annual report for the year ended 2011
TRANSCRIPT
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TABLE OF CONTENTS
Page
Mayors Message.. 3
Part 1. Executive Summary... 4
Part 2. The State of Performance.. 6
1.1 On Administrative Governance........ 6
1.1.1 Area with Excellent Performance 7
1.1.2 Areas for Improvement 7
1.2 On Social Governance.. 7
1.2.1 Area with Excellent Performance 8
1.2.2 Areas for Improvement 8
1.3 On Economic Governance 9
1.3.1 Area with Excellent Performance 9
1.3.2 Areas for Improvement 9
1.4 On Environmental Governance. 10
1.4.1 Area with Excellent Performance 101.4.2 Areas for Improvement 10
1.5 On Valuing Fundamentals of Governance 11
1.5.1 Area with Excellent Performance 111.5.2 Areas for Improvement 12
Part 3. State of Productivity.. 13
3.1 On Administrative Governance 13
3.2 On Social Governance.. 14
3.3 On Economic Governance 15
3.4 On Environmental Governance. 16
3.5 On Valuing Fundamentals of Governance 18
Part 4. Priority Strategies for Implementation.. 20
Attachments
1.1 LGU Profile.. 22
1.2 Vision Statement... 231.3 Resource Endowments.. 24
1.4 Potential Investment Areas... 27
2.1 Status of Appropriations, Allotments and Obligations. 30
2.2 Statement of Income and Expenditure.. 32
2.3 Financial Performance Report.. 35
3.1 20% Development Fund Accomplishment Report Summary... 42
3.2 Pictures of Programs and Projects Implemented in CY 2011... 43
4.1 List of Ordinances Approved 55
4.2 List of Resolutions Approved... 57
5.1 List of Executive Orders... 63
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MESSAGE
The challenge of managing a local government unit is becoming more complex due to
increasing population pressures for basic services and support infrastructures, employment
opportunities, food security, in-migration, equitable sharing of scarce resources, climate change,and disaster preparedness and mitigation. Faced with these challenges, it is imperative to
strengthen the role of our local government in service delivery as we explore new approaches forimproving our performance.
Strategies and mechanisms for effective service delivery identified in this Annual Reporttakes into consideration issues of poverty reduction, peoples participation, the promotion ofgender equality, environmental sustainability and economic and social equity for more
sustainable results. Our LGU will acquire new knowledge, create new structures, and undertake
innovative programs that are more responsive to the needs of the community and developlinkages and partnerships as part of an integrated approach that will optimize the role of our local
government unit in providing improved services.
Moreover, we will continue to aspire for economic prosperity by promoting Leganes as acompetitive location for commercial and industrial establishments. The increase in private
investment will guarantee employment opportunities and funding for social services.
We are optimistic that through persistence and hard work we will achieve our goal of
sustainable development.
ENRIQUE M. ROJAS
Municipal Mayor
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Part 1
EXECUTIVE SUMMARY
This Annual Report is a comprehensive report which discusses the local governmentunits state of performance, productivity and development conditions. The Annual Reportreflects the results taken from the Local Government Performance Management System
(LGPMS) and it aims to improve local government management and operations, suggests waysto provide high quality and essential public services, improve planning, budgeting and rational
allocation of resources, stimulates innovations, strengthen transparency, accountability, equity
and participation; and, help achieve a focused vision for the future.
The LGPMS, as an assessment tool, has the ability to identify service improvement areas
and determine the extent of improvements achieved in the areas of governance, administration,
social services, economic development and environmental management. It encourages the
application of a service delivery performance scoring system. Besides determining the level ofperformance, the rating system enables local officials to identify and define a problem, undertake
corrective actions, and detect the extent of improvements. A more conscious recognition and useof performance measure enable local officials to improve the quality of local policies, programs
and services. The results generated by the LGPMS are communicated to primary and secondary
stakeholders through this Annual Report.
A comparative examination of the performance of the Municipality of Leganes in the five
performance areas of governance, administration, social services, economic development and
environmental management, shows that the Municipality has excelled beyond benchmark in theareas of Human Resource Management and Development, Support to Housing and Basic
Utilities, Forest Ecosystems Management, and Transparency. The efforts of the current
administration have paved the way for these achievements.
In the 21-months that this administration has been in place, we have received external
funding for programs and projects that have helped in the development of the Municipality.
Hereunder are a few of these projects:
1. Concreting of Beach Road in the amount of P 4,000,000.00;2. P 500,000.00 financial assistance for indigent patients confined at the West Visayas
State University Medical (WVSUMC);
3. Improvement of Gymnasium;4. Improvement of the 2nd floor of the Leganes Commercial Complex (LCC);5. P 5,000,000.00 for the improvement of Mayors Drive and Sandoval Street;6. Improvement of the Rural Health Unit in the amount of P 4,000,000.00;7. Road widening from Barangay Buntatala to Poblacion;8. Extension of MIWD service area along the Costal Road; and9. Mangrove reforestation program that aims to reforest the coastal area of the
municipality as a climate change mitigation. Bungalon and bakhaw were planted in
Barangays Gua-an and Nabitasan.
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Hopefully by this year, we will be able to make improvements in the areas of Resource
Allocation and Utilization, Local Legislation, Customer Service - Civil Applications, Revenue
Generation, Development Planning, Peace, Security and Disaster Risk Management, Support to
Education Services, Health Services, Support to Fishery Services, Entrepreneurship, Businessand Industry Promotion, Support to Agriculture Sector, Freshwater Ecosystems Management,
Coastal Marine Ecosystems Management, Urban Ecosystems Management, Financial
Accountability, and Participation by implementing the strategies embodied in Part 4 of thisReport and in our Comprehensive Development Plan for CY 2012 to 2014.
This volume is organized in four (4) parts. After the introductory part, the succeedingparts and their respective subjects are briefly described as follows:
Part 2 describes the obtaining capacity level and the factors and circumstances that bear
upon it.
Part 3 describes the reach and quality of essential public services delivered and identifies
gaps, issues and challenges that have to be addressed relative hereto.
Part 4 embodies the priority strategies for implementation.
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Part 2
THE STATE OF PERFORMANCE
Highlighted in this report is the LGU's performance in four (4) areas of governance: (1)Administrative Governance, (2) Social Governance, (3) Economic Governance, and (4)
Environmental Governance. A special report is included to determine how the fundamentals of
good governance such as Participation, Transparency, and Financial Accountability are valued inthe LGU. It is to note that the LGU's performance was assessed based on the responses of the
LGU's Team to the questions provided into the LGPMS database. A Performance Scale is used
to identify areas with excellent performance and areas for improvement. A perfect scale of 5denotes excellent performance while performance scales of 1-4 indicate areas for improvement.
Although scales of 3 and 4 are relatively high, there are areas which can still be improved on. All
these are explained in detail as you read the entire report.
2.1 On Administrative GovernanceAdministrative Governance looks into six areas: Local Legislation, Development
Planning, Revenue Generation, Resource Allocation and Utilization, Customer Service and
Human Resource Management and Development. Your LGU performance in each area ofAdministrative Governance is plotted in the graph below.
Figure 1. Performance on Administrative Governance
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2.1.1 Area with Excellent PerformanceThe Municipality of Leganes is doing an excellent performance in 1 out of 6 sub-areas of
Administrative Governance.
Table 1. Area with Excellent Performance on Administrative GovernanceArea with Excellent Performance Interpretation
Human Resource Management and
Development
Managing the human resource is geared towards a desired end which is "desirable organizational
performance and productivity.
2.1.2 Areas for Improvement
The areas for improvement are listed by priority, starting from the area which gets thelowest performance scale followed by areas which get higher performance scales, respectively:
Table 2. Area for Improvement on Administrative GovernancePriority Area for
Improvement
Performance
Description
Interpretation
Resource Allocation
and Utilization
2.75
Low
Weak management and coordination processes in budgeting and accounting. Strengthen. Fundamental in
governance is the effective allocation and optimum utilization of resources.
Local Legislation 2.97
Low
Quality legislation is a hallmark of good local governance. The local government is way off-mark. It bears
emphasizing that quality legislation is desired, deliberate and planned. Accord importance to the building oflegislative staff competence, and the use or the resort to research-based agenda development, legislative
tracking, backstopping committee and legislative performance.
Customer Service -Civil Applications
4.50High but not
Excellent
The civil application system needs to be transformed into a seamless transactional process. After all, theinherent motivation of putting up such a system is to ensure the ease of obtaining civil registry and real
property documents.
Revenue Generation 4.85
High but notExcellent
Existing measures in support of revenue generation need to be enhanced. This is an initial yet essential step in
maximizing revenue generation potentials.
DevelopmentPlanning
4.91High but not
Excellent
Improvements in the following areas are underscored: (a) organizational performance; (b) consultationprocess; and (c) management of planning database. These areas are instrumental in quality land use and
development planning, or lack of it.
2.2 On Social Governance
Social Governance looks into four areas: Health Services, Support to Education Services,Support to Housing and Basic Utilities, and Peace, Security and Disaster Risk Management. The
LGU performance in each area of Social Governance is plotted in the graph below.
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Figure 2. Performance on Social Governance
2.2.1 Area with Excellent Performance
The LGU is doing an excellent performance in 1 out of 4 sub-areas of Social Governance.
Table 3. Area with Excellent Performance on Social GovernanceArea with Excellent Performance Interpretation
Support to Housing and Basic
Utilities
An administrative mechanism dedicated to addressing the multiple requirements of housing services is in place.
Mass housing project and donation of lots for socialized housing are twin-response to the housing backlog.
2.2.2 Areas for Improvement
The areas for improvement are listed by priority, starting from the area which gets the
lowest performance scale followed by areas which get higher performance scales, respectively:
Table 4. Areas for Improvement on Social GovernancePriority Area for
Improvement
Performance
Description
Interpretation
Peace, Security andDisaster Risk Management
3.77Fair
Efforts are made to ensure Peace, Security and Disaster Risk Management. But much more need to bedone. Factors that have the ability to improve performance in this area have to be considered.
Support to EducationServices
4.35High but not
Excellent
A certain level of support to basic education is extended. However, further assistance to matters suchas the following is encouraged. The Local School Board might have to do more to advance the causeof those in need of quality education.
Health Services 4.44
High but not
Excellent
The overall quality of the local health system deserves a second look. This is so because performance
falls short in certain aspects. The principal support system on this matter is the Local Health Board. It
might have to do more.
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2.3 On Economic Governance
Economic Governance looks into three areas: Support to Agriculture Sector, Support to
Fishery Services, and Enterprise, Business and Industry Promotion. The report varies according
to the nature of economic activities in the locality. Support to agriculture or fishery services arefiltered out if not applicable. The LGU performance in this area is plotted in the graph below.
