Municipality of San Francisco

Province of Agusan del Sur

 page

Message from the Local Chief Executive 3

Acronyms 5

Introduction 7

Current Situation 8

Capacity Development Agenda 15

Governance 16

Administration 19

Social Services 22

Economic Development 28

Environmental Management 30

Annexes
I congratulate all the people behind the formulation of this Capacity
Development Agenda of the Municipality of San Francisco, Agusan del Sur, as
this is one of the expected outputs of our continuing collaborative efforts with
various national agencies, local offices and other stakeholders. Especially, I
express my gratitude to the DILG Municipal Office which facilitated the
collaboration towards the realization of this plan, and to the municipal officials,
employees and people from other sectors who spent time, effort and resources
to be part of this endeavor.

The CapDev Agenda is actually a product of a very thorough process, starting

from the understanding of its basic concepts, several brainstorming sessions,
and I presume, several revisions, until this final output was printed. Those who
painstakingly prepared this have walked through the various paces in order to
incorporate everything that is needed to be incorporated, all in the thrust of
improving public service delivery.

Perhaps, there is no other resource available in the government that is as

overwhelming in volume, as critical nature and as short-lived in effective
usability and importance as information. Indeed, if there is one resource that is
particularly synonymous to efficient, effective and responsive delivery of public
services, it is no other than the availability of reliable data and information. As
such, information do come on a regular basis to the doorsteps of our municipal
government, however, the sheer volume alone tends to overwhelm and most of
the time the more important information where inadvertently placed in a filing
cabinet, instead of given priority, where as Sen. Guingona would term, it
experienced a Monalizathey just lie there and they die there unutilized,
whereas its proper utilization could have spelled a world of difference to our
constituents who are in constant need of government interventions and
assistance.

This is mainly because, as an organization, we are yet to accept in a quandary

on how to treat this information. In fact, we could even humbly accept that we
still lack the competency to sift through the hubris of information coming into
our institutions for it to become an effective tool in policy making and public
resource administration.

With the Capacity Development Agenda in place, I am confident and optimistic

that we, as an institution and as an organization, have just equipped ourselves
with the necessary tool for a governance that is transparent, participative and
inclusive, the one that every peace-loving and development-seeking San
Franciscohanon deserves to have.

Padayon sa Pag-asenso San Francisco!

JENNY D. DE ASIS
Municipal Mayor
AIP Annual Investment Program DRRM Disaster Risk Reduction and Management

ALS Alternative Learning System ELA Executive-Legislative Agenda

BAA Board of Assessment Appeals HELP Health, Education, Livelihood, and Protection

BAC Bids and Wards Committee HRMD Human Resource Management and Development

BAW Barangay Agriculture Worker HRMO Human Resource Management Officer

BDRRMC Barangay Disaster Risk Reduction and Management IACPSP Integrated Area Community Public Safety Plan
Committee
IEC Information Communication Campaign
BHS Barangay Health Station
IRA Internal Revenue Allotment
BPLS Business Permits and Licensing System
KP Katarungang Pambarangay
CBFM Community-based Forest Management
LDC Local Development Council
CDP Comprehensive Development Plan
LFC Local Finance Committee
COA Commission on Audit
LGPMS Local Governance Performance Management System
CSO Civil Society Organization
LGU Local Government Unit
LHB Local Health Board RPTIS Real Property Tax Information System

LSB Local School Board SCALOG Systems on Competency Assessment for Local Governments

MAFC Municipal Agriculture and Fisheries Council SEF Special Education Fund

MDRRMC Municipal Disaster Risk Reduction and Management Council SLGR State of Local Governance Report

MEEDMO Municipal Economic Enterprise Development and SME Small and Medium Enterprise
Management Office
SWMB Solid Waste Management Board
MENRO Municipal Environment and Natural Resources Office

MPDO Municipal Planning and Development Office

MPOC Municipal Peace and Order Council

NGA National Government Agencies

OCP Organizational Competency Profile

PMS-OPES Performance Management System Office Personnel

Evaluation System

RHU Rural Health Unit

 an Francisco is a 1st class municipality that is composed of 27 barangays
in the Province of Agusan del Sur. It has a total income of Php
142,878,805.11 in 2011 of which 71.94% comes from the Internal Revenue
Allotment (IRA) and 28.06% comes from locally-sourced revenue. Located in
the eastern part of the province, it is bounded in the North by the
Municipality of Prosperidad; in the South by the Municipality of Rosario; in
the East by the Province of Surigao del Sur; and in the West by the
Municipality of Talacogon. It has a total land area of 39,253 hectares and a
population of 66,398 people whose principal source of living comes from
agriculture.
In 2011, the Municipality has envisioned itself to be the trade or commerce
and agri-industrial center of the province on 2016 with the people enjoying
an improved quality of life in a secure environment. It has committed to
deliver effective, efficient and quality services to its constituents and to
optimize utilization of its natural, fiscal, and human resources with
consideration to ecological effects.
Municipalitys performance and its organizational competency vis--vis its
vision.
Consequently, the Municipality has identified some organizational
competency issues that demand appropriate action through capacity
development interventions from the concerned officials and functionaries in
synergy with the national government agencies (NGA), the academe, the civil
society organizations (CSO), and other stakeholders.
This document therefore outlines the capacity development strategies,
programs, and initiatives together with their corresponding target groups,
recommended approaches, required resources and timeline in order to
address the identified organizational competency gaps.

