVELOPMENT AGENDA
Chapter 4THE SIX-YEAR SECTORAL

DEVELOPMENT AGENDA
City Vision

Work Strategies

16
City Vision
During the public hearing for the adoption of the 2011-2020 Iloilo City Comprehensive Land Use
Plan and Zoning Ordinance in April 2012, the citys vision was revisited and analyzed for its
relevance in the face of more contemporary issues and challenges. After validating its continued
relevance and importance and after agreeing on the plans detailed recommendations the
Sangguniang Panlungsod passed an ordinance in September 2012 adopting the 2011-2020
CLUP and Zoning Ordinance and retaining the city vision, which is programmed to be realized
in 2015.
The citys vision is:
Iloilo City: a Premier City by 2015
The charter statement is:
Iloilo City is a leader in the practice of participatory governance that will speed up and sustain
growth and development, in order to open up more and better opportunities for all; constantly
upgrading standards of education, ethics and transparency in government; significantly
expanding and improving infrastructure, thereby securing a dynamic, safe, peaceful and healthy
environment conducive to learning, sports and eco-cultural tourism; and moving forward while
being fully dedicated to the preservation and further enrichment of the citys cultural heritage.

The 2013-2019 CDP Planning Team that was created through Executive Order No. 56 series of
2013 identified goals, objectives and work strategies based on the urban issues and problems
generated from the Mayors varied consultations and meetings with stakeholders. The goals,
objectives and strategies were partly based on the citys self-assessment of its local governance
performance as generated from the State of Local Governance Report for 2012 (as part of the
DILG-LGPMS) and from earlier multi-sectoral analysis on the citys strengths, weaknesses,
opportunities and threats.
Also used as reference by the 2013-2019 CDP Planning Team were the citys other existing
plans and programs such as the 2011-2020 CLUP, Iloilo River Development Master Plan,
Calajunan Landfill Development Plan, Ecological Solid Waste Management Plan, Downtown
CBD Heritage Conservation Program and other sectoral and physical plans including those
prepared together with the Metro Iloilo-Guimaras Economic Development Council.
The more recent outputs from the UNHabitat-assisted City-Wide Consultation on Climate
Change Vulnerability and Adaptation in November 11-12, 2013 and the CCA and DRR
Mainstreaming into the CDP in November 21-23 further gave a more updated list of objectives
and strategies.
17

The goals of the 2013-2019 CDP are classified according to the sectors on Economic
Development, Social Development, Environmental Management and Governance and
Administration. These sectoral goals are designed to be realized through sectoral objectives
and targets which include the twelve (12) PGS objectives and the United Nations Millennium
Development Goals respectively. Through the UNHabitat-assisted Workshop on Mainstreaming
CCA and DRR in the CDP held last November 2-22, 2013, these objectives express the citys
deliberate focus on reducing vulnerability and building resilience. They are defined and
categorized as follows:
1. Economic Development
a. Increase investment opportunities on commerce, trade and industry and tourism
development by establishing the city as a world class convention and tourism center and
a hub for a sustainable service-based industry resilient to climate change impacts
b. maintain/retain areas for agri-fishery and introduce adaptive measures against climate
change for sustainability and food security
c. improve mobility of goods, services, workers and tourists through the establishment of
an integrated transport system and a progressive mass communications industry
resilient to climate change
d. establish the city as a major financial center that is resilient to climate change
2. Social Development
a. ensure adaptive, safe, risk-resilient and decent human settlement equipped with water
recycling facilities and renewable sources of energy
b. institutionalize uninterrupted access to protective services, social services, health
services, sports and recreation
c. sustain a healthy and productive community
d. promote access to quality education for all
3. Environmental Management
a. ensure a healthy and productive environment that is resilient to climate hazards and
natural disasters
b. conserve floodplains
c. build green infrastructure facilities that promote environmental sustainability
4. Governance and Administration
a. develop a global partnership to enhance sustainable development and climate change
adaptation strategies
18
b. sustain climate change-adaptive and disaster risk-reducing public governance system

c. maintain a progressive revenue collection program
Work Strategies
Using the Table 1: SWOT Matrix in Chapter 2, the 2013-2019 CDP Planning Team and the
CPDO Core Team initially laid down strategies which combined the elements of strengths,
weaknesses, opportunities and threats. The LDC then validated and further defined the 20132019 CDP work strategies for the realization of citys vision, goals and objectives. A more
detailed listing of programs, projects, and activities shall be based on these strategies.
Strengths-Opportunities Strategy
1. joint undertaking between and among the Mayor, SP, EAs and department heads at
improved tax collection and revenue generation
2. harmonization of city plans and RDC programs for climate change and disaster risk resilient
urban development and growth
3. improvement of the citys service delivery systems through capacity building initiatives by
ODAs and other private-public partnership networks
4. sustenance of city incomes and revenues by sustaining high business and investment
sector confidence on city leadership
5. maintenance of strong political will over projects and programs funded locally by local taxes
and revenues
6. maintain peace and order through strong vertical and horizontal networks with national,
regional and barangay governments and through partnerships with the private sector
Weaknesses-Opportunities Strategy
1. reduction or eradication of bureaucratic red tape at city hall through computerization and
internet-based transactions
2. improved fiscal management of city income and expenditures through capacity building
measures with partner agencies and institutions
3. improved technical capacities in climate change-ready urban and regional planning and
growth management through UN and ODA-assisted technical assistance programs
4. reduction of dependency on the 20% IRA share by more improved tax collection and
innovative revenue generation measures
5. improvement of inter-department work coordination through internet-based work processes
and organizational development trainings by partner agencies and institutions
Strengths-Threats Strategy
1. improvement of urban infrastructure and amenities through a stricter and sustained
implementation of plans and investment programs
2. maintenance of the coordinated efforts of city departments in adopting climate change and
disaster risk reduction measures
3. institutionalization of disaster management through organizational structures, plans and
policies prioritized by the Mayor and the SP
4. improvement of power and water costs through concerted planning efforts by the national
government, RDC, city government and private sector-civil society stakeholders
19
5. elimination of peoples negative attitudes towards participatory community development

through IEC programs with development partners
6. optimization of the city Mayors political will on the speedy resolution of urban issues
Weaknesses-Threats Strategy
1. improvement of work systems and coordination among departments, task forces and other
work committees for service delivery improvement and solution of current urban issues and
problems
2. improvement of local incomes and revenues by encouraging people to pay taxes and other
payment obligations promptly and accurately
3. improvement of the quality and quantity of city planning and growth management initiatives
that are set up for the resolution of urban issues
4. prioritization of IEC and advocacies on multi-stakeholder planning and implementation of
urban development plans and programs (including values reorientation among communities)
5. reduction of city dependence on its 20% IRA share for development projects through more
innovative income generation and improved tax collection measures

