Local Development Planning in the Philippines

at the topical anaesthetic anaesthetic take place Areportby SherylI. Fernando Local organisations do not take the luxury d of eon to delay the instruction of their de own capabilities whic will each(prenominal)ow them to ch achieve their cherishe objectives. ed They should help them mselves and not slug while the rest of the world go by. st Local organizations he elping themselves is the essence of the home ru It is in addition the ule. cornerstone of democr ratic and just institutions. LOGODEF,1993 Local organizations in the Philippines imbibe th roots in the colonial constitution of Spain, heir which lasted in the Philippines for some 32 years. These three centuries down the stairs Spanish 27 g overnment were characterized by a highly ce entralized regime. The Spanish Governor General in Manila actually governed the res publicas and cities in the whole country. After Spain, the US d came in the early 1900s and Filippinized topical anaesthetic government administ ration. The last 50 years of the presend century saw several learnings towards de interchangeization. The Local Autonomy Act of 1959, the passage of the Barrio deal and the decentralization Act o of 1967 were all incremental internal legisla ations in response to the clamour for a self? rule concept. The Philippine Constitutions of 1972 and 1987 also significantly influenced the movement for semipolitical devolution.The most significant built-in provisions (Article 10 on Local Government) atomic number 18 the following s The Congress shall enact a topical anesthetic government code which shall provide for a more responsive and accountable local government structure instituted through a system of s decentralization with effective mechanisms of recall, initiative n and referendum allot among the different local government m, units their powers, responsibilities and resources and provide for the qualificati ions, election, appointment, removal, lines, salaries, power functions and duties of local officials and all rs, other matters relating to the organization and function of the r local units. The legislative initiative promoting local auto onomy was strongly abideed by academics and exoteric servants who spearheaded the nec cessary reforms in changing the structure and organization of local governments and includ advanced functions to enable local governments to ded quotation a changing environment. The strugg for decentralization that lasted more than 50 gle years culminated in the passage of the Loca Government recruit in October 1991.The Local al Government Code is a most comprehensiv document on local government touching on ve structures, functions and powers, including tax xation and intergovernmental relations. unescap. org AccordingtoPanadero (2008)thedece entralizationofgovernancewasinfluenced bylocalandinter subjectevents(see bit e1). HealsoaddedthatattheInter interior(a) Internat tionalEvents POSITIVE ? Technological Advances ? Global ization crisis ? Trade/ enthronisation liberalization ? Poverty focus flu) Political 3changesin administration EDSAII&III profitInsurgency Terrorism CharterChange PoliticalUncertainty NEGATIVE ?Episodes of world economical interim & economic ? travel oil prices ? Terrorism ? Heath problems (e. g. SARS, Eco onomic Boombu usteconomic growth/cr rises Liberaliza ation/ Deregular rization Policies RisingUr rbanization OFWDeployment Fiscal&d debtproblems DECENT TRALIZATION Social Persistentpoverty Lowerbudget allocation For kindservices Risinginequality cataclysms Figure1. Economic,Social&PoliticalEnvironme entintheLastYearsofDecentralization level, globalization has the most pervasive influence on the decentralization, which was hastened by trade and investment funds liberalization and proficient advances.On the Social Sector, there was a focus on the lessening of poverty on the Economic Sector, the pertly international issues such as terrorism had positive and neg ative impacts at the local level, while the economic scenario at the national level significantly shaped local emergence. The national government in the 1990 seek to upgrade local government by 0s delegating some express powers to local su ubdivisions and by patronageing(a) people to portionicipate in corporation affairs. Local auto onomy was balanced, however, against the train to ensure effective political and admin nistrative control from Manila, especially in those aras where communist or Muslim ins surgents were active. During Marcoss authoritarian years (1 1972? 