After a year since such a vision was conceived, a series of in-depth

assessments through the use of the Local Governance Performance
Management System (LGPMS) and the Systems on Competency Assessment
for Local Governments (SCALOG) has been conducted to measure both the
 Inefficient processes
in financial manageme
nt

inept legislativ
e
management sy
stem
Ineffective implementation of procedures
in development planning, implementation,
monitoring and evaluation

Insufficient re
venues
to maximize
local develop
ment
ion
Inactive peoples participat
in resource mobilization
keholders in HRMD
Less involvement of sta
m implementation,
plan formulation, progra
n
monitoring and evaluatio
Semi-functional
Local Health Board
Poor monitoring and evaluation
on SEF and other educational funds
and support services

Non-functional Lo
he Municipality has manifested both high levels of performance and of cal Housing Boar
Poor managemen d;
t systems on hous
competency according to the LGPMS and the SCALOG results. ing
Unsatisfactory management systems
Significantly, through these assessment tools, the Municipality has come to on peace, security, and
discover some core competency issues (as presented at the side) that can be disaster preparedness
addressed through appropriate capacity development interventions. support
to
Deficient
re
agricultu
The following sections summarize the current situation of the Municipality in
terms of its performance as well as its competency as an organization. Inadequate mechanisms in support to enterprise,
business and industry promotion
Poor adm
inistration
and natura on environ
l resource ment
s manage
ment
Inactive participation of the community on
waste management and pollution control