Programs, Projects and Activities (PPA)
For the next six (6) years, the city government of Iloilo shall implement programs, projects and
activities for the realization of the citys goals and objectives on economic development, social
development, environmental management and governance and administration. With additional
components that respond to Iloilo Citys unique and more complex needs, these activities adapt
to the following categorization of work performance areas prescribed by the Local Governance
Performance Monitoring System (LGPMS) and with which the Sangguniang Panlungsod shall
base its proposed legislative measures for the Executive-Legislative Agenda:
1.
Economic Development
a. Agro-Fisheries Development
b. Entrepreneurship, Business and Industry Promotion
c. Support Infrastructure
1. Social Development
a.
b.
c.
d.
e.
f.
g.
Health and Nutrition

Education
Housing and Basic Utilities
Peace, Security and Disaster Risk Management
Sports and Recreation
Arts, Culture and Heritage
Other Social Services
2. Environmental Management
a. Natural Resources Management
b. Waste Management and Pollution Control
20
3. Governance and Administration

d.
e.
f.
g.
h.
i.
j.
k.
l.
Local Legislation
Transparency
Participation
Development Planning
Revenue Generation
Resource Allocation and Utilization
Financial Accountability
Customer Service
Human Resource Development

Shown below is the table on the programs, projects and activities to be implemented in the next
three years. The tables column at the extreme right shows the harmonization of the projects
and activities with the Millennium Development Goals, CDS listing and PGS objectives. The
table also shows the concerned implementers, funding sources and schedule of the projects
and activities.
Table 2: Harmonized Programs, Projects and Activities by Implementor, Fund Source and
Schedule
SCHEDULE
PROJECT/ACTIVITY
IMPLEMENTORS
FUNDING
SUPPORT
2013- 20172016 2019
ECONOMIC DEVELOPMENT
Agro-Fisheries Development
*Technical Assistance Program
a. skills training on new technologies and systems on. sustainable urban
agriculture and fisheries
b. orientation on small-scale fisheries act, other related policies and
issuances
Plant Nursery and Seedling Bank
DA, BFAR,
DENR, OCA,
CVO
20% IRA,
General
Fund (GF)
OCA
Agri-Fishery-Based Livelihood Assistance Program
DA, OCA, CVO
Bantay Dagat Program (with livelihood/revenue generation component)
DA, OCA, PNP,

CFARMC, PCG,
BFARMC
OCA, CFARMC,
BFARMC
OCA, CFARMC,
BFARMC
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
*Compliance Monitoring for the Iloilo Fisheries Ordinance

Iloilo River Fishpen (Punot) Relocation Project
Entrepreneurship, Business & Industry Promotion
Investment Promotion Program
a. In-bound/Out-bound Missions
b. Production and Distribution of Investment Promotion flyers, posters,
billboards, etc.
Local Economic Development Summits and Conferences (including CIDALGSP-LED )
DTI, ILED, ICVB, 20% IRA,

IBC, CEDO
GF, ICVB,
DTI, ILED,
IBC
DTI, ILED, IBC
CIDA-CUI,
20% IRA, GF
21
One Stop Shop (business permit streamlining) Program

Strengthening/Expansion of SMEs and Livelihood Projects
a. CDIA-GIFTS commercial stalls project with climate change adaptive
design/structure
b. Isang Milyong Piso, Isang Proyekto Project
c. CSWDO projects
d. Iloilo City Cooperative Project
e. SMED Projects
f. CDIA Downtown CBD hawkers project with climate change adaptive
design/structure
*Job Placement and Employment Generation (including computerization of
the PESO for pooling of qualified and competent workforce)
Construction/improvement of Community Talipapas/Livelihood Productivity
Center
In-bound/Out-bound Mission Tourism Promotion Project
Tourism Website Project (may also be a link from existing website of Iloilo
City)
Implementation of cultural/historical, tourism festival promotion and other
related activities for the Dinagyang and Paraw Regatta Festivals
*Festival Management Program (Dinagyang, Paraw Regatta, Chinese New
Year and other festivals and tourism events)
Frontline Service Training Programs
*Tour Package Development
Tourism Demonstration Projects
a. Pretty Plaza Project
b. Semana Santa Project
c. Santa Cruzan
Urban Coop Project
a. Iloilo Cooperative Project
Support Infrastructure
DPWH Road/Bridge Network Improvement Project
a. Metro Iloilo Road/Bridge Network Project (R-3, B-2, C-1 and bridges)
b. Esplanade (Phase II)
c. Arroyo-Lapuz Bridge
Construction of a Farm-to-Market or Access Road leading towards
Relocation Sites
Construction/Widening/Concreting/ Asphalt Overlay of Roads
Improvement/Rehabilitation of Barangay Roads
Construction/elevation/Rehabilitation of Concrete Public Alley/Footwalks/
Sidewalk (with consideration for the differently-abled)
Acquisition of lots for road right of way
Construction/Rehab of an elevated sidewalk
Construction/Rehab of breakwaters (including the Ortiz Wharf, Hinactacan
shoreline, etc)
Construction/Repair/ Demolition/ Rehabilitation/Completion of
Bridges/Footbridges
Repair of Hanging/Wooden Bridge
Construction of a bridge to cross the Iloilo River from Zamora St. to Lapuz,
Lapaz
CTO, CMO, DTI,

IBC, ICIIB
DTI, SMED
Council, OCA,
CPDO, EDO,
CSWDO
20% IRA,
GF
OP, 20%
IRA,
General
Fund,
CSWDO
PESO, CSWDO, 20% IRA,