86), a Ministry of Local Government was instituted to invigorate provincial, mu unicipal, and barangay governments.But, Marcoss real purpose was to establish lin of authority that bypassed provincial nes governments and ran straight to Malacanang. All local officials were beholden to Marcos, who could appoint or remove any provincial governor or town mayor. Those administrators who delivered the votes Marcos a sked for were rewarded with community learning funds to spend any way they liked. y After the Peoples Power Revolution, the new Aquino government decided to replace all the local officials who had functiond Marcos. Corazon Aquino delegated this task to her political ally, Aquilino Pimentel. Pimentel named officers in charge of local governments all across the nation. They served until the first local elections were held under the new constitution on January 18, 1988.Local officials elected in 1988 were to serve until June 1992, under the transitory clauses of the new constitution. thitherafter, terms of office were to be three years, with a three? term limit. Local government units (LGUs) argon territo orial political subdivisions of the Philippines that complicate provinces, cities, municipalities and barangays (the smallest political unit in the country). Because local government officials ar voted into power by the people, their primary re role is peoples welf ar. Their offic es argon the major institutions prudent for the e coordination, overseeing and monitoring of dev velopment upchucks at the local level.The devolution of significant powers and functions formerly held by national line agencies mmunity information and poverty alleviation in to LGUs made them powerful conduits for com the countryside. Among the responsibilities tr ransferred to the LGUs were agriculture, health, social services, environment and indispensable resources, maintenance of local understructure facilities (such as farm? to? market routes, bridges and irri igation) and others. Local legislative powers such as ending? making, resource allocation, rule? m making and enforcement of laws related to these powers were also delegated to LGUs. GovernorLiliaG. Pinedameetswithbarangayofficialsofflooded? municipalitiesintheprovinceassheinstructsthemtofurther intensifytheireffortsinensuringthewelfareandsafetyoftheirr respectiveconstituents. Board portionCris Garbo,Provincial SocialW elfareand victimisation magnater(PSWDO)ElizabethBayb bayan andAgricultureConsultantRoyImperialjointhe coming uponof thelocalofficials. (PhotobyJunJaso,Pampanga PIO) The planning mathematical operation in starts at the barangay level. Plans are lively by the Barangay Council, and because adopted by the Barangay information Council, composed of barangay y officials elected by the people (Figure 2). Gene erally, barangay officials have completed still the elementary levels of schooling, and have little or no training in development? related activities.Hence, barangay development plans usually consist only of lists of barfs that focus mainly c on the infrastructure facilities that are the most obvious and easiest to identify. Some communities do have better planning attend toe simply these are rare. es, Level National planningInstitutions NationalEconomicDevelopment Authority(NEDA),CentralOffice regional NEDA,RegionalOffice Provincial Provincial groomingand DevelopmentOffice(PP DO) municipal MunicipalPlanningand DevelopmentOffice(MPDO) Barangay Figure2. PlanningprocessandinstitutionsinthePhilippines BarangayCouncil/ Sangguniag Barangay Barangay development plans are submit tted to the Municipal Planning and Development Office (MPDO), which comes under the jurisdiction of the Office of the Mayor.The MPDO is in charge of planning activities at the municipa level. Generally, the MPDO consolidates the al shopping lists of projects and prioritizes them in accordance with the plans of the municipality. Before this consolidated plan bec comes the official Municipal Development Plan, it must first be adopted by the Municipal Develo opment Council. From the municipal level, plans are forwarded to the Provincial Planning and Development Office (PPDO) where they are again D consolidated and prioritized on the basis of the provinces own bad-tempered plans. e The provincial development plans are also reviewed by the Provincial Development Councils before adoption.They are then sub bmitted to the National Economic Development Authority (NEDA) Regional Office, which cons solidates all the provincial plans and prioritizes them, base on regional importance. The plans should also be reviewed by the Regional p Development Councils before adoption. The plans are then forwarded to the NEDA Central Office Inter? Cabinet Coordinating Committee for consideration, together with the priorities of f the confused government line agencies. Based on the national thrusts and priorities, the projects o that are selected are then consolidated and include in the National Medium? Term Development Plan. The Local Government Code (LGC) adult male ndates the LGUs with significant local planning functions.In token, Section 106 of the Code provides that each LGU shall have e comprehensive multi? sectoral development pla to be initiated by its development council and an approved by its Sanggunian. The institutional responsibilities for plan formulation, e financing