Dilg Memocircular 201653 5a22f2a85b

and
LOCAL DEVELOPMENT INVESTMENT

PROGRAM (LDIP)
DILG CONCISE ILLUSTRATIVE GUIDE FOR THE PREPARATION,
REVIEW, MONITORING AND UPDATING OF THE CDP & LDIP CDP-LDIP
TABLE OF CONTENTS
MESSAGE _______________________________________________________________________ iii
A. Secretary
B. Undersecretary
C. BLGD Director
D. Acknowledgement
LIST OF ACRONYMS ______________________________________________________________ vii
RATIONALE _____________________________________________________________________ ix
ABOUT THE GUIDE ________________________________________________________________ x
POLICY ISSUANCE _______________________________________________________________ xii
CHAPTER I. THE COMPREHENSIVE DEVELOPMENT PLAN (CDP) ___________________________ 1

Its relationship with the Comprehensive Land Used Plan (CLUP) and Executive Legislative
Agenda (ELA)
CHAPTER II. CDP-LDIP PREPARATION STEP 1 ___________________________________________3

Organize and Mobilize the Planning Team
CHAPTER III. CDP-LDIP PREPARATION STEP 2 __________________________________________ 4

Revisit existing plans and review sectoral goals and objectives
CHAPTER IV. CDP-LDIP PREPARATION STEP 3 __________________________________________6

Prepare the Ecological Profile and structured list of PPAs
CHAPTER V. RATIONALIZED PLANNING INDICATOR DATA SET (RaPIDS) STEP 3A ____________ 10
CHAPTER VI. THE LOCAL DEVELOPMENT INVESTMENT PROGRAM (LDIP) __________________ 11
CHAPTER VII. CDP-LDIP PREPARATION STEP 4 ________________________________________ 13

Prepare the Local Development Investment Program
CHAPTER VIII. CDP-LDIP PREPARATION STEP 5 ________________________________________ 16

Prepare the necessary implementation instruments and authority levers
CHAPTER IX. CDP AND LDIP REVIEW PROCESS (New for 2016) ___________________________ 19
CHAPTER X. SYNCHRONIZED LOCAL PLANNING AND BUDGETING CALENDAR (SLPBC REVISED

2016) __________________________________________________________________________ 21
CHAPTER XI. LDIP UPDATING ______________________________________________________ 26
Page i
LIST OF TABLES AND FIGURES:

Table I. CLUP vs CDP
Table II. NGA Mandated/Prescribed Sectoral and Thematic Plans
Figure I. Relationship of Plans
Figure II. The Enhanced Comprehensive Development Planning Cycle
Figure III. The Ecological Profile
Figure IV. “Readily Useable” Ecological Profile and LDI Matrix
Figure V. LDIS vs RaPIDS
Figure VI. The Structured List of PPAs
Figure VII. The Structured List of PPAs as and Output Document
Figure VIII. RaPIDS Screenshot
Figure IX. RaPIDS Indicators Composition
Figure X. Funds Available for Development Investment
Figure XI. The LDIP as an Output Document
Figure XII. LDIP Streams
Figure XIII. Implementation Instruments as Output Documents
Figure XIV. CDP-LDIP Review Process
Figure XV. LDIP Updating
ANNEXES:
A. Integrated Planning Process with Local Special Bodies and Advisory Councils
B. CDP and LDIP Forms
C. CDP and LDIP Review Process and Checklist
LIST OF ATTACHED REFERENCES (PDF in DVD):

Joint Memorandum Circular No. 1, Series of 2007 Guidelines on the Harmonization of Local Planning,
Investment Programming, Revenue Administration, Budgeting and Expenditure Management
Memorandum Circular No. 2008-156 Guide to Comprehensive Development Plan (CDP) Preparation
for Local Government Unit
Guide to Ecological Profiling
Guide to RaPIDS
Page ii
Message from the Secretary
Page iii
Message from the Undersecretary
Page iv
Message from the BLGD Director
Page v
Acknowledgement
Page vi
LIST OF ACRONYMS
ADSDPP – Ancestral Domain Sustainable Development and Protection Plan
AIP – Annual Investment Program
BLGD – Bureau of Local Government Development
BLGF – Bureau of Local Government Finance
BuB – Bottom-up Budgeting
C/MENRO – City/Municipal Environment and Natural Resources Officer
C/MLGOO – City/Municipal Local Government Operations Officer
C/MPDC – City/Municipal Planning and Development Coordinator
CapDev – Capacity Development
CCA/DRR – Climate Change Adaptation/Disaster Risk Reduction
CDP – Comprehensive Development Plan
CLUP – Comprehensive Land Use Plan
CSOs/POs – Civil Society Organizations/People’s Organizations
DENR – Department of the Environment and Natural Resources
DSWD – Department of Social Welfare and Development
ELA – Executive Legislative Agenda
EP – Ecological Profile
GAD – Gender and Development
GAM – Goal Achievement Matrix
GFPS – Gender and Development Focal Point System
GPB – Gender and Development Plan and Budget
HLURB – Housing and Land Use Regulatory Board
HRMD – Human Resource Management and Development
HRMO – Human Resource Management Office
ICCs/IPs – Indigenous Cultural Communities/Indigenous Peoples
ICT – Internet and Communications Technology
JMC – Joint Memorandum Circular
LCE – Local Chief Executive
LDC – Local Development Council
LDI – Local Development Indicators
LDIS – Local Development Indicator System
LDRRMO – Local Disaster Risk Reduction and Management Office
LDRRMP – Local Disaster Risk Reduction and Management Plan
LGA – Local Government Academy
LGU – Local Government Unit
LGU PFM 2 – Support to Local Government Units for More Accountable and Effective Public
Financial Management 2
LSBs – Local Special Bodies
M & E – Monitoring and Evaluation
NEO – Newly Elected Officials
NGA – National Government Agencies
OSCA – Office of Senior Citizens Affairs
PPAs – Programs, Projects and Activities
PCIA – Peace-Conflict Impact Analysis
PCW – Philippine Commission on Women
PDPFP – Provincial Development and Physical Framework Plan
PWD – Persons with Disability
RA – Republic Act
Page vii
RaPIDS – Rationalized Planning Indicator and Data Set

SAFDZ – Strategic Agricultural and Fisheries Development Zones
SB/SP – Sangguniang Bayan/Sangguniang Panlungsod
SLPBC – Synchronized Local Planning and Budgeting Calendar
Page viii
Rationale
Page iii
LOW LGU INTEREST IN PREPARING THE CDP
CDPs formulated as of 2015 is only at 48.71% nationwide while
multiplicity of sectoral plans at the local level is still prevailing.
Countless resources and efforts have been put into separate
planning processes just to comply with the 33 NGA prescribed
plans. There is a need to harmonize these plans while
encouraging LGUs to comply with their mandates.
LOCAL PLANNERS ARE INTIMIDATED BY