Figure 3. Performance on Economic Governance
2.3.1 Area with Excellent Performance
None of the 3 areas in Economic Governance marked "excellent performance" so far.Meantime, dedicate more time and effort on the areas for improvement.
2.3.2 Areas for Improvement
The areas for improvement are listed by priority, starting from the area which gets the
lowest performance scale followed by areas which get higher performance scales, respectively.
Table 5. Areas for Improvement on Economic GovernancePriority Area for Improvement Performance
Description
Interpretation
Support to Fishery Services 1.55Very Low
Support to fishery services is weak. Ensure focused and committed actions to resolvefactors that pull down performance in this sector.
Entrepreneurship, Business and
Industry Promotion
3.29
Fair
More need to be done to institutionalize a business-friendly environment. Factors such
as the following need to be looked into.
Support to Agriculture Sector 4.57
High but not
Local government support is extended to the Agriculture Sector. But greater
intervention is necessary.
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Priority Area for Improvement Performance
Description
Interpretation
Excellent
2.4 On Environmental Governance
Environmental Governance looks into four areas: Forest Ecosystem Management,
Freshwater Ecosystem Management, Coastal Marine Ecosystem Management, and UrbanEcosystem Management. The report varies according to local ecosystems. Ecosystems which are
not related to the LGU are filtered out. The LGU performance in this area is plotted in the graph
below.
Figure 4. Performance on Environmental Governance
2.4.1 Area with Excellent Performance
The LGU is doing an excellent performance in 1 out of 4 sub-areas of EnvironmentalGovernance
Table 6. Area with Excellent Performance on Environmental GovernanceArea with Excellent Performance Interpretation
Forest Ecosystems Management Forest ecosystem management is central to the concerns of the LGU. Long-term planning is paramount.
CSOs and citizens are mobilized in forest protection. Areas for reforestation and protection are set, and thattarget areas for reforestation and protection are met.
2.4.2 Areas for Improvement
The areas for improvement are listed by priority, starting from the area which gets the
lowest performance scale followed by areas which get higher performance scales, respectively:
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Table 7. Areas for Improvement on Environmental GovernancePriority Area for
Improvement
Performance
Description
Interpretation
Freshwater Ecosystems
Management
2.67
Low
Minimal effort or low capacity in Freshwater Ecosystem Management. Take note of the factors that pull
down performance. The way forward is to improve performance. The thinking is that the leaders today
are merely stewards of this resource - to preserve and to protect.
Coastal MarineEcosystems
Management
3.67Fair
More efforts need to be done in this area.
Urban EcosystemsManagement
4.03High but not
Excellent
Pollution control and proper solid waste management are essential in preserving the integrity of theenvironment. More need to be done.
2.5 On Valuing Fundamentals of Governance
This section of the report describes how the LGU values and maintains good governancein the context of Transparency, Participation, and Financial Accountability.
Figure 5. Performance on Valuing Fundamentals of Governance
2.5.1 Area with Excellent Performance
The LGU is doing an excellent performance in 1 out of 3 sub-areas of Valuing
Fundamentals of Governance.
Table 8. Area with Excellent PerformanceArea with Excellent Performance Interpretation
Transparency Transparency in governmental operations is remarkable. Communicating to the public through various means, i.e.,
Bulletin Board, Public Information Office or Desk, print, broadcast media, website, and forum, is valued.
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2.5.2 Areas for Improvement
The areas for improvement are listed by priority, starting from the area which gets the
lowest performance scale followed by areas which get higher performance scales, respectively:
Table 9. Areas for Improvement on Valuing Fundamentals of GovernancePriority Area for Improvement Performance Description Interpretation
Financial Accountability 3.99
Fair
Efforts to improve financial accountability are acknowledged.
However, administrative capacity to ensure observance ofguidelines relative to accounting, internal control, procurement
and financial transactions need to be strengthened.
Participation 4.33
High but not Excellent
Strengthening CSO participation in Local Special Bodies and the
Citizen Feedback system, including the maximization of CSO
engagement in development projects is a must action. There aremerits to it. In addition to the principal of participation, other
desirable governance values like transparency, accountability and
consensus-influenced decisions are reinforced.
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Part 3
STATE OF PRODUCTIVITY
3.1 On Administrative Governance
Table 10. Provincial Performance Summary on Administrative Governance, 2011Performance
Description
Local
Legislation
Development
Planning
Revenue
Generation
Resource Allocation
and Utilization
Customer Service -
Civil Applications
Human Resource
Management andDevelopment
Excellent 0 7 1 0 16 34
High 14 26 15 5 27 7
Fair 16 10 14 13 0 2
Low 11 0 13 19 0 0
Very Low 2 0 0 6 0 0
No Data 0 0 0 0 0 0
Note: Total No. of Component LGUs is 43
Table 11. Component LGU Performance on Administrative Governance, Province of Iloilo, 2011Component
LGU
Income
Class
Local
Legislation
Development
Planning
Revenue
Generation
Resource
Allocation and
Utilization
Customer Service -
Civil Applications
Human Resource
Management and
Development
1 Passi City 3rd 4.45 4.19 2.83 4.33 5.00 5.00
2 Calinog 1st 3.09 3.83 4.19 2.71 5.00 5.00
3 Dumangas 1st 2.56 3.98 3.67 2.92 4.80 5.00
4 Janiuay 1st 3.64 5.00 2.93 4.38 4.80 5.00
5 Lambunao 1st 3.00 4.76 3.19 2.92 5.00 5.00
6 Miag-ao 1st 3.72 4.55 4 .19 3.92 5.00 5.00
7 Oton 1st 4.33 4.69 3.83 2.71 5.00 5.00
8 Pavia 1st 4.53 5.00 4.33 3.63 4.30 5.00
9 Pototan 1st 2.64 4.76 4.67 2.92 4.75 5.0010 Ajuy 2nd 4.09 4.33 3.00 2.33 5.00 5.00
11Barotac
Nuevo2nd 3.58 4.63 3.59 2.33 4.10 4.20
12 Cabatuan 2nd 2.64 4.86 3.67 2.92 4.80 4.20
13 Carles 2nd 2.97 4.81 2 .56 3.83 4.30 5.00
14 Estancia 2nd 2.25 3.82 4.85 2.71 4.60 3.80
15 San Joaquin 2nd 2.11 3.10 2.70 3.75 4.35 5.00
16 Sara 2nd 2.50 3.23 3.45 4.92 4.60 4.60
17 Tigbauan 2nd 4.39 4.91 3.50 1.75 4.15 5.00
18 Alimodian 3rd 4.81 5.00 4.33 4.00 5.00 5.00
19 Barotac Viejo 3rd 4.14 5.00 2.85 1.91 4.15 4.20
20 Concepcion 3rd 3.70 4.24 4.19 2.92 4.80 5.00
21 Dingle 3rd 3.45 4.86 4 .09 3.67 4.80 5.00
22 Leon 3rd 3.64 4.86 2.93 2.92 4.60 4.20
23 Maasin 3rd 3.54 4.91 2.93 2.71 4.60 5.00
24 San Enrique 3rd 2.92 4.81 4.78 1.83 4.25 5.00
25 Sta. Barbara 3rd 4.17 4.89 4.67 3.79 4.80 5.00
26 Anilao 4th 4.89 5.00 3 .67 3.00 5.00 5.00
27 Badiangan 4th 2.47 3.48 4.26 2.75 5.00 5.00
28 Balasan 4th 4.67 4.63 3.17 1.00 4.50 5.00
29 Banate 4th 3.61 4.24 2 .85 2.71 4.75 5.00
30 Bingawan 4th 3.11 4.11 3.59 1.79 4.80 5.00
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ComponentLGU
IncomeClass
LocalLegislation
DevelopmentPlanning
RevenueGeneration
ResourceAllocation and
Utilization
Customer Service -Civil Applications
Human ResourceManagement and
Development
31 Duenas 4th 3.11 4.12 2.93 3.00 4.80 5.00
32 Guimbal 4th 4.17 3.86 3.67 2.33 5.00 5.00
33 Igbaras 4th 1.83 4.55 2.85 3.92 4.10 5.00
34 Leganes 4th 2.97 4.91 4.85 2.75 4.50 5.00
35 Lemery 4th 3.29 3.95 2.85 2.94 5.00 4.20
36 New Lucena 4th 4.67 4.91 4.67 3.92 5.00 5.00
37 San Dionisio 4th 1.22 3.69 3.50 2.50 5.00 4.20
38 San Rafael 4th 2.00 4.30 2.93 3.92 4.60 5.00
39 Tubungan 4th 4.89 4.91 3.00 3.50 5.00 5.00
40 Zarraga 4th 3.89 3.56 4.11 1.91 4.00 3.40
41 Batad 5th 3.39 5.00 2.33 2.21 4.80 5.00
42 Mina 5th 4.75 4.91 4.00 4.00 5.00 5.00
43 San Miguel 5th 3.54 5.00 5.00 3.00 5.00 5.00
3.2 On Social Governance
Table 12. Provincial Performance Summary on Social Governance, 2011PerformanceDescription
HealthServices
Support to EducationServices
Support to Housing and BasicUtilities
Peace, Security and Disaster RiskManagement
Excellent 12 12 23 3
High 31 20 3 26
Fair 0 7 7 12
Low 0 4 2 2
Very Low 0 0 8 0
No Data 0 0 0 0
Note: Total No. of Component LGUs is 43
Table 13. Component LGU Performance on Social Governance, Province of Iloilo, 2011Component
LGU
Income
Class
Health
Services
Support to Education
Services
Support to Housing and Basic
Utilities
Peace, Security and Disaster Risk
Management
1 Passi City 3rd 4.67 5.00 4.60 4.80
2 Calinog 1st 4.59 4.70 2.60 3.08
3 Dumangas 1st 4.47 4.70 3.40 4.60