IBC, Urban Poor GF, IBC,
DOLE
CEO
20% IRA,
GF
CTDO
20% IRA,
GF
CTDO, MIS
20% IRA,
GF
CTDO
20% IRA,
GF, private
sector
CTDO
GF, private
sector
HRMO, DOT,
20% IRA,
CTO
GF, CSC
DOT, CTDO,
GF, private
Tour Operators
sector
DOT, CTO,
20% IRA,
MIGEDC, TOA
GF,
MIGEDC,
CMO, Iloilo Coop 20% IRA,

GF
DPWH, CEO
OP, DPWH,
JICA
CEO
20% IRA
CEO
CEO
CEO
20% IRA
20% IRA
20% IRA
X
X
X
CEO
CEO
CEO
20% IRA
20% IRA
20% IRA,
X
X
X
X
X
CEO
20% IRA
CEO
CEO
20% IRA
GF, DPWH,
ODA
X
X
22
JICA Iloilo Flood Control Project
JICA, DPWH, CTI

Eng., CEO,
ICSWMB,
ICUPAO
JICA,
DPWH,
20% IRA,
General
Fund
20% IRA,
GF,barangay
funds
Urban Comprehensive Drainage Improvement Project (city-wide

construction of new and repair, rehabilitation and extension of existing
drainage system)
CEO, barangays
City-Wide Flood Control and Drainage Maintenance Project (including

desilting and declogging of canals, creeks, rivers and waterways
CEO, barangays
GF, barangay
funds
Repair/Rehabilitation and Improvement of the City Public Economic

Enterprise Facilities
a. Public markets
b. Slaughterhouse
c. Sanitary Landfill
d. Public Cemeteries, crematorium and columbarium (including purchase
of lots, private sector partnership arrangements, etc.)
CTO, PEO
20% IRA, GF
CHO, DOH, City 20% IRA,

Population Office General
Fund
CHO, Lapaz
20% IRA,
Maternity Clinic General
Fund
CHO, DOH,
20% IRA,
CCAT, City
General
Veterinarian
Fund, CCAT
CHO,ISAC
20% IRA,
GF
20% IRA,
GF
20% IRA,
General
Fund
General
Fund
General
Fund
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
SEF, private
sector
SOCIAL DEVELOPMENT
Health and Nutrition
Maternal and Reproductive Health Care and Services Program (to include
comprehensive population and development campaigns)
Child Health Care Program
Other Continuing Health Programs

a. Anti-TB Program
b. HIV/AIDS and STD Prevention
c. Dengue control and prevention
d. Expanded Program on Immunization
e. Breastfeeding advocacies
f. Rabies Control Program
Implementation of the projects of the Iloilo STD/HIV/AIDS Council
Nutrition Program
*Sanitation Services Program
a. Food handlers training program
b. Food establishment monitoring program
Phil Health Program
Laboratory and Medicine Assistance Program
Repair/Rehabilitation/Expansion/Maintenance of Health Service Facilities
a. District Health Centers/ Barangay Health Stations
b. District Lying-in Clinics and Health Service Facilities (to include design
policies on use of materials with CC adaptive capacity)
Construction of District Lying-in Clinics and Health Service Facilities and
Amenities
Purchase of ambulance for each district and other medical equipment (to
include life-saving equipment and trainings for service providers))
Education
School Facilities Improvement Program (to include construction, repair and
rehabilitation of classrooms and other school facilities, careful beneficiary
selection and design policies on use of materials with CC adaptive capacity)
CHO, DOH,
CSWDO
CHO
Phil Health,
CMO, CSWDO
CMO, CSWDO
CHO, CEO
CHO, CEO
CHO, CEO
Dep Ed, CEO
23
Iloilo City Public Community College Expansion Project, (to include careful
beneficiary selection and design policies on use of materials with CC
adaptive capacity)
Non-formal and Vocational Education Project
Implementation of Productivity Manpower Development Projects of the
ICON/NGOs
Construction of Day Care Center
CHED, TESDA,
public or private
schools
Dep Ed, TESDA,
CSWDO
CMO, ICON/NGO
CSWDO, CEO
20% IRA, GF,

academe
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
GF, School
Board
SEF, GF
Repair/Rehabilitation/Expansion of Day Care Center (to include careful

beneficiary selection and design policies on use of materials with CC
adaptive capacity)
Purchase/Improvement of Tools/ Equipment and facilities for the Day Care
Centers
Training Program for Teachers in Iloilo City (to include modules on CCA
and DRRM)
*Implementation/Enforcement of Free Public Elementary and High School
Education and College Education Scholarship
Housing and Basic Utilities
Community-Led Infra Facilities Fund (CLIFF) Housing Projects (through the
support of the ICUPN, PACSII, ODAs, etc.) using alternative housing
materials and design with adaptive capacity
City-wide On-site Development and Slum Upgrading Program (through the
support of the ICTWG, ICUPN, PACSII, GK, CREBA, NHA, HLURB,
HUDCC, PCUP, TSPs, etc.)
Gawad Kalinga Community Development Project (through financial support
from the Office of the Congressman, private donors) using alternative
housing materials and design with adaptive capacity
CSWDO, CEO
ICUPAO, CPDO, Homeless

Housing Board
International,
20% IRA, GF
ICUPAO, CPDO, 20% IRA,
Housing Board
GF, PACSII,
other NGOs
GK Found, Inc., 20% IRA, GF,
Housing Board,
ICUPAO, CPDO
*Technical Assistance for Presidential Proclamation Housing Projects

(through the support of the Office of the Congressman
LIAC, Housing
OP, NHA
Board, Office of
the President
ICUPAO, CPDO, 20% IRA, GF,

PPP
Housing Board, PCUP
Land Evaluation
Committee
DOE, RDC,
private sector
GF, DOE,
private
sector
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA, GF,
barangay
funds,
Lot Acquisition for Socialized Housing and Relocation Sites (to consider
access to basic services, careful regard for qualified baneficiaries and
hazard free sites)
Tenement Housing Project (to consider medium-rise housing) using
alternative housing materials and design with adaptive capacity
*City-Initiated Relocation Project
a. Sites and Services Planning
b. Beneficiary Selection
c. Community Organizing/Social Preparation
d. Resettlement Policy
e. Wide information dissemination at brgy level
Renewable Energy Project Study
Construction/Repair/Rehabilitation of Deep Well/Shallow Well Projects at