THE HIGHLY TECHNICAL CDP GUIDEBOOK
The CDP Guide is a very good technical document but local

planners specially those who are relatively new find it difficult
to digest its content or to even start reading its pages. There
needs to be a simpler guide that will present the process in a
manner not so intimidating.
RECENT STATUTES REQUIRE THE

MAINSTREAMING OF THEMATIC AND
SECTORAL CONCERNS IN THE CDP
RA 10121 and RA 9729 are one of the many laws and
policies that require the mainstreaming of specific
thematic concerns in the CDP. There is a need to
provide guidelines for mainstreaming these and other
future thematic concerns in the CDP. The DILG-BLGD
identified entry points and came up with the
mainstreaming framework to your right. This
framework needs to be operationalized.
About the GUIDE
THIS ILLUSTRATIVE GUIDE IS PART OF THE

ENHANCEMENT TO THE CDP GUIDEBOOK
The Illustrative Guide is one of the enhancements to the CDP

Guide enrolled under the “Support to Local Government Units
for More Effective and Accountable Public Financial
Management” Project funded by the European Union. Aside
from the Quick Guide, a supplemental Guide to the Rationalized
Planning Indicator and Data Set (RaPIDS), a policy paper on
CDP-BuB Process integration and a Guide for the conduct of the
CDP Review were also enrolled under the project mainly to
address current challenges in the local planning system.
The DILG Concise and Illustrative Guide for the Preparation, Review, Monitoring and
Updating of the Comprehensive Development Plan (CDP) and the Local Development
Investment Program (LDIP), the CDP-LDIP Illustrative Guide for brevity, is:
 A detailed summary of the key steps for the preparation and subsequent
annual and mid-term updating of the CDP and LDIP;
 A toolkit for the review of the form, process and content of the CDP and LDIP
for the purpose of enhancing the relevance and responsiveness of the CDP
and LDIP to local needs and to strengthen alignment and complementation
with Provincial and National-level plans;
 An update to the CDP Guidebook covering changes in policies and agreements

with other Oversight Agencies (e.g., relationship to the Budget Operations
Manual) as manifested by executive issuances after 2010;
 A primer for members of the technical planning team and the Local
Development Council (LDC) who may not have or have little planning
background to enable them to participate actively and substantially in the
preparation of the CDP and LDIP;
 An advisory for plan monitoring and updating; and
 A process, output and documentary checklist for the city and municipal planner
to aid him/her in advising the Local Development Council and the technical
planning team and to direct him/her to the appropriate key reference materials
required for the detailed preparation of the CDP and LDIP. These reference
materials are:
o Rationalized Planning System Guidebook (RPS);

o Comprehensive Development Plan Guidebook;
o Guide to Ecological Profiling; and
o Rationalized Planning Indicators and Data Set (RaPIDS) Manual.
THE ILLUSTRATIVE GUIDE MAY BE

CLUSTERED INTO THREE PARTS
The first two major steps of the CDP-LDIP Illustrative Guide

are mainly 1.) Preparatory activities for the actual planning
process. The third step primarily discusses 2.) Planning
process. The fourth and fifth step are discussions on the
different 3.) Authority levers and implementation
instruments to aid in the implementation of the PPAs and
to complete the planning cycle. These include the
Investment Programming, CAPDEV agenda, Legislative
requirements and M&E strategy.
THE OUTPUT DOCUMENTS IN

THE ILLUSTRATIVE GUIDE
The output documents in the CDP-LDIP

Illustrative Guide is consistent with those that
will be used in the CDP Review Guide Tool. These
documents will serve as the basis in reviewing if
the CDP was prepared as prescribed by pertinent
policies and other issuances on mainstreaming
sectoral and thematic concerns.
Page xi
Policy Issuances
Page xii
CHAPTER
THE COMPREHENSIVE DEVELOPMENT
PLAN (CDP)
(SOURCE: CDP Guidebook 2008)
The Comprehensive Land Use Plan (CLUP) The CLUP can well be regarded as the plan
and the Comprehensive Development Plan for the long-term management of the local
(CDP) are distinct and separate. territory. As the skeletal-circulatory
framework of the territory’s physical
The term “comprehensive” in the CLUP is development, it identifies areas where
understood in its geographical, territorial development can and cannot be located
sense, while the term “comprehensive” in and directs public and private investments
the CDP has to be understood in the sense accordingly. The CDP, on the other hand, is
of “multi-sectoral” development. Yet, the the action plan utilized by every local
two plans are intimately related. administration to develop and implement
priority sectoral and cross-sectoral
programs and projects in the proper
locations to put flesh on the skeleton as it
were, gradually and incrementally, until the
desired shape or form of development is
eventually attained over the long term.
This is consistent with the definition of
planning as “public control of the pattern
of development”.
One thing that bolsters the interpretation

that the CLUP and CDP are distinct and Table I. CLUP VS CDP
separate is the fact that the responsibility
for each plan is given to separate bodies
in the LGU. The CLUP is assigned to the
Sanggunian as provided for in Sections
447, 458 and 468 (Powers, Duties,
Functions and Compensation of the
Sangguniang Bayan, Panlungsod and
Panlalawigan, respectively) of the Local
Government Code; whereas the CDP is the
responsibility of the LDC as provided for
under Sections 106 (Local Development
Councils) and 109 (Functions of Local
Development Councils) of the Code. The
Code has correctly assigned responsibility
for the CLUP to the Sanggunian
considering that most if not all of the
instruments for implementing the CLUP
involve regulating the use of lands that
are mainly privately held and this requires
the exercise of the political powers of the
LGU through legislative action by the
Sanggunian.
A common concern often raised by local planners is how to keep the long-term plan from
being thrown away with every change in administration. The answer to this concern lies
precisely in having a separate CLUP from a CDP. It is the “people’s plan”. The CLUP, once
enacted into a zoning ordinance (Sec. 20, c), becomes a law. It remains in effect even after
the incumbent officials have been replaced. Being a law, the CLUP-turned Zoning
Ordinance cannot be simply “thrown away” without going through the proper legislative
procedures for repealing or amending an ordinance. The truth of the matter is, the long-
term CLUP, once in place, can no longer be claimed by, nor attributed to a particular
administration. Rather, the CLUP belongs to the people.
The Executive and Legislative Agenda (ELA) on

the other hand is a planning document, covering
With the CLUP separated from the a 3-year period corresponding to the term of
CDP, the review process by the local elective officials that is mutually developed
Provincial Land Use Committee and agreed upon by both the executive and
(PLUC) is also immensely simplified. legislative departments of an LGU. The ELA is not
The Code requires a review by the meant to replace or duplicate existing planning
provincial government of the CLUP, systems in LGUs. Rather, it adds greater value to
not the CDP, of component cities and the CLUP and the CDP by moving them forward
municipalities [See Sec. 468 (a) to getting implemented and monitored.
It is the CDP-based Executive and Legislative