4 Janiuay 1st 4.97 4.50 4.20 4.68
5 Lambunao 1st 4.90 3.85 5.00 4.22
6 Miag-ao 1st 4.84 4.80 4.20 4.75
7 Oton 1st 5.00 5.00 5.00 4.74
8 Pavia 1st 5.00 5.00 3.40 4.95
9 Pototan 1st 4.90 3.85 5.00 4.40
10 Ajuy 2nd 5.00 5.00 5.00 4.53
11 Barotac Nuevo 2nd 4.73 5.00 5.00 4.35
12 Cabatuan 2nd 4.97 5.00 2.60 4.30
13 Carles 2nd 4.81 4.05 5.00 3.83
14 Estancia 2nd 4.97 3.55 3.40 3.38
15 San Joaquin 2nd 4.73 4.40 1.00 2.59
16 Sara 2nd 4.21 3.60 1.00 3.82
17 Tigbauan 2nd 4.03 4.00 1.00 3.83
18 Alimodian 3rd 5.00 5.00 5.00 5.00
19 Barotac Viejo 3rd 4.89 5.00 5.00 4.32
20 Concepcion 3rd 5.00 4.90 5.00 4.47
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ComponentLGU
IncomeClass
HealthServices
Support to EducationServices
Support to Housing and BasicUtilities
Peace, Security and Disaster RiskManagement
21 Dingle 3rd 5.00 5.00 5.00 4.68
22 Leon 3rd 5.00 5.00 3.40 4.57
23 Maasin 3rd 4.90 4.35 5.00 4.08
24 San Enrique 3rd 4.97 3.85 5.00 4.52
25 Sta. Barbara 3rd 4.97 4.55 3.40 4.20
26 Anilao 4th 4.97 4.65 5.00 4.76
27 Badiangan 4th 5.00 4.25 1.00 4.55
28 Balasan 4th 4.10 2.90 5.00 2.81
29 Banate 4th 4.60 4.30 5.00 3.54
30 Bingawan 4th 4.97 4.45 1.00 4.49
31 Duenas 4th 4.33 4.55 5.00 3.35
32 Guimbal 4th 5.00 4.75 5.00 4.90
33 Igbaras 4th 4.34 4.05 3.40 3.36
34 Leganes 4th 4.44 4.35 5.00 3.77
35 Lemery 4th 5.00 2.15 1.00 4.44
36 New Lucena 4th 4.97 5.00 5.00 5.00
37 San Dionisio 4th 4.90 2.30 1.80 3.56
38 San Rafael 4th 4.90 2.80 1.00 4.73
39 Tubungan 4th 5.00 5.00 5.00 4.8940 Zarraga 4th 4.55 3.20 3.40 3.38
41 Batad 5th 4.48 3.25 5.00 3.64
42 Mina 5th 5.00 4.80 5.00 5.00
43 San Miguel 5th 4.73 4.10 5.00 4.50
3.3 On Economic Governance
Table 14. Provincial Performance Summary on Economic Governance, 2011Performance Description Support to Agriculture Sector Support to Fishery Services Entrepreneurship, Business and Industry Promotion
Excellent 1 0 4
High 28 11 19
Fair 12 4 12
Low 0 2 7
Very Low 2 2 1
No Data 0 0 0
Note: Total No. of Component LGUs is 43
Table 15. Component LGU Performance on Economic Governance, Province of Iloilo, 2011Component
LGU
Income
Class
Support to Agriculture
Sector
Support to Fishery
Services
Entrepreneurship, Business and Industry
Promotion
1 Passi City 3rd 3.67 4.60
2 Calinog 1st 3.22 3.19
3 Dumangas 1st 4.00 3.61 3.10
4 Janiuay 1st 4.67 3.15
5 Lambunao 1st 3.95 3.54
6 Miag-ao 1st 4.81 4.90 4.38
7 Oton 1st 4.67 4.65 4.50
8 Pavia 1st 4.67 4.94
9 Pototan 1st 3.07 4.44
10 Ajuy 2nd 4.67 4.75 5.00
11 Barotac Nuevo 2nd 3.90 4.24 4.48
12 Cabatuan 2nd 4.81 3.94
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ComponentLGU
IncomeClass
Support to AgricultureSector
Support to FisheryServices
Entrepreneurship, Business and IndustryPromotion
13 Carles 2nd 4.61 4.80 1.40
14 Estancia 2nd 1.79 3.88 2.60
15 San Joaquin 2nd 3.62 4.45 2.81
16 Sara 2nd 3.50 3.19
17 Tigbauan 2nd 3.93 2.96 3.19
18 Alimodian 3rd 5.00 5.00
19 Barotac Viejo 3rd 3.90 3.87 4.52
20 Concepcion 3rd 4.67 4.75 5.00
21 Dingle 3rd 4.67 4.21
22 Leon 3rd 4.86 4.44
23 Maasin 3rd 4.38 4.33
24 San Enrique 3rd 4.24 3.13
25 Sta. Barbara 3rd 4.62 4.61
26 Anilao 4th 4.71 4.75 4.94
27 Badiangan 4th 3.57 4.08
28 Balasan 4th 4.05 2.98 2.79
29 Banate 4th 3.90 3.33 4.09
30 Bingawan 4th 4.33 4.65
31 Duenas 4th 3.48 2.9432 Guimbal 4th 4.62 4.30 4.69
33 Igbaras 4th 1.93 3.36
34 Leganes 4th 4.57 1.55 3.29
35 Lemery 4th 4.00 3.15
36 New Lucena 4th 4.86 4.61
37 San Dionisio 4th 4.24 4.25 2.52
38 San Rafael 4th 4.07 2.94
39 Tubungan 4th 4.86 5.00
40 Zarraga 4th 4.14 1.96 2.36
41 Batad 5th 4.00 4.18 3.61
42 Mina 5th 4.76 4.17
43 San Miguel 5th 4.67 4.94
Note: Blank cell means "Not Applicable"
3.4 On Environmental Governance
Table 16. Provincial Performance Summary on Environmental Governance, 2011PerformanceDescription
Forest EcosystemsManagement
Freshwater EcosystemsManagement
Coastal Marine EcosystemsManagement
Urban EcosystemsManagement
Excellent 27 27 17 0
High 2 6 1 28
Fair 4 4 1 11
Low 2 1 0 3
Very Low 5 5 0 1
No Data 0 0 0 0Note: Total No. of Component LGUs is 43
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Table 17. Component LGU Performance on Environmental Governance, Province of Iloilo, 2011Component
LGU
Income
Class
Forest Ecosystems
Management
Freshwater Ecosystems
Management
Coastal Marine Ecosystems
Management
Urban Ecosystems
Management
1 Passi City 3rd 5.00 4.00 4.00
2 Calinog 1st 3.67 3.67 3.13
3 Dumangas 1st 5.00 5.00 5.00 3.984 Janiuay 1st 5.00 5.00 3.75
5 Lambunao 1st 5.00 3.67 3.38
6 Miag-ao 1st 5.00 1.00 5.00 4.38
7 Oton 1st 3.67 5.00 4.67 4.40
8 Pavia 1st 1.00 5.00 4.63
9 Pototan 1st 5.00 5.00 4.10
10 Ajuy 2nd 5.00 5.00 5.00 4.15
11 Barotac Nuevo 2nd 5.00 5.00 5.00 4.40
12 Cabatuan 2nd 5.00 4.38
13 Carles 2nd 5.00 5.00 5.00 4.48
14 Estancia 2nd 5.00 5.00 3.10
15 San Joaquin 2nd 4.33 1.00 5.00 1.63
16 Sara 2nd 5.00 4.67 4.38
17 Tigbauan 2nd 1.00 3.67 5.00 3.64
18 Alimodian 3rd 5.00 5.00 4.75
19 Barotac Viejo 3rd 5.00 5.00 5.00 4.75
20 Concepcion 3rd 5.00 1.00 5.00 4.38
21 Dingle 3rd 5.00 5.00 4.13
22 Leon 3rd 5.00 5.00 4.38
23 Maasin 3rd 5.00 5.00 4.25
24 San Enrique 3rd 5.00 5.00 4.25
25 Sta. Barbara 3rd 5.00 5.00 4.25
26 Anilao 4th 5.00 5.00 5.00 4.75
27 Badiangan 4th 5.00 5.00 2.78
28 Balasan 4th 5.00 5.00 5.00 2.60
29 Banate 4th 1.00 1.00 5.00 4.20
30 Bingawan 4th 1.00 3.67 4.0031 Duenas 4th 3.67 5.00 3.83
32 Guimbal 4th 4.33 5.00 4.05
33 Igbaras 4th 1.00 1.00 2.23
34 Leganes 4th 5.00 2.67 3.67 4.03
35 Lemery 4th 3.33 5.00 3.95
36 New Lucena 4th 5.00 5.00 4.75
37 San Dionisio 4th 2.67 4.67 5.00 4.09
38 San Rafael 4th 5.00 5.00 3.30
39 Tubungan 4th 5.00 5.00 4.88
40 Zarraga 4th 2.67 4.00 5.00 3.51
41 Batad 5th 4.67 4.67 5.00 3.36
42 Mina 5th 5.00 5.00 4.38
43 San Miguel 5th 5.00 5.00 4.25
Note: Blank cell means "Not Applicable"
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3.5 On Valuing Fundamentals of Governance
Table 18. Provincial Performance Summary on Valuing Fundantals of Governance, 2011Performance Description Participation Transparency Financial Accountability
Excellent 13 10 6
High 23 26 36
Fair 4 4 1
Low 2 2 0
Very Low 1 1 0
No Data 0 0 0
Note: Total No. of Component LGUs is 43
Table 19. Component LGU Performance on Valuing Fundamentals of Governance, Province of
Iloilo, 2011Component LGU Income Class Participation Transparency Financial Accountability
1 Passi City 3rd 4.00 5.00 4.59
2 Calinog 1st 3.67 3.93 4.483 Dumangas 1st 4.33 4.60 4.68
4 Janiuay 1st 5.00 5.00 4.67
5 Lambunao 1st 4.33 4.60 4.56
6 Miag-ao 1st 4.33 5.00 4.17
7 Oton 1st 5.00 5.00 4.64
8 Pavia 1st 4.33 4.87 4.92
9 Pototan 1st 3.67 4.73 4.83
10 Ajuy 2nd 5.00 4.87 4.85
11 Barotac Nuevo 2nd 4.00 4.47 4.30
12 Cabatuan 2nd 5.00 4.87 4.42
13 Carles 2nd 4.33 4.60 4.21
14 Estancia 2nd 1.83 4.47 4.36
15 San Joaquin 2nd 4.33 4.20 4.68
16 Sara 2nd 4.33 4.20 4.72
17 Tigbauan 2nd 4.00 3.27 4.51
18 Alimodian 3rd 5.00 5.00 5.00
19 Barotac Viejo 3rd 4.00 4.33 4.56
20 Concepcion 3rd 5.00 4.60 5.00
21 Dingle 3rd 4.33 3.13 5.00
22 Leon 3rd 4.33 4.87 4.92
23 Maasin 3rd 3.50 5.00 4.81
24 San Enrique 3rd 4.00 2.73 4.72
25 Sta. Barbara 3rd 4.33 4.73 4.89
26 Anilao 4th 5.00 5.00 5.00
27 Badiangan 4th 3.67 4.47 4.44
28 Balasan 4th 4.00 4.73 4.89
29 Banate 4th 4.33 4.73 4.8130 Bingawan 4th 5.00 4.60 4.48
31 Duenas 4th 4.00 4.60 4.64
32 Guimbal 4th 4.00 5.00 4.62
33 Igbaras 4th 2.33 2.60 4.28
34 Leganes 4th 4.33 5.00 3.99
35 Lemery 4th 4.33 4.20 4.79
36 New Lucena 4th 5.00 5.00 4.75
37 San Dionisio 4th 5.00 3.00 4.03
38 San Rafael 4th 5.00 4.20 4.40
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Component LGU Income Class Participation Transparency Financial Accountability
39 Tubungan 4th 5.00 4.87 5.00
40 Zarraga 4th 2.17 1.27 4.31
41 Batad 5th 5.00 4.60 4.42
42 Mina 5th 4.33 4.87 5.00
43 San Miguel 5th 4.33 4.87 4.83
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Part 4
PRIORITY STRATEGIES FOR IMPLEMENTATION
Table 20. Proposed Strategies on Administrative GovernancePriority Area for
Improvement
Strategies
Resource Allocation andUtilization
- The total appropriations whether annual or supplemental for personal services should not exceed the 55% personalservices ceiling;
- An amount should be set aside for the monitoring or surveillance of the magnitude of Acquired Immune DeficiencySyndrome or AIDS (RA 8504); and
- The Annual Executive Budget should be approved within the period, October 17 to Dec. 31.Local Legislation - The Legislative Agenda should be supportive of the Executive Agenda;
- The Legislative Agenda should be a product of research and/or consultations with stakeholders;- The tracking system should be computerized, and it should be capable of generating information on existing local rules
and regulations;
- The Sanggunian should enact a Gender and Development Code; and- Increase the percentage of ordinances over legislative measures.