Barangays and Relocation Sites (including purchase of Jetmatic pumps)
Construction/Rehabilitation of Water Supply and Sanitation System
a. City government-owned supply system
b. Installation of Pipe/ fire hydrant/dry stand pipe
Construction and Maintenance/Repair/ Rehabilitation of Communal/ Public
Toilets
*Maasin Watershed Treeplanting Project (for water supply improvement)
CSWDO, CEO
DepEd, School
Board
DepEd
CEO, CPDO
CEO, CPDO
CEO, CPDO
CityENRO,
DENR, TAWMB
24
Public Safety, Security and Disaster Risk Management

Coal-fired Power Plant Multi-Partite Monitoring (with emphasis on ECC
compliance monitoring)
Police and Firefighters Facilities/ Equipment Improvement Program
(including firearms, patrol cars, radios, etc.)
Barangay Tanod Strengthening Program

a. trainings/seminars (to include CCA and DRRM modules, uniforms,
tools and equipment for SAR operations)
b. complete uniforms and equipment
*Police Force Multipliers through the Auxiliary Police
Establishment of the Womens Penology Center
Disaster Risk /Crisis Management Program

a. Emergency response team strengthening
b. Disaster preparedness activities
c. Calamity assistance project
d. Capacity enhancement for the City DRRM Council
e. Logistics improvements and technical trainings for the CDDRMO
f. Construction of 3-storey Command Center
Installation or Repair/Rehabilitation of Street Lights and Lighting at Plazas,
markets and other city-owned properties, facilities and amenities
Retrofitting of Streetlights using LED lights
Payment of Electric Bills/Maintenance of Streetlights and Lighting of Plazas,
Markets, and other city-owned properties, facilities and amenities
Establishment of Overhead WaterTanks for Public Buildings (for rainwater
harvesting and other water storage purposes for firefighting and public
consumption)
*Traffic Management and Policy Enforcement
Transport Planning (to cover MIGEDC area)
Implementation of the MIGEDC-JICA Traffic Management Action Agenda
a. Delineation of on-street pay parking
b. Establishment of loading/unloading bay
c. Road markings and signages
Establishment/Rehabilitation of Traffic Lights (as part of traffic
management program)
Pedestrian Safety and Protection Project along Calle Real
a. Arcaded walks improvement
b. Sidewalk resurfacing and elevation improvement (with ramps for PWDs)
c. permanent protective steel railings
d. Markings and signages improvement
Manufacture of movable steel railings
Construction of covered walks and waiting sheds
Construction of additional hazard-safe evacuation centers per district (with
emergency power and water supply, systematic management of relief
operations, psycho-social interventions, sanitation facilities, etc.)
Sports and Recreation
City Wide Sports Program (including private sector-initiated sports events)
Rehabilitation of Playgrounds at Plazas (with assistance by UAP and
DNER-EMB,
CityENRO
CMO, SP, PNP,
BF
GF, private
sector
20% IRA, OP,
GF, private
sector
support
ABC, DILG, PNP 20% IRA,
Barangay
IRA
ABC, DILG, PNP 20% IRA,

Barangay
IRA
BJMP
BJMP, private
sector
support
CDCC, PNP,
Calamity
CMO DSWD,
Fund, 20%
CSWDO
IRA, GF
CEO, Barangays 20% IRA,

GF, EPIRA
CEO
CEO, Barangays 20% IRA,
GF, EPIRA
CEO, Liga ng
20% IRA, GF
mga Barangays
X
X
TRMO, SP
CPDO, TMTRO,
TRMO
GF
ODA
20% IRA, GF
X
X
X
CEO, TRMO
20% IRA,
GF
20% IRA,
GF, private
sector
20% IRA, GF,

private sector
GF, private
sector
CPDO, CEO,
TRMO, TF Calle
Real
CEO, TRMO
CEO
SK, City Sports

Commission
CPDO, City
20% IRA,
SK, GF
20% IRA,
X
X
X
X
25
architecture schools)
Financial Assistance for the Palarong Pambansa
ENRO, ICCHCC
City Sports
Commission
City Sports
Commission
CPDO, City
ENRO
GF
20% IRA,
GF
GF, PPP
ICCHCC,
CityENRO
*Continuing Regulation of repair/construction heritage buildings in the
ICCHCC, CEO,
Heritage Zone (to include design policies on use of materials with CC
Zoning Admin
adaptive capacity)
Office
Cultural and Historical Artifact Preservation Project through the Museo Iloilo ICCHCC, CMO
City-wide implementation of Demonstration Heritage Conservation Projects ICCHCC,
and Advocacies
Rehabilitation/Renovation/Improvement of Stage for Community- Based
CEO
Socio-Cultural
Presentations (to include design policies on use of materials with CC
adaptive capacity)
Construction/expansion of multi-purpose stage (to include use of
CEO
construction material with CC adaptive capacity, CR, bathroom, dressing
room)
Maintenance and Construction of Multi-Purpose Community Reading and
CSWDO, ABC,
Recreation Center
CEO
Rehabilitation of playgrounds at district plazas
CEO, CityENRO,
UAP
20% IRA,
GF
20% IRA,
GF
Iloilo City Sports and Convention Center

*Maintenance of District Plazas for Leisure and Recreation
Arts, Culture and Heritage
Annual Heritage Month Celebration
Other Social Services

Improvement of facilities, equipment technologies and management systems
for the citys Street Children Program as part of the Iloilo City Plan of Action
for Children and projects of the TF Street Children
Strengthening of program under CIU and Dalayunan Home for the Boys (to
include DRR management for center houseparents and during conduct of
PES)
Institutionalization of the Early Child Care and Development Program
(values integration and awareness on CC and DRR management and
retrofitting day care centers for good ventilation and CC adaptive)
Parenting Seminars
a. Parenting Seminars by the CSWDO
b. Responsible Parenthood Classes by the CPO (natural family planning
methods)
*Gender and Development Advocacy Program
GAD Team Gender and Development Program
a. Bantay Abuso Project
b. Pre-wedding counseling with treeplanting at eco-park)
a. Laboratory and medical assistance
Establishment of separate holding areas for children in conflict with the law
Special projects for the senior citizens, differently-abled, womens groups,
urban poor, youth, streetchildren, etc.
Strengthening of the City Council for the Protection of Children (passage of
resolutions/ ordinances addressing CCA/DRR management priorities and
DRR Management Training for BCPCs))
20% IRA,
GF
X
X
X
X
X
X
20% IRA
20% IRA,
NCCA, GF
20% IRA,
GF
X
X
X
X
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF, private
sector
CSWDO, CWC, 20% IRA,