and implementation are likewise clearly g, prescribe by the Code ed ? The Loc Development Plan (LDP) shall be prepared by the cal Local Development Council (LDC) P ? The LDP will be approved by the Sanggunian ? bills for the development plan shall be allocated by the Local Fin nance Committee (LCF) and ? The Loc Chief executive (LCE), together with the executive cal departm ments, will implement the development plan. This case study highlights the experience of undertaking a Priority e carrying out Partnership on incorporating fortuity danger impact assessments into the bend of new alleys in the Philippines, implemented by the National Disa aster Coordinating Council (NDCC) and surgical incision of Public Works and Highways (DPWH) with support from Asian misfortune Preparedness Cent (ADPC), UN internationalist Strategy ter for Disaster diminution (UN/I ISDR) and Swedish International Development Cooperation Agency (SIDA). Towards Mainstreaming Disaster Risk decrease into th e Planning Process of Road grammatical construction Safer Roads A Priority Implementation Partnership between the National Disaster Coordinating Council and the Department of Public Works and Highways, Philippines Under the Regional Consultative Committee on Disaster Management (RCC) course of instruction on Mainstreaming Disaster Risk Reduction into Development in Asia Road Sector a antecedence for mainstreaming cataclysm risk lesseningBACKGROUND The Regional Consultative Committee (RCC) on Disaster Management under its course of instruction on Mainstreaming accident risk reduction into development (MDRD) have identified Roads and Infrastructure, Agriculture, Education, Health, Housing and financial Services as priority sectors to initiate mainstreaming adventure risk reduction . With the massive infrastructure development in Asia underpinned by the investment in highways, alleys and bridges, prioritizing the Road Sector is certainly a necessity. In the RCC which comprise s of heads of the National Disaster Management Offices of 26 Asian Countries, members had submitted expression of participation (EoI) to mainstream of hap risk reduction into particular sectors depending on the development priorities of their country.The National Disaster Coordinating Council (NDCC) of the Philippines which is a member of the RCC expressed interest in taking-up MDRD into course sector in league with the Department of Public Works and Highways (DPWH), the agency responsible for national road construction in the country. Accordingly in the first quarter of 2006, the Priority Implementation Partnership for mainstreaming disaster risk reduction into the planning process of road construction in the Philippines was started by NDCC and DPWH. The partnership was technologically supported by the Asian Disaster Preparedness inwardness (ADPC) with financial support from UN International Strategy for Disaster Reduction (UN/ISDR) through Swedish International Development C ooperation Agency (SIDA). ource purpose Philippine Vulnerability to Environmental Disasters Manila Observatory/Department of Environment and Natural Resources (DENR) Floods and earthquakes make the road system in the Philippines prone to landslides, road slips, embankment scouring and other sediment related disasters. Roads are often closed for several days when hit by such disasters causing disruption in transportation services that affects the access of passengers, goods and services. The impact of flooding and typhoons in creating havoc to the countrys deliverance as well as to damage to property is recognized in the Medium Term Philippine Development Plan of 2001-2004 and accordingly the DPWH has also aligned its policies and strategies.Priority Implementation Partnership ( collide with) a Process towards mainstreaming disaster risk reduction Similar to other countries, the Road sector in the Philippines also works in close collaboration with various government departments l ike Planning, Finance, Environment and Local Government. While the development of national roads (30,000 km of length) is under the jurisdiction of DPWH, the remaining road network (172,000 km of length) falls under the concern of local government units. In addition, road projects are based on area development plans produced by the National Economic Development Agency (NEDA) and the Regional Development Councils (RDC). Similarly the feasibility reports prepared for each road project undergoes an environmental and a social impact assessment led by the Department of Environment and Natural Resources (DENR).In order to mainstream disaster risk reduction, further collaboration is wantd with NDCC and technical agencies responsible for producing hazard information related to natural disasters like the Philippines Institute of Volcanology and Seismology (PHIVOLCS), Philippines Atmospheric, Geophysical and astronomic Services politics (PAGASA). A MULTI-AGENCY TECHNICAL WORKING GROUP TA KES