Customer Service - Civil
Applications
- The LGU should have a database of civil registry records.Revenue Generation - The system on all local taxes, fees and charges should operate on a network that is in interlinked with computers in the
Offices of the Assessor, Business Permits and Licensing Officer and the Treasurer.- An incentive scheme should be provided to promote efficiency in real property assessment and real property tax
collection.
Development Planning - The LGU should establish a Geographic Information System (GIS).
Table 21. Proposed Strategies on Social GovernancePriority Area for
Improvement
Strategies
Peace, Security and
Disaster Risk
Management
- The Peace and Order Council (POC)should update the Integrated Area Community Public Safety Plan which containsmeasures aimed at improving peace and order and public safety in the local government unit, monitor the implementation of
peace and order programs, and to address problems, if any, through action of its own or action of other competent authorities
made possible through an effective referral system, or undertake a periodic assessment of the prevailing peace and ordersituation in the local government unit;
- The Integrated Area Community Public Safety Plan should be participatory in its formulation, and should include needs-basedpriority project(s) and financing;- The projects implemented by the POC during the year should be consistent with priority project(s) embodied in the IntegratedArea Community Public Safety Plan;
- The Local Council for the Protection of Children (LCPC) should meet as often as necessary, their every meeting should bedocumented and have an organized agenda, furthermore, the LCPC should be able to cause the approval of a legislation on
child survival, protection, participation and development, for the inclusion in the local annual appropriation funds, and is able
to assist children in need of special protection;- Ensure an annual financial allocation to the Katarungang Pambarangay to include financial benefits of the Lupon (e.g.,
allowances, insurance coverage, etc.), funding for the conduct of continuing education for the Lupon members, andappropriation to cover expenses for capital outlays (e.g., office fixtures, transportation service, etc.);
- The Katarangang Pambarangay should ensure that 98% to 100% of cases resolved were sustained or not repudiated;- The Local Disaster Risk Reduction and Management Council (DRRMC) should organize support groups and community
volunteers, and formulate an Operations Manual incorporating therein a communications strategy and monitoring and
evaluation.
Support to Education
Services
- Educational research for elementary and secondary education should be supported by the Special Education Fund;- Construction of extension classrooms should be extended by the LGU in support of education to be funded out of the General
Fund;
- On the Alternative Learning System, resources including staff and funds should be available, and target beneficiaries of thealternative learning system should be aware of the program.
Health Services - Basic dental or oral health care services should be made available (filling, extraction and cleaning, and proper oral health careinformation); and
- Conduct regular medical missions in partnership with a non-governmental organization or with the private sector.
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Table 22. Proposed Strategies on Economic GovernancePriority Area for Improvement Strategies
Support to Fishery Services - The composition of the Fisheries and Resource Aquatic Council (FARMC) should be in accordance with Section75 of Republic Act No. 8550;
- FARMC meetings should be as often as necessary with organized agenda and proper documentation;- Mobilize the FARMC to assist in the preparation of the Fishery Development Plan, cause the enactment of a
fishery ordinance, and help enforce the fishery laws, rules and regulations on municipal waters;- Improve infrastructure support for the fishery sector, e.g., mariculture parks, fish ports, seaweeds village
ecozones, sea cages, among others;- Improve credit facilitation services to the fisherfolks (non-collateralized loans to poor fisherfolks, i.e. loan access,
insurance and credit guarantees through a cooperative);
- Extend adequate production support services, e.g. fingerlings;- Provide assistance to research and development services, e.g., assistance to research projects, techno-demo
cooperators, etc.;
- Improve market development services for the fishery sector i.e., trade fairs, exhibits, missions and congresses;- Increase the number of fishing-household benefiting from fishery extension and on-site research or facilities;- Encourage alternative and innovative assistance to fisherfolks.
Entrepreneurship, Business andIndustry Promotion
- Improve the quality of permitting or licensing. The processing of building permits should only require, at most, 5documentary requirements, 5 steps, and 5 signatories, and for the processing of occupancy permits it should
require, at most, 3 documentary requirements, 2 steps, and 5 signatories;
- Establish a One-Stop-Shop that will process various permits;- Strategize to effect the issuance of building and occupancy permits in less than 4 hours, and business permits in
less than 15 minutes;
- Provide, or cause the provision of, direct support services to business, particularly those categorized as micro,small and medium enterprises. Support services may come in the form of product labeling, product packagingand training of business-employed personnel.
Support to Agriculture Sector - Improve infrastructure support, e.g., irrigation system for irrigated or irrigable areas, post -harvest equipment,machines or facilities, feeder roads or farm-to-market roads, etc;
- Improve credit facilitation services to farmers (non-collateralized loans to poor farmers, i.e. loan access,insurance and credit guarantees through cooperatives or other financing institutions);
- Extend adequate production support, e.g., planting materials, fertilizers and other soil ameliorants, or laboratoryservices such as soil testing and similar services;
- Provide assistance to research and development, e.g., assistance to research projects, techno demo cooperators,etc.; and
- Provide market development services, e.g., trade fairs, exhibits, missions, congresses, etc.
Table 23. Proposed Strategies on Environmental GovernancePriority Area for Improvement Strategies
Freshwater EcosystemsManagement
- Freshwater protection or rehabilitation program integrated in the Comprehensive Development Plan; and- Rehabilitation and protection efforts should be deliberate - initiated and carefully planned by the LGU. Area
targets should be rehabilitated and protected.
Coastal Marine EcosystemsManagement
- Set target areas for rehabilitation and protection, and monitor actions to ensure the achievement of targets.Urban Ecosystems Management - Enforce pollution control measures
- Strengthen the Solid Waste Management Board- Ensure that every barangay has a material recovery facility- Improve solid waste collection practices- Move from Open Dumpsite Facility to Controlled Dumpsite Facility to a Sanitary Landfill as the final disposal
facility.
Table 23. Proposed Strategies on Valuing Fundamentals of GovernancePriority Area for
Improvement
Strategies
Financial
Accountability
- Relevant management tools such as manuals or guidelines should be available to key officials and personnel;- The responsibilities of accountable financial officers should be known and clear;- Sanctions for erring local government personnel regarding financial transactions should be clear and enforced;- Information about the procedure in transacting financially with the local government should be made available via various
media such as billboards, posters, bulletin boards, flyers, regular newsletters, internet or publications of the local government;- Monthly financial reports should be available;- Annual financial statements should be submitted within 60 days after the 31st of December and published in the local media;- Salaries and wages should be liquidated within 5 days after each 15 day or end of the month pay period;- Petty operating expenses and field operating expenses should be liquidated within 20 days after the end of the year subject t o
replenishment as frequently as necessary during the year;
- Official travels should be liquidated within 60 days after return to the Philippines (for foreign travel) or 30 days upon returnto permanent official station (for local travel).
Participation - More than 70% of LGU development projects especially those that are funded out of the 20% component of IRA should beimplemented in partnership with NGOs, POs and the private sector.
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Attachment 1.1
LGU PROFILE
Basic Profile
Financial Profile
IRA Share: 44,319,828.00Local-Sourced Revenues: 11,192,026.95
Other Revenues: -Total LGU Income: 55,511,854.95
Economic Activity
Rank
1 Agricultural3 Fishery4 Industrial
2 Commercial and Service Centers
Contact Information
Name of Mayor Enrique M. RojasTelephone Number: (033) 329-66-22
Fax Number: (033) 329-55-66
E-mail Address: [email protected] Address: www.uswag-leganes.gov.ph
LGU Type: Municipality
Income Class: 4th
Population: 30,092Total Land Area (in has): 3,220.00
No. of Barangays: 18
No. of Households: 6,225
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Attachment 1.2
VISION STATEMENT
The vision of the Municipality of Leganes will serve as a guide to which all plans,
programs, and projects of the municipality from the year 2012 to 2014 will be anchored. It setsthe desired role the municipality can play in the development of its wider region of which it is an
integral part, and the desired state of the municipality as a human habitat.
Thus we envision:
Leganes as the indispensable partner in the rapid economic
development of Metro Iloilo with god-loving, vigilant and
empowered citizenry living in an ecologically-balancedenvironment, enjoying a competitive and sustainable economy,
having adequate support facilities, under the stewardship of
transparent, proactive and dynamic leaders.
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Attachment 1.3
RESOURCE ENDOWMENTS
1. Rich religious and cultural heritageThe San Vicente Ferrer Parish Church is a pilgrim destination in Western Visayas.
Devotees believe that their prayers will be answered through the intercession of the patron saint.
The church is famous for the palapak wherein the statue of San Vicente Ferrer is treaded on
ones head and believed to heal all sorts of ailments. The palapak is usually coupled by a saada
spiritual vow of sacrifice in exchange for the favors being asked. In April 4, 2008, Archbishop
Angel N. Lagdameo, Archbishop of Jaro, declared and proclaimed the Church of Saint Vincent
Ferrer as a diocesan shrine.