CCPC, TF Street GF, CWC,
children,
NGOs
CSWDO, CHO,
CWC
20% IRA,
GF
CSWDO, CPO
20% IRA,
GF
DSWD, CSWDO, 20% IRA,

CWC,
GF
CPO, GAD Team 20% IRA,
GF
CSWDO, CEO,
PNP, BJMP
DSWD, CSWDO,
CWC, ADP, SK,
BCPC
20% IRA,
GF
20% IRA,
GF
X
X
26
Construction/Repair/Rehabilitation of Productivity Enhancement Centers

(for Out-of-School-Youths, SUWC, women, people with disabilities, etc.)
Construction of a multi-storey Iloilo City Social Hall
Funeral Assistance Project
a. Burial assistance project
b. Coffin assistance project
New Public Cemetery Project
Public Columbarium and Crematorium Project
DSWD, CSWDO, 20% IRA,

ADP, SK, BCPC GF
DepEd, CEO
20% IRA,
GF
DSWD, CSWDO. 20% IRA,
CityENRO, CMO GK
CMO
CMO
20% IRA,
GK
20% IRA,
GK
*Climate Change Program, Clean Development Mechanism and other

Carbon Crediting Initiatives (with the private sector)
*Iloilo-Batiano River Devt. Plan Implementation
a. building construction and zoning regulation
b. FLA issuance coordination with DENR
c. Regular Clean-up
Iloilo-Batiano River Rehabilitation and Related Program
a. Regular river clean-up
b. Bantay Suba Project
c. removal of fishpens and other illegal structures
d. joint Geodetic survey of Iloilo-Batiano River
Geodetic Survey of the Iloilo and Batiano Rivers (for the establishment of
its actual existing alignment)
* Commercial Groundwater Extraction
Regulation and Monitoring Project (through NWRB Deputization of
CityENRO)
*Regular Water Quality Monitoring of Waterbodies
X
X
X
X
X
X
IRDC, CityENRO 20% IRA,

GF
City ENRO,
IRDC, DENRLMS
City ENRO,
Zoning, CLO,
CMO
20% IRA
20% IRA,
GF
DENR-EMB,
LTO, City ENRO
DENR-EMB,
LTO, City ENRO
IRDC, OCA,
CityENRO, IBC,
CPDO
20% IRA,
GF, LTO
20% IRA,
GF, LTO,
ICLEI
20% IRA,
GF, private
sector
EMB, BFAR, City DA-BFAR,

ENRO, OCA
DENREMB
City Government Facilities Retrofitting Project for Rainwater Harvesting and City ENRO,
20% IRA, GF,
Energy Saving
CPDO, CEO,
*Urban Reforestation Project
City ENRO, OPS, private
a. Wedding couples Treeplanting Project
City Population
sector
b. City Hall Employees Treeplanting Project
Office
c. Mangrove reforestation project
Coastal Resource Management (to include rainwater harvesting project for
six coastal barangays)
Waste Management and Pollution Control
City-wide Garbage Collection by private contractor
ICSWMB, OPS, 20% IRA,
GF
Establishment of Public Market-based MRFs (piloting of waste reduction at ICSWMB, OPS
20% IRA,
source through proper segregation and recycling)
GF
Calajunan Sanitary Landfill Project (through a loan with DBP)
ICSWMB,
20% IRA,
GF
Calajunan Dumpsite Soil Cover
OPS, ICSWMB
20% IRA,
GF
Debt Servicing for Sanitary Landfill
CTO, OPS
GF
City Counterpart for Calajunan Landfill Project
ICSWMB, OPS
20% IRA,
ENVIRONMENTAL MANAGEMENT
Natural Resources Management
*Airshed Management Project (with private sector partnership)
X
X
X
X
X
X
X
X
X
X
X
27
*Implementation of Solid Waste Management Program (initiatives should

be in accordance with design standards for development in high risk areas)
Clean and Green City Program
Anti-Smoke Belching Program (ASBU) for adoption

Multi-Partite ECC Compliance Monitoring of the Coal-Fired Power Plant
(with emphasis on ECC compliance monitoring)
Information, Education, Communications and Advocacies for
Environmental Quality Protection and Management
Sewerage and Septage / Sludge Management Projects (initiatives should
be in accordance with design standards for development in high risk areas)
Wastewater Treatment Projects for Public Markets
Implementation of Clean Air Plan