The Municipalitys State of Local Governance Report (SLGR) 2011 shows that
the Municipality has a high performance index of 4.5 in this service area. This
rating indicates the Municipalitys effective financial management system,
functional Bids and Awards Committee (BAC), and status reports on actions it
has taken on Commission on Audits (COA) findings; while it also reveals the
untimely liquidation of cash advances particularly on petty and field
operating expenses, and official travels.
In like manner, the Municipalitys Organizational Competency Profile (OCP)
2012 reveals that the Municipality has a high competency index of 3.9 in this
service area. This rating suggests that the Municipality has complied with the
need for a regular internal audit schedule, proper accounting system, and
functional BAC.
Both assessment tools identify same areas for improvement such as the
irregular review of accounting reports and the untimely liquidation of cash
advances. They therefore suggest that Municipality needs to work out an
enhanced financial management system to address these issues.
Based on its SLGR 2011, the Municipality has a fair performance index of 3.6
in this service area. This rating stands for the Municipalitys quality legislative
agenda and some legislative measures in support to administrative functions.
Yet, it also manifests the lack of an efficient legislative tracking system and
the very small number of ordinances enacted over the total legislative
measures passed.
On the other hand, the Municipality has a high competency rating of 3.9 in
this service area based on its OCP 2012. This rating reveals the Municipalitys
compliance with the required membership, sessions, and observance of
parliamentary procedures of the Sanggunian; and its mechanisms in
promoting peoples participation in local legislation. But, it also shows the
need of the Sanggunian to conduct regular review of legislative enactments
with the aid of an efficient legislative tracking system.
Therefore, both assessment tools find the imperative to enhance the
Municipalitys legislative management system to curb the issues on
establishing an efficient legislative tracking system and the regular review of
existing legislative enactments.
The Municipality has a high performance index of 4.8 in this service area
according to its SLGR 2011. This rating is characterized by the Municipalitys
functional Local Development Council (LDC), the presence of its
Comprehensive Development Plan (CDP), Executive-Legislative Agenda
(ELA), and Annual Investment Program (AIP). However, it also reveals the
Municipalitys need to establish a mechanism for monitoring and evaluation
of its plans and programs, and an updated database to support
development planning.
At almost same rate, the Municipality has a very high competency rating of
4.5 based on its OCP 2012. This rating underscores the capable personnel in
the Municipal Planning and Development Office (MPDO), the functional LDC,
and the participation of civil society organizations (CSO) in the review of
development plans. But, it also points out the imperative to operationalize
clear procedures on monitoring and evaluation, and to put up an updated
database for development planning.
Hence, the Municipality needs to improve its management systems in this
service area as suggested by both assessment tools in order to address the
ineffective implementation of its procedures in development planning,
implementation, monitoring and evaluation.
The Municipalitys SLGR 2011 shows that the Municipality has an excellent
performance index of 5.0 in this service area. This rating is attributed to its
quality Revenue Generation Plan; efficient system on the collection of locally-
imposed taxes, fees and charges; high real property tax accomplishment
rate; and low cost to collect revenues. Yet, it also reveals the Municipalitys
continuous high dependency on external sources of revenue, particularly the
IRA.
Also, the Municipalitys OCP 2012 presents the Municipalitys very high
competency rating of 4.8 in this service area. This rating indicates its very
high compliance to organizing a functional Local Finance Committee (LFC),
enacting legislative measures pertinent to increasing revenue, utilizing Real
Property Tax Information system (RPTIS), and providing efficient customer
service.
However, based on its observed low locally-sourced income and its lack of
strategy for active community involvement in the preparation,
implementation, monitoring and evaluation of its Revenue Generation Plan,
the Municipality needs to initiate mechanisms that would boost local income,
and to create specifically a Board of Assessment Appeals (BAA) which shall
welcome petitions of real and personal property owners regarding the
valuation placed on their properties.
The Municipality has a fair performance index of 3.5 in this service area
based on its SLGR 2011. This rating indicates the good quality of its Annual
Budget and its compliance to certain budgetary limitations on personnel
service and debt service ratios. Yet, it also points out the meager per capita
expenditure allocated by the Municipality.
On the other hand, the Municipality has a very high competency rating of 5.0
according to its OCP 2012. This rating symbolizes the Municipalitys
compliance to having a well-complemented Budget Office, transparency in
all revenues collected and disbursed, and on-time submission and approval
of its Annual Budget. But, it also signifies the Municipalitys inability to
mobilize other resources such as volunteer work in its programs and
projects.
Thus, the Municipality has to address the need to improve its mechanisms in
promoting active peoples participation in resource mobilization as
suggested by both assessment tools.
Based on its SLGR 2011, the Municipality has an excellent performance index
of 5.0 in this service area. This rating represents the Municipalitys transparent
processes in recruitment and promotion, formal recognition of good
performances, outlined activities for personnel development, and established
grievance system.
Likewise, the Municipality has a very high competency rating of 4.8 in this
service area according to its OCP 2012. This rating reveals the Municipalitys
compliance to establishing a competent Human Resource Management and
Development Office (HRMO), transparency in the recruitment and promotion
of personnel, applying Performance Management Systems-Office
Performance Evaluation System (PMS-OPES), providing post-graduate
scholarships to its personnel, and giving recognition and awards to
exemplary performances.
Nevertheless, both assessment tools find the imperative to craft a Human
Resource Management and Development (HRMD) Plan in which all
stakeholders in this service area are actively involved. They also suggest the
integration of a clear procedure on monitoring and evaluation of all HRMD
programs.
The Municipality has a high performance index of 4.9 in this service area
according to its SLGR 2011. This rating reflects the Municipalitys functional
Local Health Board (LHB), quality child and maternal care, and innovative
health services. But, it also points out the unavailability of some basic medical
supplies in health centers.
The Municipality, on the other hand, has a very high competency rating of
5.0 in this service area as manifested in its OCP 2012. This rating shows the
Municipalitys compliance with the creation of an LHB and a separate
Nutrition Office, the enactment of legislations to prevent the introduction
and spread of diseases, the efficient communication of its plans and
programs, the regular monitoring and evaluation on its Annual Health Plan,
the establishment of Sentrong Sigla certified Rural Health Units (RHU) and
Barangay Health Stations (BHS), and the active community participation in
health and nutrition programs.
The Municipality, nonetheless, must further improve the functionality of its
LHB as suggested by its OCP 2012 in order to address the issue of the
unavailability of some basic medical supplies as underlined in its SLGR 2011.
The Municipality has a high performance index of 4.00 in this service area
according to its SLGR 2011. This rating represents the Municipalitys efforts to
organize a functional Local School Board (LSB), and its innovative i-HELP
(Health, Education, Livelihood, and Protection) Program through the
Alternative Learning System (ALS) strategy. Yet, it also underscores the need
of the Municipality to enhance its support to elementary, secondary, and
basic education through the Special Education Fund (SEF) and the General
Fund.
Likewise, the Municipality has a high competency rating of 4.2 in this service
area based on its OCP 2012. This rating describes the Municipalitys
compliance to organizing a functional LSB; passing legislative measures that
grant scholarships to the poor and deserving students in the locality; and
transparency in education services through barangay assemblies, radio
broadcast, and online information system. But, it also highlights the need to
streamline its education services in order to provide quality customer service
to all the stakeholders.
Therefore, based on both assessments, the Municipality must improve the
quality of its education services, and further enhance its assistance to
elementary, secondary, and basic education. Specifically, it has to establish a
mechanism on monitoring and evaluation on the utilization of SEF and other
funds in support to education services.
The Municipalitys SLGR 2011 shows that the Municipality has a very low
performance index of 1.0 in this service area. Very alarmingly, this rating
underscores the non-functionality of the Municipal Local Housing Board, and
the outdated database for housing sector which contains the inventory of
informal settlers, makeshift houses, sites for potential socialized housing, and
households with access to water supply and electricity.
Likewise, its OCP 2012 also reveals that the Municipality has a low
competency rating of 1.6 in this service area. This rating emphasizes once
again the non-functionality of the Municipal Local Housing Board, the
absence of a Shelter Plan, and its poor management systems on housing and
basic utilities.
Hence, both assessment tools suggest that the Municipality needs to develop
the functionality of its Municipal Local Housing Board through a duly enacted
ordinance, and to initiate a superior management systems in this service
area.
The Municipality has a fair performance index of 3.89 in this service area
based on its SLGR 2011. This rating indicates the Municipalitys efforts in
peace and security, child protection, number of cases resolved in the
Katarungang Pambarangay (KP), disaster risk management, and adequacy of
service to disaster victims. However, it also points out the fair quality of its
Municipal Peace and Order Council (MPOC) accomplishments, disaster
preparedness, rehabilitation efforts, and its very low performance in support
to the KP.
On the contrary, the Municipality has a high competency rating of 3.9 in this
service area according to its OCP 2012. This rating describes the
Municipalitys compliance to organizing an MPOC and an MDRRMC, and to
keeping the public informed as regards the programs and policies on peace
and order, and public safety through radio broadcast, print media, and
online information system. Nevertheless, it also highlights the need to
establish full coordination with the different Barangay Disaster Risk Reduction
and Management Committees (BDRRMC) on disaster preparedness, and to
create a system in monitoring and evaluation of its IACPSP and DRRM
programs and activities.
Thus, based on the assessment results, the Municipality needs to improve its
management systems on peace, security and disaster preparedness in order
to enhance the quality of its accomplishments, thereby creating a peaceful
and safe community.