Agenda (ELA) that is associated with a particular
administration.
Figure I. RELATIONSHIP OF PLANS
Figure I - Illustrates the

relationship of the
CLUP with the CDP, ELA
and other
implementation
instruments
(Source: CDP
guidebook, chart
designed by Prof.
Ernesto Serote)
Page 2
CHAPTER
CDP-LDIP PREPARATION STEP 1
The first step in CDP preparation will lay down

the foundation for the succeeding steps. The
composition of the planning team will dictate
the inclusiveness, comprehensiveness and
ownership of the CDP. It is not necessary for
LGU Department Heads to be members.
MAJOR ACTIVITIES Knowledgeable technical staff will be sufficient.
Be guided by the prescribed core planning team
1. Select members of the planning team. in the CDP Guide.
2. Prepare the Executive Order. It is very important that the commitment of

every member of the planning team is ensured
3. Orient the members of the Planning team on thru an Executive Order with a corresponding
their roles and responsibilities. work and financial plan. The team should be
organized and mobilized to take on the required
4. Prepare and adopt a work and financial plan task in the preparation of the CDP.
for the updating of the CDP.
LEAD OFFICE/PERSONS INDICATIVE DATES

C/MPDC with the assistance of 1st to 2nd Week of January 2016
C/MLGOO
*All dates are also provided in the new SLPBC
ROLES OF C/MPDC:
1. Identify members of the core MAINSTREAMING ENTRY POINT

planning team based on the five
development sectors. Make sure to include in the planning structure sectoral
2. Orient the members of the planning committees that advocate for specific thematic concerns
team on their responsibilities. so that their concerns are properly represented and
3. Prepare the Executive Order and addressed:
Work Plan for the approval of the
LCE.  CCA/DRR (MENRO, LDRRMO, CSOs/POs)
ROLES OF C/MLGOO:  Persons with Disability, Children, Senior Citizens,
Women (DSWD, OSCA, GFPS, etc.)
1. Assist the C/MPDC in the  ICCs/IPs Communities
identification of the members of  Representatives of LSBs and Local Advisory
the core planning team. Councils (See Annex A)
2. Assist the C/MPDC in the
orientation of the Planning team.
3. Facilitate the preparation and
approval of executive order.
OUTPUT DOCUMENTS
 Executive Order creating the Planning Team
 Approved Work and Financial Plan for the
REFERENCES
preparation of the CDP
CDP Guide Chapter I Page 3
CHAPTER
The second step of this Quick Guide aims to

identify and profile the existing plans the LGU has. This
will help the planning team in limiting or expanding the
scope of the Ecological Profile. Existing sectoral and
thematic plans that are still responsive to the prevailing
situation can be incorporated in the CDP. There is no
need to re-do the profiling and project identification for
these plans. However, if these existing plans are
determined to be obsolete, then there is a need to
MAJOR ACTIVITIES update them by including the concerned sector or
theme in the Ecological Profile. The inventory of NGA-
1. Inventory existing local plans (CLUP, mandated or prescribed sectoral and thematic plans are
CDP, ELA, LDRRMP, GPB, FLUP, etc.) provided in Table 2 below.
and higher level plans such as PDPFP.
2. Review the Vision, Mission, Goals and
Objectives of all existing plans for
relevance and applicability to the INDICATIVE DATES
prevailing situation and new mandates.
3. Check if the plans are aligned with each 3rd to 4th Week of January 2016
other and the PDPFP.
4. Identify outdated plans that will need to
be updated and plans that can be
absorbed in the CDP. Include the MAINSTREAMING ENTRY POINT
accomplished PPAs as inputs.
There are 33 legally-mandated local plans that represent
sectoral or thematic concerns. Each LGU is required to
prepare them in order to ensure that the needs of these
LEAD OFFICE/PERSONS sectors are known and addressed. All of them can be
mainstreamed or integrated in the CDP so long as they are
C/MPDC with the assistance C/MLGOO &
included or represented in the whole CDP Process. If the
LGU Department Heads
LGUs don’t have them yet, it can be extracted from the
ROLES OF C/MPDC: CDP.
1. Inventory of existing plans and lead

in identifying which plans are still
relevant and which plans need to be ROLES OF C/MLGOO:
updated, 1. Assist the C/MPDC in conducting the inventory
and review of the existing plans.
2. Coordinate with concerned
2. Assist the C/MPDC in coordinating with
department heads and sectoral
concerned Department Heads and Sectoral
committees in checking the Committees.
consistency of the vision and mission
with the sectoral objectives. ROLE OF LGU DEPARTMENT HEADS:
3. Check if the vision, mission and Assist the MPDC in determining the consistency
objectives of existing plans are of the vision, mission and objectives of existing
aligned with the LGU’s own Vision plans and its alignment with the PDPFP and other
and that of the PDPFP and other higher level sectoral plans.
national plans.
Page 4
OUTPUT DOCUMENTS REFERENCES
 Final Vision for the City/Municipality

 List of 'responsive' Plans that will be 1. CDP Guide Chapter I
absorbed in the updated CDP 2. Other NGA issued policy
 List of Plans that needs to be updated guides for specific sectoral
 List of accomplished PPAs or thematic concerns
Table II. NGA MANDATED/PRESCRIBED SECTORAL AND THEMATIC PLANS
Page 5
CHAPTER
The third step will essentially start the

Comprehensive Development Planning Cycle
as prescribed in the CDP Guide.
This step will correspond to Steps 2-8 of the

planning cycle. More than half of the work
plan for the preparation of the CDP is
primarily involves Ecological Profiling and the
identification of issues and the interventions
MAJOR ACTIVITIES to address them as contained in the
structured list of PPAs. This is where
Based on the inventory of existing plans consultations with all stakeholders are of
and the review of the vision, mission and primary importance. Their participation
sectoral objectives, the LGU can now start should be prioritized to ensure that their
the process of: concerns are made known and addressed.
1.) Ecological Profiling
2.) Structured list of PPAs

INDICATIVE DATES
1st Week of February to Last week of April 2016
Figure II. THE ENHANCED COMPREHENSIVE DEVELOPMENT PLANNING CYCLE
Page 6
MAINSTREAMING ENTRY POINT

LEAD OFFICE/PERSONS  Ecological Profiling is the most critical entry point in
mainstreaming a specific thematic concern in the CDP.
City/Municipal Planning Team
 The planning team should ensure that the prescribed
ROLES OF CITY/MUNICIPAL PLANNING tools for mainstreaming are used in the gathering and
TEAM: analysis of information.
1. Correctly and comprehensively  Tools such as Disaster Risk and Vulnerability
profile their respective sectors. Assessment for DRR/CCA concerns are used in this
step.
2. Consult with members of each  Data disaggregation for Gender Sensitivity (M or F)
sector and inform them of the and age groups for children and the Senior Citizens
result of the profile and validate must be made whenever applicable and possible.
the same
3. Field-validate the PPAs in the

structured list OUTPUT DOCUMENTS
4. Participate in all activities as
 Ecological Profile (Form 1.a)*
identified in the approve work and
 Local Development Indicators Table (Form 1.b)*
financial plan  Structured List of PPAs (Form 2)*
* The CDP-LDIP Illustrative Guide assigned Form