THE LEAD With this understanding, the buck formed a technical work group of the NDCC at the beginning with multi-agency membership to steer the process of implementation of mainstreaming disaster risk reduction into the planning process of road construction. procedure of road planning and identifying the windows of opportunity to clear disaster risk reduction.Accordingly the scope of activities was detailed as follows Documentation of existing procedure for development of road projects with respect to hazards Documentation of sums of pre feasibility/ feasibility report of road projects in the country over the past 20 years Analysis of past damage to road infrastructure Identification of limited steps that can be taken for incorporating hazard considerations in project development and approval process List of future(a) priority projects for construction of roads in the Philippines. PIP Technical Working congregation comprises Chairperson Planning service, DPWH C o-chairperson Planning division, NDCC Members Bureau of research and standard, DPWH Bureau of design and bridge division, DPWH Philippines Institute of genteel Engineer Department of Environment and Natural Resources Philippines Institute of Volcanology and SeismologyPhilippines Atmospheric, Geophysical and Astronomical Services Administration Asian Disaster Preparedness Center The technical running(a) group met frequently over the PIP implementation period to look at the mentioned activities above and developed the final report which details recommendations for desegregation DRR into the planning process of new road construction in the Philippines. BROADER CONSULTATION PIP LOOKED INTO The technical working group engaged in consultation and decided on the following activities for initiating mainstreaming. Since it was realized that the ultimate aim of mainstreaming could only be achieved by bringing change in the entire system, which road projects are developed, designed, cons tructed and maintained.Hence this particular partnership would emphasize on understanding the existing The findings of the PIP were shared during a national workshopheld in February 2007, in which a wide range of stakeholders particpated including the Government, technical agencies, UN agencies and the Asian Development Bank. The recommendations were discussed in detail and future steps were identified. The protrusion Development of a typical infrastructure project in DPWH follows a cyclic process consisting of four phases Project identification, Project breeding, Project implementation and Project operation and evaluation. consolidated form, with limited access to detailed report on remedy and their corresponding costs. Also of equal importance is to bench mark hazard intensities with their Return periods/Damages.This is oddly difficult due to escape of updated topographic maps at 15,000 or higher resolution, a sparse network of hazard monitoring stations ( seismal and flood) as well as short monitoring period and limited processed entropy on hazards. The following key documents were placid during the project to conduct the analysis timeworn Terms of Reference for Strategic Environment estimate for Plans and Programmes Standard Report hammerat for Strategic Environment Assessment for Plans and Programmes Sample of Damage Report DPWH District Office Sample of Consolidated Damage Report by NDCC Sample of Bridge condition Inspection Form Sample of Pre- Feasibility and Feasibility Reports of Road projects starting 1984 List of future projects of DPWHAfter the projects are identified, feasibility studies are conducted which includes investigations and analysis to determine the extent and degree of desirability of a project against technical, economic, social, environmental, financial and operational aspects. As part of this project, sample feasibility reports over last 20 years were analysed in terms of content and it was realized that the structure of the report largely depends on the source of funding of the project. Typically due to lack of funding for construction of national road projects, DPWH administers a basic feasibility study, but for foreign-assisted projects the assessment process is more in-depth and extensive.However, it was noted that post 2000, the feasibility reports do tend to include a section on Review of hazard specific threats on road sections though it is primarily limited to protecting the road segments from geological hazards such as landslides and debris fall. In addition, DPWH feasibility study includes an Environmental Impact Assessment (EIA). The EIA report structure considers the impact of hazards by defining an environmentally critical area of the project rank where it is frequently visited by the natural hazards. However, it does not explicitly provide details on how to address natural hazard vulnerability and risks to infrastructure and the consequent impact from its damage or failure.Similarly, Cost-benefit