The Municipality, based on its SLGR 2011, has a fair performance index of
3.62 in this service area. This rating represents the Municipalitys efforts in
introducing alternative and innovative assistance to farmers. Yet, it also
underlines its low support to agriculture in terms of rehabilitation or
construction of irrigation system, funds for post-harvest equipment and
facilities, assistance for credit facilitation services, and research and
development services.
Ironically, the Municipality has a very high competency rating of 4.9 in this
service area based on its OCP 2012. This rating summarizes the
Municipalitys efforts in establishing an Agriculture Office, in organizing a
Municipal Agriculture and Fisheries Council (MAFC), in enacting ordinances
that accelerate agriculture and fishery development, in holding consultation
meetings with farmers, in formulating a strategic or long-range plan, and in
employing a Barangay Agriculture Worker (BAW) in every barangay.
Nonetheless, it also identifies the need of the Municipality to pass more
legislative enactments, and to enhance the quality of its strategic plan.
As suggested by both assessment tools, the Municipality must therefore
improve its legislative support and other enabling mechanisms in order to
address the aforementioned issues and develop the state of agriculture and
fisheries development in the locality.
The Municipality has a high performance index of 4.11 in this service area
according to its SLGR 2011. This rating indicates the presence of the
Municipal Economic Enterprise Development Office (MEEDMO) and the
Municipalitys performance in promoting a business-friendly environment
through the operationalization and streamlining of its Business Permits and
Licensing System (BPLS). However, it also underscores its inability to provide
assistance to small and medium enterprises (SME) due to lack of
development council for them.
The Municipality, likewise, has a high competency rating of 3.5 in this service
area based on its OCP 2012. This rating is characterized by the presence of
the MEEDMO, the establishment of its Customer Assistance Center, and the
streamlining of its BPLS, among others. Yet, it also points out the need to
establish a development council for SMEs, to appropriate funds for
enterprise, business and industry promotion, to enact more legislative
measures that will boost economic activity, and to formulate an Investment
Plan.
Therefore, the Municipality must look into establishing superior mechanisms
in support to enterprise, business and industry promotion such as the
formulation of its Investment plan, and the conduct of investment promotion
activities, among others.
Based on its SLGR 2011, the Municipality has an excellent performance index
of 5.0 in this service area. This rating reflects the Municipalitys efforts in
formulating a forest management program integrated into its CDP, and in
promoting the active involvement of the community in natural resources
management.
Likewise, the Municipality has a high competency rating of 4.3 in this service
area according to its OCP 2012. This rating represents the presence of a
Municipal Environment and Natural Resources Office (MENRO) under the
Office of the Mayor, the legislative measures enacted to regulate mining and
other destructive activities, and the active participation of the community in
the Community-based Forest Management (CBFM) Program, among others.
But, it also signifies the imperative to create a separate MENRO, to craft an
Environmental Plan, and to build partnerships with other local government
units (LGU) in natural resources management.
information education campaigns (IEC) on waste management and pollution
control. Nonetheless, it points out the long-overdue formulation of the Solid
Waste Management Plan, and the lack of mechanism for monitoring and
evaluation.
Hence, the Municipality needs to capacitate its solid waste management
organization and staff, and further elicit active community involvement in all
programs and activities in this service area.

And so, based on the assessments, the Municipality ought to organize a

competent office, and enhance its management systems in this service
area.

The Municipality has a fair performance index of 3.38 in this service area
based on its SLGR 2011. This rating shows the Municipalitys performance in
integrating pollution control program in the CDP, in enforcing pollution
control measures, and in organizing a Solid Waste Management Board
(SWMB). However, it also underlines the absence of its Solid Waste
Management Plan, its irregular solid waste collection and disposal, and the
use of an open dumpsite as final disposal of solid wastes.

On the other hand, the Municipality has a high competency rating of 4.0 in
this service area according to its OCP 2012. This rating stands for the
Municipalitys compliance to creating an SWMB, enacting legislative
measures for proper solid waste management, promoting active peoples
participation in the formulation of plans and programs, and holding of
 In view of the results derived from the SLGR 2011 and the OCP 2012, the following are the
capacity development strategies, programs, and activities identified by the Municipality in order
to address the competency issues in the areas of Governance, Administration, Social Services,
Economic Development, and Environmental Management.
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Financial Enhanced Creation of Internal Office of 1 Established 1 LGU Medium 2013 300,000.00 350,000.00 400,000.00 Mayor's COA/
Accountability financial Control/Audit Office Internal Internal Office/ Accountant
management Control/Audit Control/ HRMO
system created Audit
Office
Posting of information No. of 4 Posted Public Medium 2013 Budget/ Budget/
related to audit reports postings informatio Accoun- Accounting
and exceptions n ting