*Anti-Littering campaign drive
GOOD GOVERNANCE AND ADMINISTRATION
Local Legislation
*Formulation of legislative measures for the ELA
*Close coordination with the SP for New Legislative Measures ad other
policy decisions
Transparency
*Weekly Press Conferences with the City Hall Press Corps
Production and Distribution of Newsletters
*Weekly Executive Meeting with Department Heads and other key city
officials
MIS/GIS Program
Participation
*Private Sector Participation in Work Structures (task forces, councils,
boards, etc.)
*Boys and Girls Week Project
*Participation in Multi-sector Development Planning and Mgt Meetings and
Conferences
Sponsorship/Conduct of Multi-sector Summits, Conferences, Meetings
Development Planning
Multi-stakeholder Planning and Consultation by the LDC and its Executive
Committee
Improvement of the CPDO Multi-purpose Planning and Productivity
Enhancement Center (to include room renovation, acquisition of audio-visual
equipment and furniture)
Implementation of the 2011-2020 CLUP and Zoning Ordinance
Counterpart Bio-Regional Planning for Area Productivity Human Resource
Devt. within the Metro Iloilo Guimaras Economic Development Council (in
partnership with ODA agencies)
ICSWMB, City
ENRO, OPS,
PIO, barangays,
TF Clean and
Green, DILG,
NEDA, DENR
CityENRO, LTO
City ENRO,
monitoring team
CityENRO, IRDC,
ICSWMB
GF
20% IRA, GF,
Barangay
IRAs
20% IRA,
GF, private
sector
GF, LTO
GF
20% IRA,
GF, LTO,
ICLEI
CEO, City ENRO, 20% IRA,
EMB
GF, IWB
loan
CEO, City ENRO 20% IRA,
GF, LINAWUSAID, DA
CityENRO
CityENRO
SP, ELA Team
20% IRA,
GF
CMO, SP Office General
of the Vice-Mayor Fund
CMO, City Hall
Press Corps, PIO
CMO, City Hall
Press Corps, PIO
CMO
MIS Office
CMO, CPDO
Rotary Cub
CMO, CPDO,
other city depts.
CMO, other city
departments
20% IRA,
GF
20% IRA,
GF
General
Fund
20% IRA,
GF
20% IRA,
GF
Rotary Club
20% IRA,
GF
20% IRA,
GF
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
X
CPDO, LDC,
LDC ExeCom
CPDO, LDC
ExeCom
20% IRA
X
X
20% IRA
CPDO, HLURB,
RLUC
CPDO, CMO,
MIGEDC, CUI
20% IRA,
GF
20% IRA
28
Comprehensive Urban Drainage Plan Preparation (using data-based, riskbased and multi-sectoral approach)
Shelter Plan Preparation (in partnership with NHA, HUDCC, UN Habitat,
NGOs, POs, ODAs, etc. using data-based, risk-based and multi-sectoral
approach with livelihood component and enhanced mobility for the
beneficiaries)
Iloilo-Batiano River Development Master Plan Revision (to include existing
biodiversity assessment monitoring, natural resource accounting of
encroachment of pollution loads, illegal fish pens, etc. by Iloilo-Batiano
River Development Council)
Urban Integrated Infrastructure Plan Preparation (using data-based, riskbased and multi-sectoral approach with environmental and economic
considerations)
Tourism Masterplan (using data-based, risk-based and multi-sectoral
approach with environmental and economic considerations)
Urban Transport Masterplan Preparation (to include a study for a mass
transport system and using data-based, risk-based and multi-sectoral
approach with environmental and economic considerations)
Eco-Park Development Plan (using data-based, risk-based and multisectoral approach with environmental and economic considerations)
a. Esplanade II
b. Nabitasan Park
c. Lapuz Linear Park
d. Parola Eco-Park
e. Luna Linear Park and Tourism Center
Heritage Conservation Planning Project (with support from UAP, NCCA,
NHI, academe) using data-based, risk-based and multi-sectoral approach
with environmental and economic considerations
City Extension Project Planning with UNHABITATs ASUD Program (Jaro
New Town Development)
Revenue Generation
Computerized Tax Assessment, Collection, and Revenue Generation
Program (including LOGOFIND, RPTA, LAMP, etc.)
Logistical Support to NGAS, EProcurement, and other computerized
revenue generation systems modernization Program
*Improved Revenue/Income Generation System at the City Economic
Enterprises Office
Establishment of BPO centers at the Iloilo Central Market as a component
of the CDIA Downtown CBD Revitalization Project
Hawkers Project at Calle Real and Aldeguer Streets as a component of the
CDIA Downtown CBD Revitalization Project
Resource Allocation and Utilization
* Enforcement of the JMC No. 1 on Harmonized Planning, Budgeting
*Enforcement of JMC No. 1 series of 2005 on 20% IRA Utilization
*Close Monitoring of Barangay Development Projects
*Review of Barangay Devt Plan and Budget
Financial Accountability
*Preparation and Production of Annual Plan and Report documents (ADP,
AIP, SEP, Annual Accomplishment Report, etc.)
CPDO, CEO,
PICE
ICUPAO, CPDO,
Housing Board
20% IRA,
GF
20% IRA, GF,
ODA
City ENRO,
CPDO, OCA
20% IRA,
GF
DPWH, DOTC,
LTO, CPDO,
CEO
APPI, DOT,
CTO, CPDO,
MIGEDC
CPDO,TRMO,
CEO
20% IRA,
GF, DOTC,
20% IRA,
GF
DOTC, 20%
IRA, GF
CPDO, City
ENRO, UAP
20% IRA,
GF, private
sector
ICCHCC, CPDO, 20% IRA,

CityENRO
NCCA, GF,
CPDO, ICUPAO
UNHABITAT
City Treasurers
Office, CAO
CMO, all city
departments
concerned
GSO, City
Treasurers
Office, CEEO
CTO, CPDO,
CMO
CTO, CPDO,
CMO
20% IRA
X
X
X
X
20% IRA,
GF, NGA
funds
20% IRA,
GF
ADB-PPP
ADB-PPP
DILG, DBM,
NEDA, DOF, LFC
DILG, DBM,
CPDO, CBO
CPDO, CEO
CPDO, CBO
20% IRA,
GF
20% IRA,
GF
20% IRA,
GF
20% IRA, GF
CPDO, LDC,
LFC, CBO
20% IRA,
GF
X
X
X
X
X
X
X
X
X
X
29
Customer Service
Trainings for Service Delivery Improvement
CMO, CSC
*Anti-Graft and Red Tape Eradication Program
CMO, CSC
Construction/Repair/Rehabilitation/Extension and Maintenance of Barangay

Hall/ Multi-Purpose Hall/Covered Gyms, Public Buildings Structures (to
include rainwater harvesting faciliies)
Construction/Repair/Maintenance/Extension of City Government Facilities,
Amenities, etc.
Business Permit Streamlining Project (computerized business
permitting/licensing)
*Enforcement of Investment Incentives Ordinance
*Enforcement of the Anti-Littering, Jaywalking, Illegal Structures Ordinance
Human Resource Management and Development
Training/Seminars for Professionalization of Career Government Officials
GSO, OPS, City

ENRO, CEO
Best City Hall Employee Project
CSC, HRMO
Post Graduate Scholarship Program for City Government Employees and

Officials (with Ateneo de Manila School of Management and UPVisayas,
WVSU and incorporating change of mindset to create positive behavioral
change relative to risk management) to include doctorate and masteral
degrees in public management and dip. On urban and regional planning
Short-term Technical Courses Project (for city officials and employees)
incorporating change of mindset to create positive behavioral change
relative to risk management
Study Visits and Best Practice Learning Exchange (with support by CUI,
CityNET, Cityies Alliance, CDIA, LCP, WB and other NGAs, NGOs, ODAs)
20% IRA,
GF, CSC
20% IRA,
GF
20% IRA
X
X
X
X
GSO, OPS, City