2. Rich agricultural land and availability of agricultural support facilitiesThe terrain of the municipality is characterized by level plains with a slope not exceeding
3%. The soil of the municipality can be classified in two categories: the Sta. Rita clay loam
variety, which covers 75%, and the Umingan fine sandy loam type which covers the rest of the
25%. The plains are of prime agricultural lands that produce rice, which is the municipalitysprime commodity. Of the total 2,065.28 hectares devoted for rice production, 82.07% are
irrigated. Surface water in Calaboa Creek, Carismo-an Creek and Janipa-an River are utilized for
such purpose. Post-harvest facilities are also available in majority of the barangays. The areasalong the coastline are swampy and a large portion of these swampy areas had been converted
into fishponds and salt-beds. The municipal government owns a 187 hectare fishpond that can be
utilized to generate jobs in the coastal area.
3. Rich coastal resourcesThe Municipality of Leganes is endowed with diverse and economically productive
coastal and marine resources. These resources if properly managed could sustainably contribute
towards food security. Various species of fish and mollusk such as sap-sap, lilang, asu-os,
gurayan, gonggong, balanak, pagi, gusaw, sumaral, talakitok, lapu-lapu, alimusan, bangus, lipis,liwit, lokus, lambiyaw, pasayan (shrimp), alimango (mud crab), kasag (blue crab).are abundant
in the coast of the municipality. Bivalves like green shells, bay-ad and litub are seasonally
bountiful.
Aquaculture and/or mariculture are prevalent in the coastal areas of the municipality. The
estimated area occupied by brackishwater ponds is 646 hectares distributed among Barangays
Bigke, MV Hechanova, Napnud, Gua-an and Nabitasan. Brackishwater fishponds are utilized forbangus, tilapia and shrimp production adopting traditional culture method. Target production is
from 300 kgs to 500 kgs per hectare per year.
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Seaweeds and oyster culture are found along the watered area of Gui-gui Creek in
Barangay Nabitasan in a small scale production set-up. Approximately, 1 hectare of naturalgrown and planted mangrove thrive along the shorelines and estuarine of Barangay Camangay
and Bigke, almost 1 hectare naturally grown mangrove in Barangay Gua-an, and estimated 3
hectares mangrove cover that sporadically grown in a 10 hectare abandoned fishpond owned by
the Municipality, about 2 hectares of mangrove forest in the area previously occupied bySEAFDEC, 1 hectare fully grown mangroves that covers an islet at the delta of Jalaur River in
Barangay Nabitasan, and a 3 hectares mangrove covered area that protect the riverbank along
Jalaur River. Bungalon, pagatpat, bakhaw and nipa are the four dominant mangrove speciesfound in the Municipality.
A 2.50 hectares of sea grass cover was recently discovered by DOST divers about akilometer from the shore, within the territorial waters of Municipality. The Sea grass ecosystem
serves as habitat to many marine species where fish thrive and fed themselves on marine micro-
organism.
4.
Tourism prospect
Tourism is an increasingly visible and important sector in our local economy. It hassubstantial effects and vast linkages with other economic activities. It contributes to government
revenues; generate local employment and business opportunities. Recent efforts of the
municipality to reforest and conserve its mangrove areas with the support of non-governmentalorganizations have been successful in abating further degradation and preserve, if not restore
biodiversity in the coastal areas. The Jalaur river system also has a high potential for ecotourism
with its diverse fauna and thick nipa growths. Jointly, the two areas will be the springboard on
which the municipality can realign itself to become an ecotourism site in the Metro-Iloilo area.
5. Leganes Industrial Growth Center (LIGC)In 1998, the National Economic and Development Authority (NEDA), and the Regional
Development Council for Region VI (RDC VI) granted the green light for its development asthe growth corridor to the Pavia Regional Agro-industrial Center, which is also located in Metro
Iloilo. The Leganes IGC is positioned for medium and heavy industries, ship repair/building withwharf facilities.
Leganes occupies a strategic position in the trading route of Asia-Pacific countries. Thenatural geographic features of Leganes makes it one of the few locations in the country that can
be developed as a world class industrial center with contiguous deep water port in a well-
sheltered anchorage within the Iloilo Strait. The total reclamation area will be developed by
phases to restrain the impact of financial outlays. Phase 1, being the flagship of development,will be about 208 hectares including the 8 hectares wharf space. Phase 2 will be about 290
hectares; Phase 3 about 250 hectares and Phase 4 will be about 12 hectares, mostly for the
expansion of the wharf.
At the upper limit of the reclamation area, a 55-meter wide waterway canal shall be
constructed to serve as flood control and fishermens access to the sea. A box culvert of three -
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barrel sections will be provided to connect the reclamation area to the mainland. From the LGU
standpoint of greater importance is the real income generated by the project and the resultingincome redistribution among income groups and among barangays in Leganes. Because of the
magnitude of the project and various social and economic activities horizontally and vertically
linked to it, its socio-economic impact is geographically far reaching, cutting across various
sectors and income groups. Consequently, livelihood opportunities, either as job openings forlaborers or via ancillary activities for those self-employed and entrepreneurs (whether individual
or community-based) is made available. Corollary to this, as laborers undergo skills
training/enhancement, value reorientation and community-based enterprises, they are affordedthe opportunity to undergo organizational strengthening and enterprise development, new
horizons are opened up which would enable themselves to have better control of their resources
and subsequently enable them to mainstream into the economy. The secondarybenefits/externalities of the project can be summarized as follows:
a. Increased family income of farmers/producers that supply the farm inputs needed bythe resource based industries;
b.
Increased family savings that will sustain livelihood development and generate fundsfor investments that will further improve their livelihood;
c. Improved productivity as a result of the ready market for farm produce, revenuesaccruing to the local and national in terms of real property taxes, tariffs, duties, fees
and licenses, import and export taxes;
d. Development of family level and barangay level entrepreneurship as backwardlinkages to locator industries. Concomitantly, the implementation of programs geared
to develop and strengthen cooperative-based undertakings in conjunction with
training and skills development/capability building programs are in conjunction with
the objective of empowering these groups with better and improved access andcontrol of resources required for their livelihood;
e. Considering the gender bias of some labor-intensive industries as electronics, whichare encouraged to locate in the economic zone, the womenfolk are provided
opportunities to be trained and to earn;f. Close backward linkage of the enterprises to the agricultural production activities will
ensure that small farmers and producers will benefit from the projects social impact
on small producers enhanced by the creation of wage and non-wage employmentopportunities based on improving productivity and expansion of market opportunities
for the agricultural-industrial sector; and
g. Value added to real estate within the influence area is expected to appreciatesignificantly as a result of the construction and operations of the Leganes IGC.
Landholders within the area of influence would realize windfall profits as a result of
marked increase in the value of their lands.
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Attachment 1.4
POTENTIAL INVESTMENT AREAS
In May 14, 1997 the Philippine Economic Zone Authority (PEZA), under Resolution No.
97-144, approved the application of Leganes Industrial Growth Center (IGC), as specialeconomic zone, covering 177.6 hectares to be known as the Leganes Industrial Growth Center
Special Economic Zone. On February 4, 2008, the Municipality of Leganes was able to secure an
approval for the extension of the development timetable of the said economic zone.
The IGC is positioned for medium and heavy industries, ship repair and building with
wharf facilities. It can distribute goods easily to other parts of Luzon, Visayas and Mindanao.
Leganes occupies a strategic position in the trading route of Asia-Pacific countries. The natural
geographic features of Leganes make it one of the few locations in the country that can bedeveloped as a world class industrial center with a contiguous deep water port in a well-sheltered
anchorage. It has a shallow foreshore that is technically feasible and economically viable forreclamation. Another boost to the investment potential of the municipality is the realization of
the proposed bridge that will connect Leganes to the island provinces of Guimaras and Negros.
Occidental.
In addition to the Leganes IGC, the Investment Incentives Code of the Municipality has
identified preferred areas of investment that will ultimately redound to the best interest of the
people. Hereunder are the preferred areas of investments:
1. Pioneering Enterprisea. Call Centersb. Electronics Productionc. Mallsd. Manufacture or Assembly of Agricultural Machineriese. Manufacture or Assembly of Motor Vehicles and Transportation Machineryf. Mass Communication and Entertainment Industryg. Printing and Publishing and Allied Industryh. Ship-building Industry
2. Manufacturing Enterprises Using Indigenous Materialsa. Aluminum Factoriesb. Candle Industryc. Ceramics Industryd. Chemical Factories Classified as Light Industry
Cosmetics and Perfumeries Industry Dry Ice Paints and similar products Soap and Toiletries-making Industries
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e. Ethno botanicals and Organic Products Processing Plantf. Feed Millg. Furniture Industryh. Galvanized Iron Processing Plantsi. Glass Productionj.
Lumber Millsk. Paper Manufacturing
l. Pipe-making Industriesm. Shoe/Footwear Industryn. Tanning Factorieso. Textile Manufacturingp. Tile Productionq. Wall Board and Veneer Factoryr. Wine and Spirit Distillery
3. Tourist Accommodation Facilities and Attractionsa.
Convention Centersb. Fitness and Spa Centers
c. Hotels, Motels, and Pension Housesd. Inland Resort Developmente. Movie Houses and Theatersf. Recreational Facilities and Schoolsg. Religious Retreat Centersh. Souvenir Shopsi. Theme Park and Wildlife Sanctuaries
4. Service-Oriented/Consumer-Oriented Businessa. Bookstoresb. Bottling and Canning Plantsc. General Retailing Stores like Department Storesd. Cold Storage and Warehousinge. Electronics Repair Centerf. Funeral Parlor, Crematorium, and other similar facilitiesg. Gasoline and Service Stationsh. Hatcheryi. Home Appliance Storej. Ice Plantk. Irrigation Systeml. Motor Service Centerm. Pawnshopn. Photo-processingo. Power/Electrical Plantp. Security, Janitorial, and other similar servicesq. Short-term Educational Centers:
Arts School Dance School
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Driving School Review Centers
r. Transportation Services (Taxi, Bus, Jeepney, etc.)s. Waste Management Systemt. Water Distribution Systemu. Water Treatment
5. Processing Plant Using Local Materialsa. Bakeryb. Beverage Processing Plantc. Fiber Processing Plantd. Fruit Processing Plante. Poultry and Fish Processing Plant