Regular review of No. of reviews 4 Reviewed LGU Medium 2013 100,000.00 150,000.00 200,000.00 Audit COA/
accounting reports and conducted reports Office Accountant
identification of
problems on financial
accountability

Posting of minutes of No. of BAC as conducted Posted Public/ Medium 2013 10,000.00 15,000.00 20,000.00 BAC COA/
the meetings and minutes of minutes Bidders Secreta- Accountant
decisions of the BAC in meetings and riat
conspicuous places decisions
posted

Local Improved Continuous legislative No. of 2 Action Plan 12 SB, VM Medium 2013 60,000.00 120,000.00 150,000.00 SB DILG/
Legislation legislative education such as: seminars and on Secretaria Accredited
management * Attendance to trainings trainings Effective t Training
system or seminars on effective attended Legislation Agencies
legislation
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

* Attendance to No. of 4 Action Plan SB Medium 2013 300,000.00 300,000.00 300,000.00 SB Office DILG
consultation, fora, consultations, Members /
conventions, assemblies fora, Public
and others conventions
and
assemblies
attended
Enhancement of skills No. of skills 1 Enhanced 12 SB, VM Medium 2013 50,000.00 50,000.00 50,000.00 SB DILG/
on: training on meetings Secretaria Accredited
* Parliamentary Parliamentary and t Training
Procedures Procedures sessions Agencies
attended
* Codification of No. of skills 2 Codified 12 SB, VM Medium 2013- 500,000.00 400,000.00 SB
Ordinances training on General 2014 Secretaria
Ordinances Ordinances t
Codification
attended
* Administrative No. of skills 2 Improved 12 SB, VM Medium 2013- 50,000.00 50,000.00 50,000.00 SBO/VM Provincial
Investigation training on handling of 2015 Legal and
Administrative investigatio Office of the
Investigation ns Fiscal
attended
Establishment of No. of tracking 1 Systematic Public Medium 2013- 50,000.00 50,000.00 50,000.00 SB DILG
Legislative Tracking system legislative 2015 Secretaria
System established tracking t
system
Accreditation of CSOs No. of CSOs 5 Active 5 The whole Medium 2013 SB SBO/VM
and POs and POs representat organizati Secretaria
accredited ion of on t
CSOs in membersh
the local ip
special
bodies
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Adoption of best No. of 2 Action Plan SB Medium 2013 150,000.00 200,000.00 300,000.00 SB Office DILG
practices on local legislative on Best Members /
legislation best practices Practice Public
adopted Replication

Introduction of No. of 1 per quarter Action Plan SB Medium 2013 100,000.00 150,000.00 200,000.00 SB Office DILG
innovations on innovations on Members /
legislation introduced Legislative Public
Innovation
s

Improved Establishment of No. of 2 Established SB Medium 2013 200,000.00 SB Office DILG/IT

access to Sanggunian Information Information SIS Members / Company
information System System Public and model IT
on local established
legislation
Enhancement skills on No. of 2 Updated Public Medium 2013 100,000.00 100,000.00 100,000.00 SB National
records management trainings Records Secretaria Archive
attended Manageme t Office / Civil
nt Service
Commission
Seminar on technical No. of write 1 Action Plan 3 Secretariat Medium 2013 75,000.00 100,000.00 150,000.00 SB DILG/Civil
writing and personal shops Secretaria Service
development attended t Commission

Skills training on No. of 2 Action Plan 15 SB Medium 2013 100,000.00 SB Office IT Schools
computer literacy computer Members/
training and Secretariat
performance
attended
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Development Better Enhancement training No. of 3 Action Plan 60 LFC Low 3rd 41,000.00 MPDO DILG,NEDA
Planning implementatio on mechanism for trainings on Members Quarter
n of citizen participation in attended Improving LDC of 2013
procedures in planning, monitoring Citizens Members
development and evaluation. Participatio
planning, n
implementatio
n, monitoring Integration of M&E No. of 2 Prepared 37 LDC Low 3rd 22,200.00 MPDO DILG, NEDA
and mechanism into all development M&E Members Quarter
evaluation development plans plans reviewed Manual of 2013

Creation of a Program Executive 1 Established Low May MPDO

Monitoring Committee Order issued Program 2013
Monitoring
Committee

Regular updating of No. of 36 Updated Low 2013- MPDO NEDA

database for updating database 2015
development planning conducted
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Revenue Increased Enhancement training No. of 2 Action Plan 7 Treasury Low March 10,000.00 MTO Prov'l Gov't
Generation revenues to on ICT on business tax trainings on personnel 2014
maximize local collection attended applying
development ICT on
business
tax
collection

Enhancement training No. of 1 Formulated 10 Treasury Low March 14,000.00 MTO TAF
on revenue generation trainings Revenue personnel 2014
plan attended Generation and LFC
Plan members

Strengthening CSO No. of MOA 10 Signed Low 2013- MTO and SB

partnership in planning, executed MOA 2015 MASSO
and M&E

Enhancement Training No. of 2 Action Plan 15 Treasury Low Feb. 20,000.00 MTO and Prov'l Gov't
on BPLS and RPTIS trainings on the and 2013 MASSO
attended enhanced Assessor's
use of Personnel
BPLS and
RPTIS