Numbers to the output documents that correspond to
steps in the planning cycle. This serves as a guide for
LGUs in the preparation of their CDP. The same form
numbers are also referred to in the CDP Review Guide.
Figure III. THE ECOLOGICAL PROFILE
Figure III is a graphical representation of the CDP Preparation steps (Steps 1-2) which are activities
involved in Ecological Profiling. Note that one Ecological Profile (EP) which represents the “current
reality” (based on one year or period only) is not sufficient for planning purposes. At least two EPs
covering two time periods is needed.
Page 7
Figure IV. “READILY USEABLE” ECOLOGICAL PROFILE AND LDI MATRIX
Figure IV is a graphical representation of the steps involved in making a readily useable Ecological
Profile and its output tool the Local Development Indicator System Matrix. This output documents
will yield the issues or levels of development or underdevelopment of a particular City or
Municipality that need to be addressed thru interventions in the form of PPAs.
(Steps 1-5)
Figure V. LDIS VS. RAPIDS
While the LDIS’ old list of data is

a very useful tool for identifying issues
based on the LGUs’ particular vision,
most planning practitioners find it very
hard to populate or complete. The DILG
assisted by the European Union thru the
LGU PFM 2 project developed an
alternative analytical dataset that LGUs
may use if they do not have the capacity
to complete the old data set. The
Rationalized Planning Indicator and
Data Set (RaPIDS) prescribes a
minimum data set applicable to all LGU
types and prescribes additional data set
unique to specific LGUs. For example, If an LGU does not have the capacity or resources to
data sets or indicators for Upland LGUs complete the data requirements in the old LDIS list,
are different from those prescribed for they may opt to use the RaPIDS as their starter data set
Coastal LGUs. Special sectoral data instead. However, the RaPIDS does not provide an
requirements are also prescribed analysis as comprehensive as that in the old set if LGUs
depending on the LGUs priority will not opt to add additional indicators to the basic
development thrust. minimum data set. Please see the RaPIDS guide for
more information.
Page 8
Figure VI. THE STRUCTURED LIST OF PPAS
Figure VI demonstrates the steps involve in the preparation of the

Structured List of PPAs. This list is what the LGUs call the long list of
PPAs from the five development sectors. This will be the main source
of PPAs that will later be prioritized for implementation. Note that this
list should be traceable or linked to the descriptors in the LGU vision,
goals and objectives.
 Goal formulation or the process of determining what

citizens want their city or municipality to become is often
considered the most important step in the planning process
 Sectoral goals are the desired ends consistent with the

STRUCTURED LIST Success indicators. These are results that are the same, or
OF PPAs derived from, the particular element of the vision statement
pertaining to a specific sector. This relationship is necessary
to ensure that every policy and action (programs, projects,
activities, legislative and other regulatory measures)
formulated in the CDP will contribute to the realization of the
vision.
Figure VII. THE STRUCTURED LIST OF PPAS AS AN REFERENCES

OUTPUT DOCUMENT
1. DILG Guide to Ecological Profiling
(DILG-BLGD)
2. Guide to the Rationalized Planning

Indicator Data Set (RaPIDS) (DILG-
BLGD)
3. Guidelines on Mainstreaming CCA and

DRR in the CDP (DILG-BLGD)
4. Supplemental Guidelines on
Mainstreaming Climate and Disaster
Risk in the CLUP Preparation (HLURB)
5. Tourism Development Planning Guide

(DILG-BLGD)
6. Guide to the Localization of Magna

Figure VII situates the Structured List of PPAs as an output Carta of Women (PCW)
document of steps 6-8 of the CDP Planning Cycle.
7. Mainstreaming Bio-diversity in Local
Plans (DENR)
Page 9
CHAPTER
RATIONALIZED PLANNING INDICATOR
DATA SET (RaPIDS)
Figure VIII. RAPIDS SCREENSHOT

The Rationalized Planning Indicator and Data
Set (RaPIDS) is a tool developed under the EU
PFM 2 Project that aims to guide Local
Planners in identifying development indicators
that specifically applies to their LGU’s needs
and characteristics. RaPIDS still follow the
principles of the Local Development Indicator
System which is based on the LGU’s vision and
success indicators. RaPIDS only updated the
indicators to make them consistent with those
required and accepted by National
Government Agencies and International
institutions. It also added several indicators
required by recent statutes such as DRR/CCA
indicators and indicators used to articulate
certain thematic and sectoral concerns such as
gender and conflict sensitivity. It also has
specific indicators that LGUs may need should
they have particular development thrusts such
as indicators for tourism development and
indicators that can help LGUs identify PPAs to
make themselves more business-friendly.
Indicators for specific eco-systems are also
identified. RaPIDS aims to address the issue on The RaPIDS is presented as a shopping list of
data gathering by helping planners identify indicators where LGU can choose those that
indicators that applies to them and those that specifically applies to them. RaPIDS has a basic
they really need as compared to prescribing a minimum indicator set generally applicable to all LGUs
one size fits all data set which makes data plus additional set of indicators depending on an LGU’s
gathering very challenging at the onset. eco system, development thrust and priority concern
based on national policies. RaPIDS also identified
indicators consistent with other instruments used by
the DILG and other Government Agencies such as the
Figure IX. RAPIDS INDICATOR COMPOSITION Community Based Monitoring System (CBMS), Seal of
Good Local Governance (SGLG) and Conflict Sensitivity
and Peace Promoting (CSPP) Principles as espoused by
Minimum Basic
the Office of the Presidential Adviser on the Peace
Indicators
Process (OPAPP) and Climate and Disaster risk
Assessment (CDRA) tool by the Climate Change
Customized LGU Commission (CCC). This grouping of indicators
Dev’t Indicators according to ecosystem and themes made the
choosing of indicators easier by eliminating indicators
Sectoral/Thematic that does not particularly apply to a certain LGU even
Ecosystem Based
Indicators before they start data gathering. This can actually save
Indicators
LGUs time and resources.
Page 10
CHAPTER
THE LOCAL DEVELOPMENT
INVESTMENT PROGRAM (LDIP)
(SOURCE: CDP Guidebook 2008)
The Local Development Investment Program Figure X. FUNDS AVAILABLE FOR DEVELOPMENT
(LDIP) is the principal instrument for INVESTMENT
implementing the Comprehensive Development
Plan. It is a document that translates the CDP into
programs and projects and selects those that will
be picked up by the LGU for funding in the annual
Personal Services
general fund budget or through special fund NON-OFFICE CO/
IRA NON- OFFICE Maintenance & Other
generation schemes. STATUTORY
MOOE Operating Expenses
PERSONAL Office Capital Outlay
OBLIGATIONS
SERVICES
The LDIP should have a time frame of three (3) OFFICE CAPITAL Statutory Obligations
OUTLAY MOOE
years. Its annual component is what is referred to IRA
as the Annual Investment Program (AIP). The Non-Office Capital Outlay
preparation of the LDIP is mentioned as one of Non-Office MOOE
the basis for the budget document in DBM’s FUNDS AVAILABLE FOR DEVELOPMENT INVESTMENT
Budget Operations Manual (BOM).
Investment program in public finance is also a