6. Common-carriersa. Cargo Forwardingb.
Dry-docking Servicesc. Inter-island Shipping
d. Terminal stations7. Institutional
a. Galleriesb. Librariesc. Private Academic Institutions including Vocational Schoolsd. Private Hospital/Lying-in Clinice. Religious Groups-owned Facilitiesf. Research Facilities
8. BOT Projectsa. Housing Projectsb. Other infrastructure facilities
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Attachment 2.1
STATUS OF APPROPRIATIONS, ALLOTMENTS AND OBLIGATIONS
For Quarter Ending December 31, 2011
Function/Program Project/Activity Appropriations Obligation Unobligated Balance
Mayor's Office
Personal Services 2,247,459.00 2,236,136.28 11,322.72
Maintenance and Other Operating Expenses 1,147,040.21 990,771.59 156,268.62
Capital Outlay 10,000.00 - 10,000.00
Non-Office
Personal Services 956,689.11 956,689.11 -
Maintenance and Other Operating Expenses 3,220,329.83 3,065,386.97 154,942.86
Non-Office (Statutory Obligations) 2,476,248.00 477,699.75 1,998,548.25
Municipal Administrators Office
Personal Services 641,355.00 622,497.92 18,857.08
Maintenance and Other Operating Expenses 45,896.00 25,896.00 20,000.00
Capital Outlay 30,000.00 22,788.94 7,211.06
Office of the General Services
Personal Services 1,123,616.00 1,123,616.00 -
Maintenance and Other Operating Expenses 975,000.00 950,050.70 24,949.30
Sanggunuiang Bayan
Personal Services 5,685,722.00 5,529,442.68 156,279.32
Maintenance and Other Operating Expenses 1,320,000.00 1,198,652.79 121,347.21
Secretary to the Sangguniang Bayan
Personal Services 1,036,133.00 1,035,884.96 248.04
Maintenance and Other Operating Expenses 116,000.00 85,903.30 30,096.70
Capital Outlay 135,000.00 114,920.00 20,080.00
Human Resouce Management Office
Personal Services 382,553.00 382,549.12 3.88
Maintenance and Other Operating Expenses 111,300.00 98,078.40 13,221.60
Capital Outlay 40,000.00 30,500.00 9,500.00
Municipal Planning and Development Office
Personal Services 891,834.00 888,180.99 3,653.01
Maintenance and Other Operating Expenses 963,834.00 925,433.39 38,400.61
Municipal Engineering Office
Personal Services 1,135,887.00 1,132,404.60 3,482.40Maintenance and Other Operating Expenses 53,976.00 38,811.75 15,164.25
Municipal Civil Registrar
Personal Services 634,577.68 618,582.87 15,994.81
Maintenance and Other Operating Expenses 33,500.00 28,044.00 5,456.00
Capital Outlay 30,000.00 28,480.00 1,520.00
Municipal Budget Office
Personal Services 924,469.00 924,060.40 408.60
Maintenance and Other Operating Expenses 55,500.00 53,795.75 1,704.25
Capital Outlay 30,000.00 29,920.00 80.00
Municipal Accounting Office
Personal Services 699,392.76 699,378.12 14.64
Maintenance and Other Operating Expenses 95,000.00 78,395.60 16,604.40
Capital Outlay 30,000.00 26,700.00 3,300.00
Municipal Treasurers Office
Personal Services 1,815,834.76 1,824,800.32 (8,965.56)
Maintenance and Other Operating Expenses 355,000.00 354,753.90 246.10
Municipal Assessors OfficePersonal Services 1,194,667.00 1,187,662.92 7,004.08
Maintenance and Other Operating Expenses 120,000.00 75,412.45 44,587.55
Municipal Social Welfare and Development Office
Personal Services 1,524,282.00 1,503,360.80 20,921.20
Maintenance and Other Operating Expenses 828,000.00 747,709.00 80,291.00
Municipal Health Office
Personal Services 3,243,412.00 3,226,804.96 16,607.04
Maintenance and Other Operating Expenses 530,000.00 418,485.00 111,515.00
Municipal Agriculture Office
Personal Services 2,964,943.76 2,963,107.12 1,836.64
Maintenance and Other Operating Expenses 77,000.00 37,065.40 39,934.60
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Sub-total 39,931,451.11 36,758,813.85 3,171,117.26
Function/Program Project/Activity Appropriations Obligation Unobligated Balance
Local Economic Development Office
Personal Services 3,300,511.00 3,185,922.79 114,588.21
Maintenance and Other Operating Expenses 1,471,618.00 1,373,854.61 97,763.39
Capital Outlay 2,827,142.00 2,803,345.25 23,796.75
Sub-total 7,599,271.00 7,363,122.65 236,148.35
TOTAL GENERAL FUND AND LEDO 47,530,722.11 44,121,936.50 3,407,265.61
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Attachment 2.2
Statement of Income and ExpenditureFor the Year Ended December 31, 2011
Particulars Amount
Tax Revenue
Local Taxes
Professional Tax 14,678.00
Amusement Tax 14,850.00
Business Tax 1,635,623.16
Community Tax 525,788.84
Real Property Tax 1,743,236.43
Tax on Delivery Trucks and Vans 293,865.00
Fines and Penalties - Local Taxes 73,826.52
Sub-total 4,301,867.95
Permits and Licenses
Fees on Weights and Measures 1,825.00
Fishery Rental Fees 201,365.00
Franchising and Licensing Fees 37,740.00
Permit Fees 531,482.45Registration Fees 56,565.62
Other Permits and Licenses 28,534.80
Fines and Penalties - Permits and Licenses 6,482.05
Sub-total 863,994.92
Service Income
Clearance and Certification Fees 289,871.90
Garbage Fees 130,600.00
Inspection Fees 49,123.40
Sub-total 469,595.30
Business Income
Income from Cemetery Operations 189,470.25
Income from Markets 3,728,560.62
Income from Slaughterhouse 209,957.98
Landing and Parking Fees 41,600.00
Rent Income 344,795.34
Other Business Income 485,656.00
Sub-total 5,000,040.19
Other Income
Interest Income 24,192.66
Internal Revenue Allotment 44,651,552.00
Sub-total 44,675,744.66
TOTAL INCOME 55,311,243.02
Less: Expenses
Personal Services Expenses
Salaries and Wages - Regular Pay 18,139,268.88
PERA 2,775,336.36
ADCOM 1,000.00
Representation Allowance 1,005,300.00
Transportation Allowance 1,005,300.00
Clothing Allowance 464,000.00
Honoraria 6,000.00
Hazard Pay 16,811.86
Cash Gift 575,000.00
Year-end Bonus 1,509,420.18
Life and Retirement Insurance Contributions 2,170,247.05
PAG-IBIG Contributions 138,399.30
PHILHEALTH Contributions 216,801.51
ECC Contributions 122,956.98
Terminal Leave Benefits 230,377.68
Other Personnel Benefits 3,322,769.54
Sub-total 31,698,989.34
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Particulars Amount
Maintenance and Other Operating Expenses
Travelling Expenses 633,390.06
Training and Seminar Expenses 267,805.00
Supplies and Materials Expenses
Office Supplies Expenses 395,792.80
Accountable Forms Expenses 59,979.30
Animal/Zoological Supplies Expenses 15,000.00
Food Supplies Expenses 52,144.00Drugs and Medicines Expenses 63,965.50
Medical, Dental and Laboratory Supplies Expenses 162,886.00
Gasoline, Oil and Lubricants Expenses 885,517.11
Agricultural Supplies Expenses 243,443.00
Other Supplies Expenses 57,245.25
Utility Expenses
Water Expenses 28,160.00
Electricity Expenses 1,539,474.21
Communication Equipment
Postage and Deliveries 2,660.00
Telephone Expenses - Landline 109,986.63
Internet Expenses 27,292.72
Membership Dues and Contribution to Organizations 64,900.00
Advertising Expenses 11,300.00
Printing and Binding Expenses 33,625.00
Rent Expenses 14,000.00
Representation Expenses 156,555.25
Transportation and Delivery Expenses 8,405.00
Subscription Expenses 3,243.15
Professional Services
Auditing Services 44,630.00
Consultancy Services 20,000.00
General Services 1,510,200.00
Janitorial Services 662,400.00
Security Services 64,500.00
Other Professional Services 24,000.00
Repairs and Maintenance
Power and Energy Structures 19,110.00
Buildings
R/M - Office Buildings 388,706.04
R/M - Hospitals and Health Centers 25,499.00R/M - Market and Slaughterhouse 13,000.00
R/M - Other Structures 805,151.50
Office Equipment, Furnitures and Fixtures
R/M - Office Equipment 294,355.00
R/M - Furniture and Fixtures 2,500.00
R/M - IT Equipment 23,445.00
R/M - Other Machinery and Equipment 27,400.00
Transportation Equipment
R/M - Motor Vehicles 272,729.00
Other Property, Plant and Equipment - Public Infrastructures
R/M - Roads, Highways and Bridges 204,068.00
R/M - Parks, Plaza and Monuments 319,067.00
R/M - Irrigation Canals and Laterals 277,730.00
R/M - Reforestation Upland 5,670.00
R/M - Reforestation Marshland 31,410.00
Confidential, Intelligence, Extraordinary and Miscellaneous ExpensesExtraordinary Expenses 58,850.00
Miscellaneous Expenses 7,342.72
Taxes, Insurance Premiums and Other Fees
Taxes, Duties and Licenses 3,989.67
Fidelity Bond Premiums 22,275.00
Insurance Expenses 309,007.80
Other Maintenance and Operating Expenses 4,564,295.58
Sub-total 14,838,101.29
TOTAL EXPENDITURES 46,537,090.63
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Particulars Amount
INCOME FROM OPERATIONS 8,774,152.39
Less: Financial Expenses
Bank Charges 13,300.00
Interest Expenses 1,186,372.03
Total 1,199,672.03
Income before Subsidies, Donations and Extraordinary Items 7,574,480.36
Less:
Subsidy to Government-owned/Controlled Group 285,840.00
Subsidy to Local Government Units 24,000.00
Subsidy to NGO's/PO's 23,610.00
Subsidy to National High School/Elementary 130,000.00
Donations 521,442.00
Total 984,892.00
NET INCOME 6,589,588.36
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Attachment 2.3
Financial Performance Report
PY 2011
Revenue Generation
Interpretation Guide
Indicator: Cost to Collect Revenues Computation: (cost in collecting revenues/total local revenues collected) x 100 Significance: Determines local revenue collection efficiency Desired performance: Should be lower than the average of LGUs with the same LGU type
and income class
Exceptional performance: Lower for both conditions: (1)average of LGUs with the sameLGU type and income class, (2)national average of the same LGU type regardless of income
class
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Interpretation Guide
Indicator: Locally-Sourced Revenues to Total Income Computation: (Amount of locally-sourced revenues/Total LGU Income) x 100 Significance: Determines local revenue collection effort and dependency from external
revenue sources, eq. IRA and other inter-governmental fund transfer
Desired performance: Locally-sourced revenues to total income should be higher than theaverage of LGUs with the same LGU type and income class
Exceptional performance: Locally-sourced revenues to total income should be higher thanthe: (1)average of LGUs with the same LGU type and income class, (2)national average ofthe same LGU type regardless of income class
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Interpretation Guide
Indicator: Regular Revenues to Total Income Computation: [(Locally Sourced Revenues + IRA)/Total LGU Income] x 100 Significance: Describes reliability of funding sources Desired performance: Should be higher than the average of LGUs with the same LGU type
and income class
Exceptional performance: Should be higher than the: (1)average of LGUs with the sameLGU type and income class, (2) national average of the same LGU type regardless of income
class
Interpretation Guide
Indicator: Locally-Sourced Revenue Level Computation: Amount of Locally-Sourced Revenue
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Significance: Describes locally-sourced revenue gap between the LGU and average of LGUs(by LGU type and income class)
Desired performance: Should be higher than the average of LGUs with the same LGU typeand income class
Exceptional performance: Should be higher than the: (1)average of LGUs with the sameLGU type and income class, (2) national average of the same LGU type regardless of incomeclass
Interpretation Guide
Indicator: Locally-Sourced Revenue Per Capita Computation: (amount of locally-sourced revenue/population) Significance: Describes locally-sourced revenue per capita gap between your LGU and
average of LGUs
Desired performance: Should be higher than the average of LGUs with the same LGU typeand income class
Exceptional performance: Should be higher than the: (1)average of LGUs with the sameLGU type and income class, (2) national average of the same LGU type regardless of income
class
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Interpretation Guide
Indicator: Real Property Tax (RPT) Accomplishment Rate Computation: (Amount of RPT collected/Amount of projected RPT collectibles) x 100 Significance: RPT is one of the major sources of income of LGUs in general. This indicator
determines local revenue collection effort on RPT.