Creation of Municipal Board of 1 Established 15 Board Low Aug. 5,000.00 MASSO

Board of Assessment Assessment Board of Appeal 2013
Appeals Appeals Assessmen Members
created t Appeals
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Resource Heightened Promotion of Active No. of scheme 1 Inventory 27 Barangay Low 3rd 54,000.00 MPDO
Allocation and people's Bayanihan Spirit or institutionalize of constituent Quarter
Utilization participation Institutionalization of d Resources s of 2013
in resource Counterparting Scheme
mobilization
Information drive on No. of 27 Well- 27 Barangay Low 4th 54,000.00 MBO
"sweat equity". consultations informed constituent Quarter
conducted community s of 2013

Enhancement Training No. of 3 Action Plan 30 Departme Low March 20,000.00 MBO DBM
on Budget Monitoring trainings on Budget nt heads 2013
System attended Monitoring and
section
heads

Human Greater Seminar Workshop on No. of 1 Formulated 30 Departme Low 1st 30,000.00 HRMO TAF
Resource involvement of Participatory Human trainings HRMD nt heads Quarter
Management stakeholders Resource Management attended Plan and of 2014
and in HRMD plan and Development Plan section
Development formulation, Formulation heads
implementatio
n, and 100,000.00
Establishment of Human System 1 Established Low 1st HRMO CSC
monitoring
Resource Information established HRIS Quarter
and evaluation
System of 2014
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Health and Superior Conduct of regular No. of 12 Minutes 1 LHB Low 2013 20,000.00 20,000.00 20,000.00 MHO Local
Nutrition functionality of monthly meetings meetings and members Legislators,
the Local conducted decisions/ MHO
Health Board resolutions
made

Cross visit to well- No. of visits 1 Action Plan 1 LHB Low 2013 80,000.00 MHO LGU
established and award- conducted on Best members
winning LHB for Practice
benchmarking Replication

Enhancement training No. of 3 Action Plan 1 LHB Low 2013 20,000.00 MHO Local
on the rules and trainings members Legislators,
functions of LHB attended MHO

Formulation of LHB No. of plans 1 Formulated 1 LHB Low 2013 MHO Local
plans and policies and policies LHB plans members Legislators,
crafted and MHO
policies

Implementation of No. of based on Implement 1 LHB Low 2013- 100,000.00 100,000.00 100,000.00 MHO Local
adopted LHB plans and activities adopted ed LHB members 2015 Legislators,
policies conducted policies plans and MHO
policies
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Education Enriched Enactment of ordinance No. of 1 Enacted 1 SB Low 2013 Mayor's DILG, DepEd
mechanisms on monitoring and ordinances ordinance Member; Office, SB
on evaluation of education enacted education
monitoring projects in-charge
and evaluation on ALS
of projects on
education Designation of Designation 1 Designated 1 focal Low 2013 Mayor's MPDC
personnel to focus on Order personnel person Office
education programs

Training on the No. of plans 1 Formulated 25 LSB Low 2013 100,000.00 MPDO DILG
formulation of SEF plan formulated SEF plan Members

Training on M&E of No. of 1 Formulated 1 focal Low 2013 2,000.00 MPDO DILG
education funds and trainings MandE person
support projects attended Plan

Housing and Superior Enactment of an No. of 1 Enacted 30 LHB High 2013 200,000.00 SB Chair DILG, HULRB
Basic Utilities functionality of ordinance creating a ordinances ordinance members on
the Local Local Housing Board enacted Housing
Housing and appropriating funds
Board therefor

Training on the roles No. of 1 Capable 30 LHB High 2013 200,000.00 MPDO, DILG , HLURB
and functions of the trainings members members MHB
Board attended of the
Board
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Better Creation of unit to focus No. of 1 Issued High 2013 MPDO HRMO
management on housing and basic Executive Executive
systems on facilities Order issued Order
housing and
basic utilities Designation of Designation 1 Issued High 2013 Mayor's DILG, HDCC,
personnel to focus on Order issued Designatio Office HLURB
housing services and n Order
basic utilities
Training of focal person No. of 1 Action plan 1 focal High 2013 2,000.00 MPDO HDCC,
on housing services and trainings person HLURB
basic utilities attended

Inventory of informal No. of based on Tagged informal High 2013 300,000.00 300,000.00 300,000.00 MPDO HDCC,
settlers informal actual site informal settlers HLURB
settlers tagged tagging settlers

Training on the No. of 1 Action Plan 60 LHB High 2013 MPDO, DILG, HLURB,
formulation of Housing trainings members Mayor's HUDCC
Plan attended Office

Formulation of Housing No. of 28 Municipal 50 Punong High 2013 100,000.00 100,000.00 100,000.00 MPDO, DILG, HLURB,
Plan municipal and and brgy. Barangays, Budget HUDCC
brgy. housing Housing Departme Office
plans plan nt Heads,
formulated formulated LHB
members

Allocation of separate No. of budget 1 Budget 50 Punong High 2013 300,000.00 300,000.00 300,000.00 MPDO HDCC,
funds on LHB operation proposals proposal Barangays, HLURB, DILG
for its effective approved approved Departme
implementation nt Heads,
LHB
members
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Peace, Security Improved Creation of MDRRM No. of 1 Enacted High 2013 SB DILG, OCD
and Disaster management Office ordinances ordinance
Preparedness systems on enacted
peace, security
and disaster
Appointment of a Appointment 1 Appoint- High 2013 Mayor's Local Chief
preparedness
Municipal Disaster Risk issued ment Office Executive
Reduction and
Management Officer