ENRO, CEO
CMO, DTI, ILED,
IBC, GTZ
CPDO, ICIIB
TF ASIS
20% IRA
USAID
GF
GF
CSC, HRMO
X
X
X
X
CMO
GF, CSC,
NGA, NGO
GF, CSC,
NGA, NGO
GF
X
X
X
X
CMO, HRMO,
DILG
20% IRA,
GF, ODA
CMO, HRMO
20% IRA,
GF,
partners
* non-projects or services
30
Chapter 5 ANNEXES
Chapter 5ANNEXES
Annex A - Executive Order No. 56, series-2013: Reconstituting the
Planning Team and Sectoral Committees for the Preparation of the 20132016 Comprehensive Development Plan
Annex B CDP Preparation Schedule
31
Chapter 5 ANNEXES
Annex A
Republic of the Philippines
CITY OF ILOILO
OFFICE OF THE CITY MAYOR

7th Floor, Iloilo City Hall, Plaza Libertad, Iloilo City 5000, Philippines Tel. (033)337-3573 / 337-0085 Fax (033)335-0689
EXECUTIVE ORDER NO. 56

Series of 2013
AN EXECUTIVE ORDER RECONSTITUTING THE PLANNING TEAM AND SECTORAL COMMITTEES FOR THE
PREPARATION OF THE 2013-2016 COMPREHENSIVE DEVELOPMENT PLAN (CDP)
WHEREAS, Section 106 of the Local Government Code of 1991 mandates each LGU to prepare a threeyear comprehensive multi-sectoral development plan to be initiated by the Local Development Council and approved
by the Sangguniang Panlungsod;
WHEREAS, pursuant thereto the DILG has developed the Guide to Comprehensive Development Plan
(CDP) for LGUs and called for its utilization through DILG Memorandum Circular No. 2008-156;
WHEREAS, Chapter I of the Guide prescribed structural mechanisms and procedures

with which the preparation of the CDP can be pursued through multi-sectoral representations;
NOW, THEREFORE, I, JED PATRICK E. MABILOG, by virtue of the powers
vested in me by law as Mayor of Iloilo City, do hereby declare that:
Section 1. Name and Membership. Per Item 1.1 of Chapter I of DILG Memorandum
Circular No. 2008-156 series of 2008, the CDP Planning Team and CDP Sectoral Committees,
are hereby created and composed of the following:
1. Mayor Jed Patrick Mabilog
2. Vice-Mayor Jose Espinosa III
- Chairman
- Vice-Chairman
Social Development Sector:

3.
4.
5.
6.
7.
Hon. Liezel Joy Z. Salazar

Hon. Lyndon V. Acap
Hon. Joshua Alim
Hon. Lady Julie Grace Baronda
Brgy. Capt. Pascual Espinosa IV
- SP Committee on Women, and Family Relations

- SP Committee on Health, Livelihood
- SP Committee on Urban Poor
- SP Committee on Social Services
- ABC Molo District
32
8. P/Sr. Supt. Ruperto T. Floro Jr.

9. Dr. Nelly H. Valerio
10. Alfredo Villanueva
11. Dr. Urminico Baronda Jr.
12. Mary Ann Ramos
13. Wilfredo Jurilla
14. Sonia Cadornigara
15. Dir. Minda Brigoli
16. Engr. Isagani Jalbuena
Chapter 5 ANNEXES
- PNP Iloilo City Directors Office

- City School Superintendent
- City Social Welfare and Development Office
- City Health Office
- City Population and Development Office
- ICUPAO
- Homeless International
- DSWD 6
- NHA 6
Economic Development Sector:

17. Hon. Jose Efrain G. Treas III
- SP Committee on Cooperatives, Agriculture and

Natural Resources
18. Hon. Rodel F. Agado
- SP Committee on Markets and Slaughterhouse
19. Hon. Eduardo L. Pearedondo - SP Committee on Appropriations
20. Hon. Nielex C. Tupas
- SP Committee on Tourism, Trade, Commerce
21. Brgy. Capt. Alain Rey Depatillo - ABC City Proper District
22. Brgy. Capt. Ricardo Dio Sr.
- ABC Lapuz District
23. Benito Jimena
- City Tourism Development Office
24. Geraldine Hautea
- Office of the City Agriculturist
25. Katherine Tingson
- City Treasurers Office
26. Dr. Tomas Forteza
- Office of the City Veterinarian
27. Ninda Atinado
- City Budget Office
28. Michelle Lopez
- City Accounting Office
29. Ma. Leah Lara
- Iloilo Business Club
30. Dir. Ro-an Bacal
- NEDA 6
31. Dir. Helen G. Catalvas
- DOT 6
Physical/Land Use Development Sector:
32. Hon. Edward Yee
33. Brgy. Captain Celia Baylen
34. Jose Roni Pealosa
35. Engr. Roberto Divinagracia
36. Engr. Nelson E. Parreo
37. Engr. Jose Tengco
38. Arch. Manuel Tingzon Jr.
39. Mario Nillos
40. Hirminio Maravilla
41. Dir. Pilar Jamandre
42. Dir. Eva Maria P. Marfil
- SP Committee on Land Use and Zoniny

- ABC Arevalo District
- City Planning and Development Office
- Office of the Building Official, CEO
- City Assessors Office
- Traffic Regulation and Management Office
- Private Sector - Design and Construction
- PPDO, Iloilo Province
- CREBA
- HLURB 6
- HUDCC 6
Environmental Management Sector:

43. Hon. R. Leone N. Gerochi
44. Brgy. Capt. Rudiver Jungco Jr.
45. Brgy. Capt. Sergio Causing
- SP Committee on Environmental Protection

- ABC Lapaz District
- ABC Mandurriao District
33
46. Joren Sartorio

47. Engr. Noel Hechanova
48. Engr. Raul Gallo
49. Evelyn Belleza
50. Bernabe Garnace
51. Atty. Jonathan P. Bulos
Chapter 5 ANNEXES
- General Services Office

- City ENRO
- Office of Public Services
- UP Visayas
- DENR-CENRO
- DENR-EMB 6
Institutional Development Sector:

52. Hon. Jason Gonzales
53. Brgy. Capt. Jerel Aguilles
54. Col Norlito Bautista
55. Atty. Danilo Dinopol
56. Leo Elevencione
57. Juncae Manikan
58. Atty. Ferdinand Panes
59. Dr. Lucio T. Encio
60. Dir. Evelyn Trompeta
61. Dr. Teodoro C. Robles
- SP Committee on Good Government

- ABC Jaro District
- City Administrators Office
- City Legal Office
- HRMO
- Office of Civil Registry
- DILG CLGOO
- PICPA
- DILG 6
- CPU
Section 2. Functions and Responsibilities. The Planning Team shall perform the
functions and responsibilities defined and/or enumerated in Chapter 1 of DILG Memorandum
Circular No. 2008-156 series of 2008, to wit:
1. Prepare a Work Plan and Budget for the CDP preparation;
2. Gather and review available and relevant plans and other secondary data sources;
3. Plan, coordinate and facilitate the conduct of various multi-stakeholder
consultation/validation workshops;
4. Assist the City Mayor and the LDC in drafting, packaging and finalizing the CDP to
include the 3-Year LDIP and the ELA;
5. Prepare presentation materials for various audiences of the CDP;
6. Assist the City Mayor in his presentation of the Plan to various stakeholders;
7. Assist in organizing other planning sub-committees that may be required to carry out
other planning activities;
8. Perform such other functions as may be required by the City Mayor towards the
completion, adoption, popularizing, implementing and monitoring the CDP;
9. Identify and coordinate work efforts with other concerned national government
agencies, non-governmental organizations, POs, civil society, business sector and
other stakeholders.
Section 3. Meetings and Workshops. The Planning Team shall meet as often as
necessary at such day and time as it may fix for consultations, focus group discussions or
workshops.
Section 4. Secretariat. The City Planning and Development Office shall act as the
Secretariat of the Planning Team and shall create a core team for the CDP preparation.
34
Chapter 5 ANNEXES
Section 5. Effectivity. This Executive Order shall take effect this 17th day of September,
2013 in the City of Iloilo, Philippines.
(Original Signed)
JED PATRICK E. MABILOG
City Mayor
ATTESTED:
(Original Signed)
JOSEPHINE P. AGUDO
Administrative Officer IV
35
2013-2019 Iloilo City Comprehensive Development PlanChapter 5 ANNEXES
Annex B
Preparation of the Iloilo City Comprehensive Development Plan (CDP)

November December 2013
PROPOSED WORK SCHEDULE

SCHEDULE
WORK ACTIVITY
NOVEMBER
W1 W2 W3 W4
DECEMBER
W1
TEAM / OFFICE
INVOLVED
A. Mobilization
1. review of CDP Manual, related issuances
2. organizing the planning team, TWG, CPDO
Core Team and sectoral committees
3. requisition for logistics, equipment, supplies
4. issuance of EOs, distribution of invitation for
initial organizational meeting
5. conduct of orientations for planning team,
sectoral committees, TWG and CPDO core
team, sectoral committees, LDC Execom
CPDO
CPDO, CMO
CPDO
CPDO, CMO
DILG-CLGOO,
CPDO
B. Preparation of Inputs for Plan Preparation

1. review of 2011-2020 CLUP, CDP 2011-2013,
ELA 2011-2013
2. acquisition of sectoral data and information
C. Plan Preparation(by planning team and LDC
Execom)
1. conduct of Workshop 1: Validation of Vision
(SWOT analyses)
2. conduct of Workshop 2: Sectoral Analysis and
Setting Sectoral Goals, Objectives and Targets
( to include LGPMS as reference)
3. conduct of Workshop 3: Prioritization of
Projects, Programs and Activities (to include
policies and regulatory measures)
4. conduct of Workshop 4: LDIP Preparation
5. encoding and editing of plan document
Planning Team,
CPDO Core Team
Planning Team,
CPDO Core Team
Sectoral Com,
DILG, CPDO
Sectoral Com,
DILG, CPDO
Sectoral Com,
DILG, CPDO
D. Plan Approval by LDC

1. Documentation and Indorsement of plan
documents
2. Plan Approval by the LDC
33

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2013-2019 Iloilo City

I am Iloilo, proud to be Ilonggo.

2013-2019 Iloilo City Comprehensive Development Plan

Need for Harmonized and CCCA/DRR-Resilient Development

The 2013-2019 CDP as basis for Annual Development Plans

The 2013-2019 CDP as basis for the 2013-2016 Executive

Chapter 2: ANALYSIS OF SITUATION

Multi-Stakeholder Assessment through the City Departments and

Sectoral Assessment through the Local Government Performance

Climate Change Vulnerability Adaptation Assessment and

Urban Issues and Problems

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Chapter 3: DEVELOPMENT FRAMEWORK

Regional Planning through the Metro Iloilo-Guimaras Economic

Urban Development through the City Development Strategy

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 4: SIX-YEAR SECTORAL DEVELOPMENT AGENDA

Goals, Objectives, Targets and Work Strategies

Harmonized Programs, Projects and Activities

Annex A: Executive Order No. 56 series of 2013

Annex B: Work Schedule

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Urbanization Challenges in Iloilo City

United Nations Medium Development Goals (UN MDG)

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

6. 2013-2023 Iloilo-Batiano River Development Master Plan

The 2013-2019 CDP as basis for the 2013-2016 Executive-Legislative Agenda

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

Analysis of Urban Issues and Problems

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

Analysis of Urban Issues and Problems

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

Sectoral Assessment through the Local Government Performance Monitoring System

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

inadequacy of health service facilities, personnel, funding, supplies and equipment

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

high coliform level in the coastal waters of Molo-Arevalo foreshores

Governance and Administration

Strengths, Weaknesses, Opportunities and Threats (SWOT)

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan

(e.g. city pound, etc.)

Iloilo City Planning and Development Office, December 2013

Chapter 2 ANALYSIS OF SITUATION

2013-2019 Iloilo City Comprehensive Development Plan

Chapter 2 ANALYSIS OF SITUATION

improvement of inter-department work coordination through internet-based work processes

improvement of urban infrastructure and amenities through a stricter and sustained

Iloilo City Planning and Development Office, December 2013

2013-2019 Iloilo City Comprehensive Development Plan