Desired performance: Should be higher than the average of LGUs with the same LGU typeand income class
Exceptional performance: Should be higher than the: (1)average of LGUs with the sameLGU type and income class, (2) national average of the same LGU type regardless of incomeclass
Resource Allocation and Utilization
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Interpretation Guide
Indicator: Personal Services Expenditure Ratio Computation: (Personnel services expenditures/Total expenditures) x 100
Significance: Determines the biases of the local government unit in terms of budgetallocation
Desired performance: Determines the biases of the local government unit in terms of budgetallocation LGU type and income class. Should not exceed with the ceiling as mandated bylaw, i.e., for 1st - 3rd class LGUs - 45%, for 4th - 6th class LGUS - 55%.
Exceptional performance: Met these three conditions: (1) lower than the average of LGUswith the same LGU type and income class, (2) lower than national average of LGUs with thesame LGU type regardless of income class, (3) Did not exceed the 45-55 ceiling for P.S.
Interpretation Guide
Indicator: Total Expenditure Per Capita Computation: Total expenditures/population Significance: Describes how much was actually spent by the LGU in a per capita basis. Desired performance: Should be higher than the average of LGUs with the same LGU type
and income class
Exceptional performance: Should be higher than the: (1)average of LGUs with the sameLGU type and income class, (2)national average of the same LGU type regardless of incomeclass.
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Interpretation Guide
Indicator: Debt Service Ratio Computation: Actual debt service cost/regular income Significance: Considers the proportion of actual debt service costs to total regular income. Desired performance: Should not exceed 20% of the regular income. That is the debt
servicing limitation set for under LG Code of 1991.
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Attachment 3.1
20% DEVELOPMENT FUND ACCOMPLISHMENT REPORT SUMMARY
CY 2011
AIP Reference
Code
Name of Project Implementer Accomplishment
as to Indicator
Financial
Accomplishment
Average Total
Accomplishment
Status
2011-3000-200-1 Enhanced quality primary health caredelivery
MHO 66.67% 31.79% 49.23% Partiallyimplemented
2011-3000-200-2 Renovation of Leganes Main Health Centeras a Basic Emergency Obstetrics and
Newborn Care
MHO 0.00% 0.00% 0.00% Unimplemented
2011-3000-200-3 Nutrition program MNC 79.41% 48.57% 63.99% Partially
implemented
2011-3000-400-1 Leganes malinong kag matawhay ka program(LMMK)
PNP 44.76% 0.00% 22.38% Unimplemented
2011-3000-400-2 Iwas sunog integrated program (ISIP) BFP 125.00% 99.83% 112.42% Completed
2011-3000-400-3 Leganes Pabahay sa mahirap program(LPMP) Phase I
MSWDO 0.00% 32.75% 16.38% Partiallyimplemented
2011-3000-400-4 Beautiful Leganes Program (Phase II) MEO 108.13% 91.34% 99.74% Completed
2011-3000-400-5 Completion of Saad Park (Phase III) MEO 100.00% 90.14% 95.07% Completed2011-3000-400-6 Sports development program MEO 100.00% 80.25% 90.13% Completed
2011-3000-500 Leganes integrated delivery of social services(LCIDSS)
MSWDO 96.00% 0.00% 48.00% Unimplemented
2011-8000-1 Upgrading of barangay roads into all-weatherroads (Phase I)
MEO 100.00% 58.42% 79.21% Partiallyimplemented
2011-8000-2 Jeepney/Bus bay (Phase I of II) MEO 0.00% 60.97% 30.49% Partiallyimplemented
2011-8000-3 Palay check demo MAO 85.24% 0.00% 42.62% Unimplemented
2011-8000-4 Gulayan sa Barangay MAO 72.22% 0.00% 36.11% Unimplemented
2011-8000-5 Livestock Support Program and Initiative MAO 124.44% 100.00% 112.22% Completed
2011-8000-6 Completion of the farmer's information and
technology system (FITS) Phase II of III
MEO 66.67% 33.33% 50.00% Partially
implemented
2011-8000-7 Solid waste management program MAO 0.00% 0.00% 0.00% Unimplemented
2011-8000-8 Acquisition of lot for sanitary landfill MAO 0.00% 0.00% 0.00% Unimplemented
2011-8000-9 Coastal resource management program MAO 77.78% 0.00% 38.89% Unimplemented2011-8000-10 Advancement of culture, arts and tourismprogram - Formulation of Medium-term
Tourism Master Plan
MTC 0.00% 0.00% 0.00% Unimplemented
2011-8000-11 Special program for the employment of
students
PESO 162.50% 100.00% 131.25% Completed
2011-1000-1 Improvement of Municipal Cemetery (Phase
II of II)
MEO 0.00% 0.00% 0.00% Unimplemented
2011-1000-2 Tax enhancement program MTO 0.00% 0.00% 0.00% Unimplemented
2011-1000-3 Enhancement of Wintax program MTO 35.00% 0.00% 17.50% Unimplemented
2011-1000-4 Integrated budget, revenue and expenditure
monitoring system (IBREAMS)
MTO 80.00% 48.70% 64.35% Partially
implemented
2011-1000-5 Installation of modernized communication
and recording systems (Phase I)
SB 120.00% 99.70% 109.85% Completed
2011-1000-6 Workplace improvement and renovations MEO 0.00% 12.41% 6.21% Partially
implemented
2011-1000-7 Codification Program SB 0.00% 24.32% 12.16% Partially
implemented
2011-1000-8 Updating of existing revenue code,
investment incentives code, and code ofgeneral ordinances
SB 33.33% 16.70% 25.02% Partially
implemented
2011-1000-9 Updating of CLUP (Phase I of II) MPDO 66.67% 20.16% 43.42% Partiallyimplemented
2011-1000-10 Establishment of bulletin board fortransparency
MEO 33.33% 0.00% 16.67% Unimplemented
2011-1000-11 Personnel career development and
enhancement program
HRMO 100.14% 82.22% 91.18% Completed
Total Average 20% Development Fund
Accomplishment Rate 58.67% 35.36% 47.01%
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Attachment 3.2
1. Saad Park Completion
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2. Rehabilitation of Gym
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3. Rehabilitation of Fiesta Pavilion
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4. Rehabilitation of Tennis Court
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5. Mangrove Reforestation
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6. Food Processing
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7. Rice Production Projects
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Attachment 4.1
LIST OF ORDINANCES APPROVED
CY 2011
OrdinanceNo.