program for utilizing the investible portion of the
local budget.
The investible portion of the local development

fund is that component of the local budget which
will be earmarked for financing the priority The 20% of IRA share is NOT the only
programs and projects in the AIP; while the source of development funds. It is intended to be
remaining portion will go into financing the costs the floor, not the ceiling, when it comes to
of functions and services of the different LGU determining the LGU’s development fund.
offices and departments.
The local development fund is that portion of the local budget that is “plowed back” to the people in the
form of programs, projects and services.
It consists of the following:
a. 20% of the IRA
b. Non-office maintenance and other operating expenses (e.g., balloons, T-shirts for sports fests and
office anniversary, streamers and banners, etc.)
c. Non-office capital outlay (draperies, microwave oven, refrigerator and other equipment that are not
essential for the delivery of services of a particular office or department)
The local development fund DOES NOT INCLUDE that portion of the local budget which is consumed by the
local government machinery for salaries, wages and other personnel costs, office maintenance and other
operating expenditures, and office capital outlay.
Page 11
Investment programming in the context of the Investment programs must be spatially, rather
LGU’s planning and development function than merely sectorally focused. The projects must
involves generating the programs and projects therefore be selected not only for their potential
derived from the detailed elaboration of the to satisfy sectoral requirements but also for their
CLUP and the CDP. impact on the direction and intensity of urban
growth geared toward the realization of the
Specifically, this form of public spending will: desired urban form. Some examples of
a. modify, guide, direct, control or investment projects are listed below:
otherwise elicited the desired private a. Investment projects that encourage
sector response in order to accelerate growth
local economic development; i. “anchor” facilities like a university,
b. raise the level of socio-cultural well- hospital, public market
being; ii. Interchanges, bus terminals,
c. improve the standard of public transit stops
services, utilities and infrastructures, b. Investment projects that discourage
and, on the whole; and development in the vicinity
d. attain the desired urban form in the i. Waste disposal site
CLUP and the general welfare goals of ii. Sewage treatment plan
the CDP. iii. Prison or mental hospital
a. Investments that limit growth in the urban fringe

i. Land reservation or acquisition for conservation
ii. Utility extension limits
iii. Low-density institutional uses such as military camps, university campuses,
research/science parks
iv. Reservations for open space and outdoor recreation areas
Figure XI. THE LDIP AS AN OUTPUT DOCUMENT
REFERENCES
CDP Guide Chapter IV Part 1
Figure XI situates the LDIP as an output document for steps 9-10 in the CDP
Planning cycle
Page 12
CHAPTER
The fourth step in CDP

formulation is investment
programming. This is where the PPAs
are given their corresponding resource
requirements like funding, time and
manpower. Usually, LGUs prepare the
Annual Investment Program (AIP)
which should be the annual slice of the
LDIP and only provides a year’s worth of
PPAs. The LDIP, on the other hand, is a
MAJOR ACTIVITIES 3-year investment program that
provides for a more impactful and
1. Prepare project briefs for every PPA. SUSTAINABLE list of PPAs. LDIP
preparation consists of three (3)
2. Conduct of further screening and prioritization of Streams.
the Structured List of PPAs.
3. Determine total investible funds.

INDICATIVE DATES
4. Formulate the corresponding financial plan.
May 2016
LEAD OFFICE/PERSONS
City/Municipal Planning Team and Local Finance Committee
ROLES OF CITY/MUNICIPAL PLANNING TEAM:
1. Participate in the prioritization activities and ensure that all sectors are properly represented.
2. Ensure that the prioritization process is diligently and judiciously done.
ROLES OF THE LOCAL FINANCE COMMITTEE:
1. Formulate a sound and objective Resource Mobilization Plan and Financing Plan for the LDIP
2. Coordinate with the BLGF, DBM or other NGAs for assistance on forecasting if necessary
3. Coordinate closely with the planning team in the preparation of the LDIP
4. The Local Treasurer in consultation with the Bureau of Local Government Finance (BLGF) will
generate Medium-Term Revenue Forecasts (3-6 years) for the Internal Revenue Allotment (IRA),
own-source revenues, borrowings and other grants and in consultation with an LDC prepare the
Resource Mobilization Plan and Financing Plan.
5. The Local Budget Officer in consultation with Department of Budget and Management will
prepare the medium-term Forward Estimates for Personal Services (PS), Maintenance and Other
Operating Expenses (MOOE) and Capital (minor) Outlay (CO), collectively the Current Operation
Expenses (COE).
Page 13
 Ensure that the necessary analytical tools for

mainstreaming thematic concerns in the prioritization
of PPAs are applied such as the Conflict Tree Analysis
 The Ranked list of PPAs according and Issue Prioritization Matrix for conflict-sensitivity
to the screening tools shall further and the gender sensitivity checklist for GAD.
be subjected to the Goal
Achievement Matrix (GAM)  Ensure that every sector is represented and are given
Analysis for further prioritization a chance to participate in the prioritization exercise.
to produce the Ranked List of
PPAs for Investment
Programming.
 STREAM 2 – After, the Ranked List OUTPUT DOCUMENTS

of PPAs for investment
programming will then be cross-  Project Brief for every identified PPAs (Form 3b)
matched with available resources
including investible funds as  Ranked List of Projects for the 3 year Investment Programming
identified by the Local Finance (Form 3a)
Committee through the evaluation
of the Revenue Forecasts with the  New Investment Financing Potential Form (Form 3c)
Forward Estimates of Current
 Resource Mobilization Plan (c/o Local Treasurer)
Operating Expenses, manpower
and period of implementation *These three (3) documents combined plus the LDIP Summary Form
will comprise the Local Development Investment Program (LDIP) of the
 STREAM 3 – The LDC with the City/Municipality
assistance of the Local Finance
Committee shall determine the
Financing Approach they will take:
o Developmental • STREAM 1 - The Structured List of PPAs should
Approach be the primary source for project ideas when
o Conservative the LCE calls for it in the LDC. This is the first
Approach step in approving and legitimizing the CDP.
o Pragmatic Approach
• The list will then be subjected to screening
 If the LGU will choose the using the following tools and shortlist them by
Conservative Approach, they sector:
would have to cut down the list of
• Urgency Test Matrix
PPAs to be implemented to work
within the resources under the • Resource Impact Matrix
new investment financing
potential only • Conflict-compatibility-
complemantarity matrix
 If the LGU has to take the • The Executive Committee of the LDC shall then
developmental or pragmatic present the shorlisted or Ranked List of PPAs
approach, they have to prepare a including their project brief in plenary for
Resource Mobilization Plan and approval
financing plan for each of the
three (3) years included in the
LDIP.
Page 14
Figure XII. LDIP STREAMS
REFERENCES
1. CDP Guide Chapter IV Part 1