Formulation of DRRM No. of BDRRM 27 Formulated 27 BDRRMCs Medium 2013 200,000.00 MDRRMC PDRRMC,
Plan for BDRRMCs Plans BDRRM DILG, OCD
formulated Plans

Strengthening of No. of 4 Strengthen CSOs, POs Medium 2013- 40,000.00 40,000.00 40,000.00 MDRRMO
PDRRMC,
coordination and activities ed and NGAs 2015 / DILG, OCD
linkages with CSOs, POs conducted partnership MDRRMC
and NGAs

Installation of early No. of 27 Functional 27 Barangays Medium 2013- 100,000.00 100,000.00 100,000.00 MDRRMC PDRRMC,
warning devices for warning warning 2015 OCD
emergencies devices devices
installed

Installation of No. of 27 Installed 27 Barangays Medium 2013- 300,000.00 300,000.00 300,000.00 MDRRMC PDRRMC,
communication systems/ communicatio Communic 2015 OCD
devices at the barangays n system ation
installed system
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Purchase of equipage No. of 2 Purchased as need Disaster Medium 2013- 1,000,000. 1,000,000. 1,000,000. MDRRMC PDRRMC,
for rescue operations equipment equipment arises victims 2015 00 00 00 OCD
purchased

Formulation of No. of 28 Operations MDRRMC Medium 2013 100,000.00 MDRRMO PDRRMC,

MDRRMC Operations manuals Manual members / DILG, OCD
Manual formulated formulated MDRRMC

Production of DRRM IEC No. of IEC 100 Produced 27 Barangays Medium 2013- 50,000.00 50,000.00 50,000.00 MDRRMO PDRRMC,
materials materials IEC 2015 DILG, OCD
produced materials

Appropriation of funds No. of Budget 3 Support Lupong Medium 2013- MPDO, DILG
in support to the Proposals funds for Tagapama 2015 MBO
Katarungang approved KP yapa
Pambarangay

Enhancement trainings No. of 4 Action Plan MCPC and Medium 2013 100,000.00 MSWDO DSWD, DILG
on BCPC and MCPC trainings on LCPC BCPC
attended members

Conduct of M&E to No. of M&E 9 M&E MCPC and Medium 2013- 50,000.00 50,000.00 50,000.00 MSWDO DSWD, DILG
child protection service activities reports BCPC 2015
implementation conducted members

Strengthening of No. of 1 Established Medium 2013 100,000.00 MSWDO DSWD, DILG

reporting system reporting reporting
mechanism on child system system
protection and established
emergency cases
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Regular conduct of No. of 12 Conducted MCPC, Medium 2013- 40,00000 40,000.00 40,000.00 MPOC, DSWD, DILG
MCPC, MIACAT-VAWC, meetings meetings MIACAT- 2015 MDRRMC
MPOC and MDRRMC conducted VAWC, and
coordination meetings MPOC and MSWDO
MDRRMC
members

Purchase of vehicle for No. of vehicle 1 Purchased Medium 2014 1,500,000. MSWDO
child protection services purchased vehicle 00
implementation

Provision of funds for No. of budget 12 Approved children Medium ANA 120,000.00 120,000.00 120,000.00 MIACAT - DSWD, CHR
legal services for child proposals budget for victims of VAW, AND NBI
protection approved legal abuses/ MCPC
services exploitatio
n/
trafficking

Integration of IACPSP No. of 3 Peace Medium 2013- 50,000.00 50,000.00 50,000.00 MPDO DILG, PNP,
into the CDP and other activities integrated 2015 BFP, AFP
development plans conducted developme
nt plans

Formulation of an M&E No. of M&E 3 M&E plans Medium 2013- 25,000.00 25,000.00 25,000.00 MPDO DILG, PNP,
procedure on the impact plans 2015 BFP, AFP
of IACPSP formulated
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Agriculture Better Review/updating of No. of 1 Updated Farmers Medium 1st SB, MAO DA, PAO
and Fisheries legislative existing ordinances and reviews/ Ordinances Quarter
Development support and resolutions in support to updates of 2013
other enabling agriculture conducted
mechanisms in
Enactment of ordinances No. of 1 Enacted Farmers Medium 1st SB, MAO DA, PAO
support to
in support to agriculture enacted ordinance Quarter
agriculture
ordinances of 2013

Review/updating of No. of 1 Updated Farmers Medium 1st MAO, DA, PAO

existing strategic plan for reviews/ Strategic Quarter MAFC
agriculture and fisheries updates Plan of 2013
development conducted

Hiring of Veterinarian/ No. of 3 Additional Farmers Medium 1st 724,000.00 724,000.00 724,000.00 MTO, DA, PAO
Registered Agricultural personnel workforce Quarter MAO,
Engineer/AT hired 2013 HRMO

Strengthening of No. of offices 2 Strengthen Farmer Medium 2013 MAO PVO, PAO,
coordination with and CSOs ed Cooperato MAO
partner agencies and coordinated coordinatio rs
CSOs n
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Enterprise, Superior Creation of a Executive 1 Issued Medium 1st Mayors DTI