Title DateApproved
2011-221 AN ORDINANCE CLOSING THE ENTIRE STRETCH OF VALENCIA STREET, THIS MUNICIPALITY WHILE
RENOVATION WORK IS UNDERGOING
FEBRUARY 8,
2011
2011-222 AN ORDINANCE APPROPRIATING THE AMOUNT OF FORTY EIGHT MILLION ONE HUNDRED FIFTY
FIVE THOUSAND NINE HUNDRED PESOS (PHP 48,155,900.00) AS ANNUAL BUDGET FOR FISCAL YEAR2011, SEVEN MILLION FIVE HUNDRED EIGHTY SIX THOUSAND FIFTY FOUR PESOS (PHP 7,586,054.00)
AS LOCAL ECONOMIC DEVELOPMENT OFFICE ANNUAL BUDGET FOR THE SAME FISCAL YEAR, ANDAMOUNT OF EIGHT MILLION TWO HUNDRED TWELVE THOUSAND THREE HUNDRED EIGHT PESOS(PHP 8,212,308.00) AS 20% DEVELOPMENTAL FUND
FEBRUARY 8,
2011
2011-223 AN ORDINANCE CLOSING PORTION OF LEGANES BEACH ROAD FOR A PERIOD OF 15 DAYS EFFECTIVEMARCH 14, 2011
MARCH 8,2011
2011-224 AN ORDINANCE APPROPRIATING THE AMOUNT OF TWO HUNDRED EIGHTY SEVEN THOUSAND FIVEHUNDRED THIRTY NINE AND 20/100 (P287,539.20) FROM THE OCCUPANCY RIGHTS HELD IN TRUST
REPRESENTING GOODWILL PAID BY THE LESSEES IN THE LEGANES COMMERCIAL COMPLEX TO FIRE
INSURANCE PREMIUM OF THE SAID ESTABLISHMENT
APRIL 12,2011
2011-225 AN ORDINANCE IMPOSING FEES FOR THE DIFFERENT SERVICES RENDERED BY THE MUNICIPALASSESSORS OFFICE, THIS MUNICIPALITY
APRIL 19,
2011
2011-226 AN ORDINANCE IMPOSING FEES FOR THE MEDICAL LABORATORY AND DENTAL SERVICES OF THERURAL HEALTH UNIT OF THE MUNICIPALITY OF LEGANES
MAY 24, 2011
2011-227 AN ORDINANCE DECLARING THE MANGROVE PROTECTED AREAS IN THE MUNICIPALITY OFLEGANES, ESTABLISHING REGULATIONS FOR THE CONSERVATION AND PROTECTION, ANDPROVIDING PENALTIES IN VIOLATION THEREOF
AUGUST 9,2011
2011-228 AN APPROPRIATION ORDINANCE APPROVING THE SUPPLEMENTAL BUDGET NO. 1 CY 2011 IN THE
AMOUNT OF TWO MILLION ONE HUNDRED SEVENTY TWO THOUSAND ONE HUNDRED NINETY FOUR
PESOS ONLY (P2,172,194.00) TO COVER THE AMOUNT FOR THE MAINTENANCE AND OTHEROPERATING EXPENDITURES OF THE OFFICE OF THE MAYOR AND CAPITAL OUTLAY FOR THE SAID
OFFICE, AND CAPITAL OUTLAY FOR THE HUMAN RESOURCE MANAGEMENT AND ACCOUNTING
OFFICES TAKEN FROM THE UNDER ESTIMATED INTERNAL REVENUE ALLOTMENT (IRA) FROMJANUARY TO AUGUST 2011 IN THE AMOUNT OF TWO MILLION ONE HUNDRED SEVENTY TWO
THOUSAND ONE HUNDRED NINETY FOUR PESOS ONLY (P2,172,195.00)
AUGUST 18,
2011
2011-229 AN ORDINANCE APPROVING THE AMOUNT OF THIRTY THOUSAND PESOS (P30,000.00) FOR THEPURCHASE OF SPORTS EQUIPMENTS TO BE USED IN PREPARATION FOR THE CDSA MEET
CHARGEABLE AGAINST THE SPORTS DEVELOPMENT FUND (SDF) OF THE MUNICIPALITY OF
LEGANES, ILOILO
SEPTEMBER6, 2011
2011-230 AN APPROPRIATION ORDINANCE APPROVING THE SUPPLEMENTAL BUDGET NO. 2 CY 2011 IN THETOTAL AMOUNT OF TWO HUNDRED NINETY THOUSAND FOUR HUNDRED TWENTY NINE PESOS AND
FORTY TWO CENTAVOS ONLY (P290,429.42) TO COVER THE AMOUNT FOR THE PAYMENT OF JOB
HIRES UNDER THE OFFICE OF THE GENERAL SERVICES
NOVEMBER8, 2011
2011-231 ORDINANCE AMENDING ORDINANCE NO. 2004-057, THE RABIES CONTROL ORDINANCE OF THE
MUNICIPALITY OF LEGANES, PROVINCE OF ILOILO
NOVEMBER
15, 2011
2011-232 AN APPROPRIATION ORDINANCE APPROVING THE SUPPLEMENTAL BUDGET NO. 3 CY 2011 IN THETOTAL AMOUNT OF EIGHT HUNDRED FOURTEEN THOUSAND FIVE HUNDRED SEVENTY ONE PESOSAND SEVENTY SIX CENTAVOS ONLY (P814,571.76) TO COVER THE PERSONAL SERVICES TERMINAL
LEAVE PAY, 20% DEVELOPMENT FUND AND 5% CALAMITY FUND
DECEMBER 6,2011
2011-233 ORDINANCE REGULATING THE USE AND DISPOSAL OF PLASTIC BAGS, PLASTIC PACKING AND
OTHER PLASTIC PRODUCT MATERIALS
DECEMBER 6,
2011
2011-234 AN ORDINANCE APPROVING THE REALIGNMENT OF ONE (1) UNIT PRINTER LQ-2180 TO OLYMPIA
TYPWRITER IN THE AMOUNT OF P 40,000.00 IN THE OFFICE OF SECRETARY TO THE SANGGUNIANG
BAYAN
DECEMBER 6,
2011
2011-235 AN APPROPRIATION ORDINANCE APPROVING THE REALIGNMENT OF SAVINGS ON THE CY 2011PERSONAL SERVICES BUDGET IN THE TOTAL AMOUNT OF ONE MILLION NINE HUNDRED FORTY
TWO THOUSAND TWENTY EIGHT PESOS AND 49/100 ONLY (P1,942,028.49) TO FUND AND IMPLEMENT
THE PRODUCTIVITY ENHANCEMENT INCENTIVE (PEI) AS AUTHORIZED UNDER BUDGET CIRCULARNO. 2011-4 DATED DECEMBER 5, 2011
DECEMBER20, 2011
2011-236 AN ORDINANCE AUTHORIZING THE MUNICIPAL MAYOR TO AUGMENT SAVINGS ON THE MOOEAMOUNTING TO P39,734.70 TO FUND EXPENDITURES OF THE SAME CLASS CY 2011 UNDER
MUNICIPAL TREASURERS OFFICE
DECEMBER27, 2011
2011-237 AN ORDINANCE AUTHORIZING THE MUNICIPAL MAYOR TO AUGMENT SAVINGS FROM OTHER
MOOE-BUDGET REVIEW TO OTHER MOOE-KAADLAWAN SANG LEGANES IN THE AMOUNT OF
TWENTY NINE THOUSAND TWO HUNDRED FIFTEEN PESOS AND TWENTY FIVE CENTAVOS ONLY(25/100) (P29,215.25)
DECEMBER
27, 2011
2011-238 AN ORDINANCE APPROVING A SUPPLEMENTAL BUDGET IN THE TOTAL AMOUNT OF ONE HUNDREDTHIRTEEN THOUSAND NINE HUNDRED PESOS ONLY (P113,900.00) TO COVER THE AMOUNT FOR THE
DECEMBER27, 2011
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Ordinance
No.
Title Date
Approved
SANGGUNIANG KABATAN BASKETBALL LEAGUE EXPENSES AND SANGGUNIANG BAYAN CAPITALOUTLAY TO BE CHARGED AGAINST THE SAVINGS FROM THE BUDGET OF THE CDSA HOSTING AND
SANGGUNIANG BAYAN MOOE
2011-239 AN ORDINANCE AUTHORIZING THE MUNICIPAL VICE MAYOR TO AUGMENT SAVINGS FROM OFFICE
SUPPLIES AND TRAVELING EXPENSES TO OTHER MOOE IN THE AMOUNT OF TWENTY ONE
THOUSAND ONE HUNDRED PESOS ONLY (P21,100.000)
DECEMBER
27, 2011
2011-240 AN ORDINANCE AUTHORIZING THE MUNICIPAL MAYOR TO AUGMENT SAVINGS FROMCONFIDENTIAL EXPENSES TO OTHER MOOE IN THE AMOUNT OF FIFTY THOUSAND PESOS ONLY(P50,000.00)
DECEMBER27, 2011
2011-241 AN ORDINANCE APPROVING A SUPPLEMENTAL BUDGET IN THE TOTAL AMOUNT OF TWO HUNDREDSEVENTY ONE THOUSAND FIVE HUNDRED TWENTY THREE PESSOS AND 92/100 CENTAVOS ONLY
(P271,523.92) TO COVER ONLY THE AMOUNT OF P3,643.39 FOR ELECTRICITY EXPENSES, 54,304.43 FOR
20% DEVELOPMENT FUND, AND P13,567.10 FOR 5% CALAMITY FUND
DECEMBER27, 2011
2011-242 AN ORDINANCE AUTHORIZING THE MUNICIPAL MAYOR TO AUGMENT SAVINGS FROMMAINTENANCE AND OTHER OPERATING EXPENSES AND CAPITAL OUTLAY TO SOME OTHER ITEMS
OF THE SAME CLASS OF THE EXPENDITURES UNDER THE LOCAL ECONOMIC DEVELOPMENT OFFICE
IN THE TOTAL AMOUNT OF TWO HUNDRED SIXTEEN THOUSAND SEVEEN HUNDRED TWELVE PESOSONLY (216,712.00)
DECEMBER29 2011
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Attachment 4.2
LIST OF RESOLUTIONS APPROVED
CY 2011
Resolution
No.
Title Date
Approved
2011-001 A RESOLUTION OF CONDOLENCE TO THE FAMILY OF THE LATE FORMER PUNONG BARANGAYFLORITO SUPERAL PUDADERA, SR. OF BARANGAY NABITASAN, LEGANES, ILOILO
JANUARY 12,2011
2011-002 A RESOLUTION DECLARING ALL COMMITTEES POSITIONS VACANT AND OPEN JANUARY 12,2011
2011-004 A RESOLUTION REQUESTING THE OFFICE OF THE MAYOR TO STOP THE OPERATION OF A JUNKSHOP
AT THE BOUNDARY OF BARANGAY CAGAMUTAN SUR AND BARANGAY CAGAMUTAN NORTE
BESIDE THE NATIONAL HIGHWAY
FEBRUARY 1,
2011
2011-005 A RESOLUTION DECLARING ALL POSITIONS OF THE STANDING COMMITTEES VACANT AND OPEN FEBRUARY 1,2011
2011-006 A RESOLUTION COMMENDING THE LEGANES PHILIPPINE NATIONAL POLICE (PNP) PERSONNEL AND
THE SWAT TEAM OF THE ILOILO PROVINCIAL POLICE OFFICE, ILOILO, FOR THE JOB WELL DONE IN
THE ARREST OF RETIRED PHILIPPINE ARMY MASTER SERGEANT ROBERTO HISANAN OF BARANGAYSAN VICENTE, LEGANES, ILOILO
FEBRUARY
22, 2011
2011-007 RESOLUTION SUPPORTING THE DEPARTMENT OF HEALTH IMPLEMENTATION OF THEPROGRAMMATIC MANAGEMENT OF DRUG RESISTANT TUBERCULOSIS (PMDRT)
FEBRUARY22, 2011
2011-008 RESOLUTION ENDORSING THE LOCAL HEALTH BOARD RESOLUTION NO.1 SERIES OF 2011, ASKING
FINANCIAL ASSISTANCE FROM SENATOR FERDINAND BONGBONGMARCOS, JR. AMOUNTING TO
THREE MILLION (P3,000,000.00) FOR THE TOTAL RENOVATION OF THE LEGANES RURAL HEALTH UNITWHICH INCLUDES COMPLETE FACILITIES, A DENTAL CHAIR FOR DENTAL DEPARTMENT AND
REHABILITATION OF LABORATORY DEPARTMENT
FEBRUARY
22, 2011
2011-009 A RESOLUTION FIXING RATE FOR THE RENTAL OF THE OPEN SPACE AT THE 2ND FLOOR OF THELEGANES COMMERCIAL COMPLEX (LCC), THIS MUNICIPALITY IN GIVING THE MUNICIPAL MAYOR
THE AUTHORITY TO SIGN THE LEASE CONTRACT WITH THE LESSEE
FEBRUARY22, 2011
2011-010 A RESOLUTION APPROVING THE APPLICATION FOR SIMPLE SUBDIVISION PROJECT (SSP) OF MR.
ENRIQUE JAGUNAP LOCATED AT BRGY. GUIHAMAN, LEGANES, ILOILO WITH AN AREA OF 2,396SQUARE METERS CONTAINING SEVEN (7) LOTS WITH T