analysis cover only the planned use of the facility and does not factor in other costs (risk based cost) arising from authority damage or possible failure of the structure to function to a certain event. Assessment of damages to roads affected by a natural disaster is carried-out by DPWH at the district level. There is no fixed format followed for collecting information needed for the assessment and the reports are directly sent to NDCC for the preparation of an overall disaster assessment report. Hence, it becomes difficult to trace these records at the regional or central offices of the DPWH. Similarly the damage information of past disasters available from NDCC is in a It is also realized that since mainstreaming of disaster risk reduction involves a broad range of stakeholders, interrelated plans and programs, disaster risk reduction concerns need to be linked with ongoing projects of DPWH such as The earthquake rehabilitation program and similar seismic vulnerability assessments DPWH national roads improvement and management program, Phase II DPWH road maintenance investment programs The study on the nationwide flood risk assessment and the flood mitigation plan for the selected areas in the Philippines Technical Assistance for risk assessment and management Benefit monitoring and evaluation of selected roads, Phase II, ADB aptitude Building Study on risk management for sediment related disaster on selected national highways Similarly close linkage needs to be established with the ongoing project of NDCC in partnership with UNDP on Hazard Mapping and Assessment for effective community-based disaster risk management (READY). KEY FINDINGS DPWH adopts a basic one size fits all format for feasibility studies of road projects that does not specifically require assessment of disaster risks. During detailed design, disaster risk reduction aspects are incorporated into the project if required. in general national budgets do not provi de funds for surveys and investigations at the feasibility study demonstrate, and it is therefore anomalous for disaster risk reduction measures to be incorporated at early stages of project preparation. Externally funded projects are prepared to higher standards, particularly in relation to environmental assessments (where disaster risk aspects are depict if required by the particular agency) and resettlement planning.There is uneven application of building codes and design standards between national and local roads. Absence of one fixed format for collecting information on damage to roads and bridges from natural hazards prepared by district-level offices. Hydrological data are available for major river basins in the Philippines but these information have not uniformly been processed to provide flow/stage relationships for different make it periods, which could be used for road design. Learning The key to successful desegregation of disaster risk reduction on road projects li es in the planning phase of the project cycle which includes project identification and preparation of the feasibility study.Assessing the possible impact on the project of natural disasters or other hazards at this stage means that the appropriate risk reduction measures can be include in the scope, layout and arrangement of the projects major componentsand that these measures will be allowed for in the cost estimate. If such measures are not included at the planning phase, their inclusion at the later stages is unlikely, or could be costly and inconvenient (i. e. maybe requiring a supplementary budget). Attempting to include risk reduction measures at the design stage (after major elements of the project have been decided and the budget has been allocated) cannot adequately satisfy the need for disaster risk reduction. Recommendations DPWH needs to have a standard on project identification and preparation procedures to eliminate quality discrepancies between nationwide and externally funded projects and to pave the way for mainstreaming disaster risk reduction in road projects. Feasibility reports should include assessments of the impact of potential disasters. An enhanced natural hazard/impact assessment component should be included in the EIA for nationally-funded and foreign-assisted projects The existing system for monitoring road needs to be improved to allow for the record of damage caused by natural disasters. Standard formats and reporting standards should be introduced for monitoring and for collecting damage data from the impact of natural disasters on roads. cogency of staff to assess the impact of natural disasters needs to be increased, particularly at the regional and district levels. The key to successful integration of disaster risk reduction on road projects lies in the planning phase Next Steps for mainstreaming disaster risk reduction into road sector in the Philippines In order to take forward the momentum gained under the PI P, the technical working