Business and mechanisms in Development Council Order issued Executive Quarter Office
Industry support to for Small and Medium Order of 2013
Promotion enterprise, Enterprises
business and
industry
promotion Seminar Workshop on No. of 1 Formulated 100 small and Medium 2nd 350,000.00 MEEDMO DTI, BOI
the Formulation of workshops Municipal medium Quarter , MPDO
Municipal Investment attended Investment investors of 2013
Plan Plan

Enactment of ordinance No. of 1 Enacted small and Medium 3rd SB,

adopting the MIP and ordinances ordinance medium Quarter MEEDMO
providing funds therefor enacted investors of 2013

Establishment of No. of 3 Investment Medium 2013- 100,000.00 100,000.00 100,000.00 MEEDMO DTI
investment promotions investment promotion 2015 , MIP
promotions s Team
established
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Natural Enhanced Establishment of a No. of 1 MENRO Medium 1st MENRO, CSC, PENRO-
Resources Management separate Municipal ordinances established Quarter SB, LGU
Management Systems on Environment and enacted of 2013 HRMO
Natural Natural Resources Office
Resources
Management

Trainings on No. of 10 Action Plan 1 MENR Medium 2013- 15,000.00 15,000.00 15,000.00 MENRO, DILG, CSC,
Environmental and trainings Officer 2015 HRMO DENR
Natural Resources attended
Management

Seminar Workshop on No. of 1 Environme Medium 2013 10,000.00

the formulation of workshops ntal Plan
Environmental Plan attended formulated

IEC on environmental No. of 12 Terminal Medium 2013- 20,000.00 20,000.00 20,000.00 MENRO DILG, DENR
laws, plans and activities Reports 2015
programs conducted

Forge partnership with No. of MOA 8 Strengthen Medium 2013- 15,000.00 15,000.00 15,000.00 MENRO DILG, PENRO
the academe, religious executed ed CSOs 2015 -LGU,
sector, and CSOs On and other CENRO-
environmental efforts sectors DENR
participatio
n
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Posting of No. of 200 Tarpaulins, Medium 2013- 5,000.00 5,000.00 5,000.00 MENRO PIO and
environmental plans and postings soft copies 2015 Website
programs in the LGU of plans Administrator
website, newspaper and and
conspicuous places programs
Conduct of Media Blitz No. of media 1 Media Blitz 80 Media Medium 2nd 10,000.00 MENRO PIO, Mayor's
blitz people quarter Office
conducted of 2014
Waste Greater Production of IEC No. of printed 200 Brochures, Barangay Medium 2nd 50,000.00 MENRO, PENRO-LGU
Management participation materials and tarpaulins, constituent quarter SWMB,
and Pollution of the CSOs distributed IEC pamphlets s of 2013 PIO
Control and the materials
general public
in waste Conduct of IEC on waste No. of 27 Terminal Barangay Medium 2013- 140,000.00 130,000.00 MENRO, PENRO-LGU,
management management and activities Reports constituent 2014 SWMB DILG
and pollution pollution control in the conducted s
control barangays
programs
Conduct of Media blitz No. of media 1 Media Blitz 80 Media Medium 2nd 10,000.00 MENRO, PIO
blitz people quarter SWMB
conducted of 2013

Posting of waste No. of WMPC 200 Tarpaulins, Barangay Medium 2013- 10,000.00 10,000.00 10,000.00 MENRO,
management and postings soft copies constituent 2015 SWMB,
pollution control plans of plans s PIO,
and programs on and Website
website and conspicuous programs Administr
places ator
 Target
Funding Requirements
Beneficiaries
Source of
Capacity Development Level Office
Competency Performance Performance Expected Time Support/
Service Areas Responses (Strategies/ of Respon-
Objectives Indicator Target Output Frame Technical
Approaches/P/P/As) No. Type Priority 2013 2014 2015 sible
Assistance

Provision of incentives No. of 6 Cash 6 Barangays Medium 4th 15,000.00 15,000.00 MENRO, Mayor's
for barangays with best incentives checks and Quarter SWMB, Office
practices on ESWM given plaques of 2014 Barangay
-2015 s
Conduct of regular No. regular 16 Minutes Medium 2nd 2,500.00 10,000.00 10,000.00 SWMB, Mayor's
meeting with meetings and quarter MENRO Office
stakeholders conducted decisions of 2012
made -2015
Enriched Creation of an SWM Ordinance 1 Enacted Medium 1st SB DILG
mechanisms in office to focus on waste enacted Ordinance Quarter
support to management and of 2013
solid waste pollution control
management Training on SWM and No. of 10 Action Plan 6 Office Medium 2013- 15,000.00 15,000.00 15,000.00 MENRO, Mayor's
and pollution pollution control trainings personnel 2015 HRMO Office
control attended

Conduct of regular No. of M&E 10 M&E 27 Barangays Medium 2nd 2,500.00 10,000.00 10,000.00 SWMB, Mayor's
monitoring and conducted Reports Quarter MENRO Office
evaluation of 2013
-2015
Submission of periodic No. of reports 16 Reports Medium 2nd 2,500.00 10,000.00 10,000.00 SWMB,
reports to the LCE submitted submitted Quarter MENRO
2012-
2015

Approval of the IRR on IRR approved 1 Approved Medium 1st MENRO Mayor's
SWM IRR on Quarter Office
SWM of 2013
 MUNICIPALITY OF SAN FRANCISCO
Province of Agusan del Sur
DEPARTMENT OF THE INTERIOR AND LOCAL GOVERNMENT