2. Treasurer’s Operations Manual
3. Budget’s Operations Manual
Page 15
CHAPTER
The fifth and last step in CDP

Preparation is the preparation of several
instruments and authority levers that will
aid in the implementation of the priority
PPAs in the LDIP. A very good plan
remains to be just another document if
it is not implemented. This step also
provides the linkage from planning to
MAJOR ACTIVITIES budgeting and completes the cyclical
nature of planning thru monitoring and
1. Prepare the Annual Investment Program evaluation strategies.
(annual slice of the LDIP)
2. Identify Priority Legislative Requirements

needed to implement the LDIP INDICATIVE DATES
3. Identify priority capacity development 1. AIP Sanggunian-approved - June 07,

interventions to implement the LDIP 2016
2. Priority Legislative Requirements &
4. Prepare Plan M & E Strategy CapDev Agenda - July-September 2016
3. Plan M&E Strategy - September 2016
LEAD OFFICE/PERSONS
C/MPDC, Budget Officer, SB/SP Secretary and C/MPDC, Budget Officer, SB/SP
HRMO Secretary and HRMO
ROLES OF SB/SP SECRETARY: ROLES OF C/MPDC:
1. Ensure that the approved AIP is derived

1. Identify together with the C/MPDC, the needed from the LDIP.
legislative requirements for the implementation
2. Coordinate with the Sanggunian in the
of priority PPAs based on the LDIP.
identification of legislative
2. Inform the concerned Sanggunian of the
legislative requirements for the implementation requirements.
of the LDIP and calendar the same to serve as 3. Prepare the Monitoring and Evaluation
basis for subsequent sessions. Strategies with the assistance of the
planning team.
ROLES OF THE HRMO: 4. At the end of every year, prepare the
Annual Accomplishment Report.
1. Assist the C/MPDC in the formulation of the
CapDev Agenda. ROLES OF THE BUDGET OFFICER:
2. Coordinate with the concerned department 1. Prepare the budget document based on
heads in identifying priority institutional and
the approved AIP and LDIP.
administrative requirements and interventions
2. Assist the C/MPDC in updating the LDIP
(i.e. trainings, systems and equipment
procurements) to implement the PPAs in the should there be changes in the AIP.
LDIP.
Page 16

OUTPUT DOCUMENTS
 This is the step where sectoral and thematic
plans can be culled from the LDIP, if there are  Annual Investment Program (AIP Summary)
none, and included in the AIP for (Form 4)
implementation.
 Legislative Requirements (ELA) & Capacity
Development Agenda (CapDev)
 The Legislative requirements for these
(Form 5a & 5b)
sectoral plans can also be included in the ELA.
Other resources can be included in the  Monitoring and Evaluation Instrument
CapDev Agenda. (M&E)
(Form 6a & 6b)
 In accordance with the provisions of JMC No. 001

series of 2007, the LDC shall cull out the AIP from
the current slice of the LDIP, which upon approval
of the Sanggunian, shall serve as the basis for
preparing the Executive Budget.
 The LDC shall endorse the AIP to the local budget

officer for the budget preparation and in
determining the annual budgetary allocations for
PAP vis-à-vis allocations for other purposes as
indicated in the AIP Summary Form .
• The CDP, to be implemented effectively, requires a set of competencies and

institutional arrangements that should be present in the LGU. This set of competencies
and institutional arrangements comprise an organization’s capacity. Thus, the LGU
needs to prepare a Capacity Development Program/ Agenda as part of the institutional
sector of the CDP
• A capacity development program/agenda is a document that
• Seeks to rationalize and strategically focus the capability building efforts of LGUs;
• Outlines the capability building interventions or programs that need to be
undertaken to address an identified capability deficiency; and
• Draws the capacity development strategies, programs and initiatives that need to
be undertaken to address identified organizational competency gaps, indicating
the target groups, specific approaches that are recommended, resources
required and the timeline.
Page 17
CDP
 Legislative requirements is as important as
the resources. Since the authority levers
will make the implementation of the CDP
possible.
 The legislative requirements of the CDP are
the priority legislations that need to be
enacted by the Sanggunian to support
development priorities of the LGU in the
medium – and long – term. These may
include new legislation as well as
amendments and updates to existing
legislation. This may also be included in the
ELA.
Figure XIII. IMPLEMENTATION INSTRUMENTS AS

OUTPUT DOCUMENTS
• For planning to be truly

continuous, it must form part of
the regular function of the LDC.
One major activity that the LDC is
mandated to perform is to
“coordinate, monitor, evaluate the
implementation of development
programs and projects” (Section
109 (a) (5), RA 7160).
• M & E serves as the link between
one planning cycle to the next
• M & E for cyclical comprehensive
planning is concerned with
determining the changes
attributed to planned and Figure XIII shows how the implementation instruments are situated
unplanned developments. These in the CDP planning cycle as output documents
changes manifest themselves in
terms of a changed state of the
following:
1. social and economic well –
being of the inhabitants; REFERENCES
2. quantity and quality of the
physical environment; and 1. CDP Guide Chapter III Part 2-4
3. institutional capabilities for 2. CDP Guide Chapter IV

local governance
3. NEO Program Module (LGA)
Page 18
CHAPTER
CDP AND LDIP REVIEW PROCESS
Purpose of the Review Who Conducts the Review
 Assess the compliance of LGU’s CDP  For component LGUs, the PDC with the PPDO
and LDIPs to the policy based acting as technical secretariat.
budgeting principles embodied in the
CDP and LDIP guidelines.  For highly urbanized and independent cities,
the RDC with either NEDA & DILG ROs acting as
 Determine the alignment with the technical reviewers.
PDPFP and PDIP with regards to:
o Development goals,
objectives and strategies
o Physical framework Components of the Review Process
o Investment program
 Form Review – to ensure that the submitted
 Assess adherence of the preparation CDP and LDIP documents are complete.
process, and content of the CDP and
LDIP submission vis-à-vis the  Process Review – to determine whether the
requirements of policy based CDP and LDIP submission reflects the
budgeting as embodied in DILG’s organizational/institutional processes
guidelines. (including information sharing and consensus
building) and content generation linkages
 Provide a basis for improvements in envisioned by the CDP guide.
in the CDP and LDIP.
 Content Review – to assess the substance and
 Establish a measure for the future logic of the CDP and LDIP submission with
qualification and provision of emphasis on the clarity, comprehensiveness,
performance grants and other and quality of various components of the
support and assistance from the planning and investment programming
National Government. processes.
Figure XIV. CDP-LDIP REVIEW PROCESS
FORM PROCESS CONTENT