group has identified the following next steps to realize the recommendations Identifying two pipeline road projects in a hazard prone area of the Philippines. The two projects would be at different stages namely a pipeline project without a feasibility study and a pipeline project with a feasibility study completed.Integrating disaster risk reduction (DRR) into the planning process of two identified pipeline project. Capacity building of officials from DPWH responsible for conducting feasibility studies on how to integrate DRR. Experience of PIP incorporated in the RCC guideline on mainstreaming disaster risk reduction into Infrastructure To share the experience gained during the process of implementation of the PIP with the remaining RCC member countries, the technical working group correspond by DPWH and NDCC participated in a regional technical workshop on developing the RCC Guideline on incorporating disaster risk assessments as part of planning proc ess before construction of new roads.The lessons learned from the PIP acted as the guiding admissiones for initiating mainstreaming disaster risk reduction. Regional Consultative Committee on Disaster Management (RCC) The RCC comprises of members who are working in key Government positions in the National Disaster Management Offices of countries of the Asian region. To date, 26 countries are represented by 30 RCC Members from the Asia and Pacific regions, namely, Afghanistan, Bangladesh Bhutan, Brunei, Cambodia, China, Georgia, India, Indonesia, Iran, Jordan, Kazakhstan, Korea, Lao PDR, Malaysia, Maldives, Mongolia, Myanmar, Nepal, Pakistan, Papua New Guinea, Philippines, Sri Lanka, Thailand, Timor Leste and Vietnam.RCC Program on Mainstreaming Disaster Risk Reduction into Development Policy, Planning and Implementation in Asia (RCC MDRD) A key priority identified by the RCC is the integration of disaster risk considerations into development planning. To initiate action on this a greed direction, the RCC Program on Mainstreaming Disaster Risk Reduction into Development Policy, Planning and Implementation (MDRD) was launched at the 4th RCC meeting in Bangladesh in March 2004. The RCC 5 adopted the Hanoi RCC 5 command on Mainstreaming Disaster Risk Reduction into Development in Asian Countries which prioritizes mainstreaming of DRR to be initiated in National development planning process as well as Sectoral development.It identified six priority sectors namely Agriculture, Education, Health, Housing, Urban Planning and Infrastructure and fiscal services for mainstreaming of DRR. The program has five components for implementation lot 1 Developing Guidelines and Tools for MDRD Component 2 chore Priority Implementation Partnerships (PIP) in MDRD in RCC Member Countries Component 3 Showcasing good practice on MDRD and Monitoring Progress Component 4 Advocacy for Building awareness and Political Support to MDRD Component 5 Mobilizing Partnerships for ongoing a nd sustainable implementation Lay-out and graphic design by Philipp Danao The Hanoi RCC 5 statement identified the following sub themes within the Urban Planning and Infrastructure to initiate mainstreaming of disaster risk reduction For more information, please contact Aloysius Rego, Director and Team Leader Email emailprotected net Arghya Sinha Roy, Project Manager Email emailprotected net Disaster Management transcriptions Team Asian Disaster Preparedness Center (ADPC) P. O. Box 4 Klong Luang Pathumthani 12120 Thailand Tel (66 2) 516 5900-10 Fax (66 2) 524-5350, 5360 Email emailprotected net website www. adpc. net Introducing Disaster Risk Impact Assessments into the construction of new roads and bridges Promoting the use of hazard risk information in land-use planning and regulate programsThis case study highlights the experience of undertaking a Priority Implementation Partnership on incorporating disaster risk impact assessments into the construction of new roads in the Philippines, implemented by the National Disaster Coordinating Council (NDCC) and Department of Public Works and Highways (DPWH) with support from Asian Disaster Preparedness Center (ADPC), UN International Strategy for Disaster Reduction (UN/ ISDR) and Swedish International Development Cooperation Agency (SIDA). 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LOGODEF ledgeronLocalGovernance.TowardsMainstreamingDisasterRiskReductionintothePlanningProcessofRoadConstruction PHOTOS Gov. meetswithbrgyofficials http//pampangacapitol. ph/2011/10/06/gov? meets? with? barangay? officials/ corycaricature fromtheFilipinomindBobbyTuazon http//thefilipinomind. blogspot. com/2009/08/cora? aquino? how? politics? of? reform? lost. html CoverphotobySherylFernando,documentor,ExecutivemanagementcourseforPSWDOsand MSWDOsinMindanao Areportsubmittedinpartialfulfillmentoftherequirementsin DevelopmentManagementin nDevelopmentOrganizations Submit ttedto Dr. JedidaL. Aquino Profe essor Submittedby SherylI. F Fernando MD DM