Looks at the
Looks if the Looks if the consistency of the
prescribed prescribed process plan including its
templates in the was followed as vertical alignment
CDP Guide was used evidenced by with higher level
in the process minutes and plans and horizontal
membership linkages across
sectors and LDIP
Page 19
CDP and LDIP Form Review

 Completeness: The availability and timeliness of the key documents and forms
comprising the CDP and LDIP.
 Structure and sequence: The extent to which the draft CDP and LDIP follows the structure
and sequence prescribed in the CDP Guide.
 Minimum maps and tables: The presence (or absence) of selected maps and tables.
 Source acknowledgement: Proper acknowledgement of sourced material through
footnotes, endnotes, bibliographical entries, etc.
CDP and LDIP Process

Review
 Leadership involvement. The extent to which the CDP and LDIP reflects the vision, policies
and participation of the LGU leadership, especially the LCE, as indicated by:
o The participation of the LCE in the visioning activity; and
o The provision of updates to the LDC.
 Consultation and participation. The extent to which the CDP and LDIP reflects the views and
aspirations of LGU stakeholders and other constituents.
CDP and LDIP Content Review
 Quality of output and analysis internal to each main CDP component. This concerns the
quality of analytical inputs and corresponding outputs in each component, relative to internal
objectives and logic, as described in the CDP guide:
o Vision/goals and objectives.
o Ecological profile
o Strategies and PPAs
 Quality of linkages between components.
o Development framework
o Development issues, goals, objectives, and targets
o Strategies and PPAs
 Coverage of LDIP policies:
o PPAs limited to those identified in the CDP;
o Tie up of prioritization criteria to CDP objectives;
o Coverage of revenue policies, use of debt, special assessments and other financing
tools; and
o Use of cost recovery policies.
 Quality of the LDIP financing plan and investment schedule
o Historical analyses of revenue and expenditure projections;
o Use of expected trends and developments for revenue and expenditure projections;
o Investment financing needs covered by projected fund sources; and
o Total annual debt service within 20% of total annual revenues.
REFERENCES
Annex C. CDP and LDIP Review Process and

Checklist
Page 20
CHAPTER
SYNCHRONIZED LOCAL PLANNING AND
BUDGETING CALENDAR (SLPBC REVISED 2016)
NG Oversight
YEAR/MONTH Agencies Guidelines, PROVINCE CITY/MUNICIPALITY
Manuals, Tools,
Systems and
Activities
Year 0/ 1. LGFPMS  RaPIDS/LDIS  RaPIDS/LDIS
October - (BLGF) Financial Financial
December 2. Financial Indicators Indicators
Sustainability generated and generated and
Scorecard made available made available to
(BLGF) to LGU by BLGF. LGU by BLGF.
3. E-SRE (BLGF)
4. LGPMS
(DILG)
5. RPS Guide
(DILG)
6. CDP Guide
and
Illustrative
Guide (DILG)
7. RaPIDS Guide
(DILG)
Year 1/January 1. PLPEM  Guidelines for

(NEDA) Data Collection
and Gathering
Issued.
Year 1. RPS Guide  RaPIDS/LDIS

1/February (DILG) completed.
2. CDP Guide
and
Illustrative
Guide (DILG)
3. RaPIDS Guide
(DILG)
Year 1/March 1. PLPEM  Updated

(NEDA) Planning
database
completed.
Year 1/April 1. PLPEM  Draft Situational  Medium-Term

(NEDA) Analysis and Revenue (Own-
Assessment of Source and
Page 21
NG Oversight
Manuals, Tools,
Systems and
Activities
2. Fiscal Plan External)
Capacity Implementation Forecasts for
Model completed. Planning
System Purposes
(BLGF)  Medium-Term generated (latest
3. PFM Tools Revenue (Own- year Yt-2) by Local
using the E- Source and Treasurers.
SRE (BLGF) External)
4. BOM (DBM) Forecasts for  Medium-Term
5. LTOM (BLGF) Planning Forecasts for
6. RMM (BLGF) Purposes Current Operating
7. RPS Guide generated (latest Expenses
(DILG) year Yt-2) by Local prepared by Local
8. CDP Guide Treasurers. Finance
and Committee.
Illustrative  Medium-Term
Guide (DILG) Forecasts for  Comprehensive
Current Development Plan
Operating (CDP) completed
Expenses (Structured List of
prepared by PPAs completed)
Local Finance
Committee.
Year 1/May 1. PLPEM  Annual Revenue  Annual Revenue

(NEDA) Targets Target generated
2. BOM (DBM) generated and and issued to all
3. LTOM (BLGF) issued to all LGUs by BLGF
4. PFM Tools LGUs by BLGF.
using the E-  Resource
SRE (BLGF)  Draft Resource Mobilization Plan
5. DOF Mobilization Plan (RMP) generated
Departmental (RMP) generated by Local
Order ___ by Local Treasurer.
(BLGF) Treasurer.
6. RMM (BLGF)  Project Briefs
7. CDP Guide  Provincial completed.
and Development
Illustrative Investment  Ranked Projects,
Guide (DILG) Program Activities and
completed. Programs
completed
 Annual
Investment  Financing Plan
Program completed.
completed and
Page 22
NG Oversight
Manuals, Tools,
Systems and
Activities
approved by  3-6-year LDIP
Local completed.
Sanggunian.
Year 1/June 1. Release of  Receipt of  Annual

Official Announcement Investment
Internal of Official Program
Revenue Internal Revenue approved by Local
Allotment by Allotment by Sanggunian.
DBM (June DBM (June 7).  (June 7).
7).
2. BOM (DBM)  Budget Call  Receipt of
3. CDP Guide (June 15) Announcement of
and Official Internal
Illustrative Revenue
Guide (DILG) Allotment by DBM
(June 7).
 Budget Call (June

15)
Year 1/July 1. PLPEM  Final Annual  Final Annual

(NEDA) Revenue Target Revenue Target
2. BOM (DBM) issued. issued.
3. LTOM (BLGF)
4. PFM Tools  Conduct of  Adjusted
using the E- Budget Forums Resource
SRE (BLGF) (NEP) – July 5, Mobilization Plan
5. DOF completed by
Departmental  Prepare and Local Treasurer, if
Order ___ submit Budget necessary due to
(BLGF) Proposals (July substantive
6. RMM (BLGF) 15) changes in Final
7. CDP Guide Annual Revenue
and  Resource Target vis-à-vis
Illustrative Mobilization Plan Current Year
Guide (DILG) completed by Forecast.
Local Treasurer.
 Legislative
 Legislative Requirements,
Requirements, ELA and Capacity
ELA and Capacity Development
Development Agenda
completed.
Page 23
NG Oversight
Manuals, Tools,
Systems and
Activities
Agenda
completed.  Conduct of
Budget Forums
(NEP) – July 5,
 Prepare and
submit Budget
Proposals (July 15)
Year 1/August 1. BOM (DBM)  Conduct Budget  Conduct Budget

Hearings (Aug Hearings (Aug 15)
15)
Year 1. CDP Guide  C/M: Monitoring

1/September and and Evaluation
Illustrative Plan completed
Guide (DILG).
2. CDP Review
Guide (DILG)
Year 1/October 1. BOM (DBM).  Preparation of  Preparation of

Executive Executive Budget
Budget (Oct 10) (Oct 10)
 Preparation of  Preparation of
Budget Message Budget Message
(Oct 10) (Oct 10)
 Submission of  Submission of
Executive Executive Budget
Budget to Local to Local
Sanggunian for Sanggunian for
approval. (Oct approval. (Oct 16)
16)
 Budget
 Budget Authorization
Authorization issued.
issued.
Year 1. BOM (DBM).  Budget  Budget

1/November - Authorization Authorization
December issued issued
Page 24
NG Oversight
Manuals, Tools,
Systems and
Activities
Year 2/ 1. BOM (DBM).  Budget Review.  Budget Review.
January-March 2. CDP Review  CDP Review.  CDP Review
Guide (DILG)
Year 1. BOM (DBM).  Budget  Budget Execution.
2/January- Execution.
December  Budget
 Budget Accountability
Accountability
Page 25
CHAPTER
LDIP UPDATING
Annual Updating of the 3-year LDIP Preparation of the Second 3-year LDIP
If an LGU was not able to fund and pursue the PPAs in After the implementation of the first three year
the current slice of the LDIP (AIP), the LDIP should be LDIP of the LGU’s CDP, the LDC and the LFC will
updated accordingly in the ensuing year. This entails have to undergo Streams 1-3 of the LDIP Process
the adjusting of the list of prioritized PPAs and the again taking into consideration those PPAs that
corresponding financing plan. LGUs thru the Local were completed and those that were not
Finance Committee and the LDC should undergo implemented in the last three years. LGUs may have
Streams 2 and 3 of the LDIP process to ensure that the to revisit priorities based on the implementation of
list of PPAs to be funded and implemented in the the first LDIP and may consider other financing
ensuing year are adjusted to accommodate those that options to ensure that most if not all the PPAs in the
were not funded or pursued in the preceding year. CDP are implemented during the second half of the
LGUs may update their resource generation strategy CDP’s period of implementation. Again, there is a
or consider other financing options to fund the need for the annual updating of the second LDIP to
projects so that PPAs maybe be implemented ensure sustainability and continuity of PPA
according to the scheduled period of implementation implementation and goal achievement.
in the CDP. This also ensures the continuity of the LDIP
in each of its AIP.
Figure XV. LDIP UPDATING
Page 26

Dilg Memocircular 201653 5a22f2a85b

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Dilg Memocircular 201653 5a22f2a85b

Diunggah oleh

Hak Cipta:

Format Tersedia

and

LOCAL DEVELOPMENT INVESTMENT

LIST OF ACRONYMS ______________________________________________________________ vii

ABOUT THE GUIDE ________________________________________________________________ x

POLICY ISSUANCE _______________________________________________________________ xii

CHAPTER I. THE COMPREHENSIVE DEVELOPMENT PLAN (CDP) ___________________________ 1

CHAPTER II. CDP-LDIP PREPARATION STEP 1 ___________________________________________3

CHAPTER III. CDP-LDIP PREPARATION STEP 2 __________________________________________ 4

CHAPTER IV. CDP-LDIP PREPARATION STEP 3 __________________________________________6

CHAPTER V. RATIONALIZED PLANNING INDICATOR DATA SET (RaPIDS) STEP 3A ____________ 10

CHAPTER VI. THE LOCAL DEVELOPMENT INVESTMENT PROGRAM (LDIP) __________________ 11

CHAPTER VII. CDP-LDIP PREPARATION STEP 4 ________________________________________ 13

CHAPTER VIII. CDP-LDIP PREPARATION STEP 5 ________________________________________ 16

CHAPTER X. SYNCHRONIZED LOCAL PLANNING AND BUDGETING CALENDAR (SLPBC REVISED

CHAPTER XI. LDIP UPDATING ______________________________________________________ 26

LIST OF TABLES AND FIGURES:

LIST OF ATTACHED REFERENCES (PDF in DVD):

Message from the Secretary

Message from the Undersecretary

Message from the BLGD Director

RaPIDS – Rationalized Planning Indicator and Data Set

LOCAL PLANNERS ARE INTIMIDATED BY

The CDP Guide is a very good technical document but local

RECENT STATUTES REQUIRE THE

About the GUIDE

THIS ILLUSTRATIVE GUIDE IS PART OF THE

The Illustrative Guide is one of the enhancements to the CDP

 An update to the CDP Guidebook covering changes in policies and agreements

 An advisory for plan monitoring and updating; and

o Rationalized Planning System Guidebook (RPS);

THE ILLUSTRATIVE GUIDE MAY BE

The first two major steps of the CDP-LDIP Illustrative Guide

THE OUTPUT DOCUMENTS IN

The output documents in the CDP-LDIP

One thing that bolsters the interpretation

The Executive and Legislative Agenda (ELA) on

It is the CDP-based Executive and Legislative

Figure I. RELATIONSHIP OF PLANS

Figure I - Illustrates the

The first step in CDP preparation will lay down

2. Prepare the Executive Order. It is very important that the commitment of

LEAD OFFICE/PERSONS INDICATIVE DATES

1. Identify members of the core MAINSTREAMING ENTRY POINT

The second step of this Quick Guide aims to

1. Inventory of existing plans and lead

OUTPUT DOCUMENTS REFERENCES

 Final Vision for the City/Municipality

Table II. NGA MANDATED/PRESCRIBED SECTORAL AND THEMATIC PLANS

The third step will essentially start the

This step will correspond to Steps 2-8 of the

1.) Ecological Profiling

2.) Structured list of PPAs

Figure II. THE ENHANCED COMPREHENSIVE DEVELOPMENT PLANNING CYCLE

MAINSTREAMING ENTRY POINT

3. Field-validate the PPAs in the

* The CDP-LDIP Illustrative Guide assigned Form

Figure III. THE ECOLOGICAL PROFILE

Figure IV. “READILY USEABLE” ECOLOGICAL PROFILE AND LDI MATRIX

Figure V. LDIS VS. RAPIDS

While the LDIS’ old list of data is

Figure VI. THE STRUCTURED LIST OF PPAS

Figure VI demonstrates the steps involve in the preparation of the

 Goal formulation or the process of determining what

 Sectoral goals are the desired ends consistent with the