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Cities Alliance Project Output
Updated City Development Strategy Report for Bayawan City 9 Mar 2009
City Development Strategies in the Philippines: An Enabling
Platform for Good Governance and Improving Service Delivery
P098173
This project output was created with Cities Alliance grant funding.
City Development Strategies Report | �
C D S � 0 0 �
C I T y D E V E L O P m E N T S T r AT E g I E S r E P O r T
N E g r O S O r I E N TA L , P H I L I P P I N E S
C I T Y D E V E L O P M E N TS T R AT E G I E S I N
T H E P H I L I P P I N E S
An Enabling Platformfor Good Governance andimproving Ser vice Delivery
Bayawan City
CITY DEVELOPMENT STRATEGIES IN THE PHILIPPINES: AN ENABLING PLATFORM FOR GOOD GOVERNANCE AND IMPROVING SERVICE DELIVERY
The CDS3 Project is a technical assistance grant funded by Cities Alliance and supported by the Asian Development Bank, Japan International Cooperation Agency, UN-Habitat, and the World Bank. The CDS project was developed in response to the need to introduce an integrated, comprehensive, and participatory approach to urban management. Founded on the principles of livability, bankability, competitiveness and good governance, the CDS process guides the cities in the preparation of comprehensive, long-term development strategies, where the city government involves local stakeholders in the entire strategic planning process-assessment, visioning, strategy formulation and project prioritization and capital investment planning-through a series of consultations.
The World Bank implemented the pilot phase in the 1999 with 7 cities. Since then, the League of Cities of the Philippines, carried out 2 succeeding phases, which expanded the program to 58 cities in all. In 2001, the Up-scaling Poverty Focused City Development Strategies (CDS2) covered 31 new cities. In 2006, the project CDS in the Philippines: An Enabling Platform for Good Governance and Improving Service Delivery (CDS3) added 15 new cities to the roster of CDS cities in the Philippines. Under the preparation grant for the City Development and Investment Project, the League also carried out CDS for 5 new cities. As of 2008, 64 of 120 cities have participated in the CDS program, including 3 cities assisted by ADB under the Cities without Slums Project (Caloocan, Quezon and Taguig), and the 3 cities that participated in the Local Environmental Planning and Management Project of the UN Habitat (Lipa, Cagayan de Oro and Tagbilaran).
For more information on CDS, you may visit http:www.cdsea.org
ContactMayor : Hon. German P. Sarana, Jr. Tel. Nos. : (035) 531-0020; 531-0021Email : [email protected]/web : www.bayawancity.gov.ph
C D S 2 0 0 8
Bayawan CityN E G R O S O R I E N TA L , P H I L I P P I N E S
C I T Y D E V E LO P M E N TS T R AT E G I E S I N T H E P H I L I P P I N E S
A n Enabling Pla tform for Good Governance and improving Ser vice Deliver y
TABLE OF CONTENTS
PAGE
SELECTED URBAN KARTE INDICATORS
INTRODUCTION 3
SITUATION ANALySIS 8
LIvABILITy 8
COMPETITIvENESS 10
BANKABILITy 14
GOOD GOvERNANCE 15
vISION AND CITy BRAND 17
PRIORITy PROGRAMS 24
PrEFACE
The participation of the City of Bayawan in the CDS exercise came at a most opportune time which was just a few years after gaining our cityhood. Our involvement in CDS provided the local leadership with a solid foundation upon which to build our development plans and programs. For a young city like Bayawan, the lessons and insights we gathered from participating in the CDS oriented us not just on the wealth of concepts on development, but also on the important parameters of good governance. The time and effort we put in the CDS process have indeed been a worthwhile investment that continues to yield the desirable benefits for the city.
We do not claim that the process is complete and perfect. We acknowledge that there are more struggles, especially as the bigger challenge of achieving our vision still lies ahead. The CDS has, however, better equipped us with knowledge and consciousness how to deal with these challenges, not just on our own, but in partnership with our broader constituency and with other cities whose experience and insights can benefit our own.
For this, we would like to extend gratitude and appreciation due to our internal and external partners in the CDS (including the World Bank and the Cities Alliance) – from the rank and file that gathered the data, the middle and higher management of the City Government, development partners and knowledge facilitators, and to our fellow CDS cities here and abroad whose participation has enriched us a thousandfold.
Mayor German P. Sarana, Jr.Bayawan City
SELECTED UrBAN KArTE INDICATOrS
A1
A2
A11
A7
A15
A17
A
B
C
A18
A
B
C
L1
L11
L14
L30
L41
L45
C18
A
B
C
D
C29
C32
B3
B4
FP2 - B
FP2 - D
Total Population
Population Growth Rate
Administrative Land Area (Km2)
Urban Population
Number of Households
Estimated Employment by Industry Sector
Primary (agriculture, fishery, forestry)
Secondary (manufacturing, mining, processing)
Tertiary (services, banking, insurance, wholesale/retail
What are the City’s geographical advantages?
Regional/provincial center
Accessibility to an airport of international standards
Accessibility to a port of international standards
% of HH with access to piped water (level 3)
Cohort survival rate for elementary
Cohort survival rate for high school
Infant mortality rate
Crime solution efficiency rate
Number of HH living in informal settlements
Building permits issued within the last 5 years
Residential
Commercial
Special
Institutional
Unemployment rate
% population with undergraduate degree
% Total Debt Servicing Needs to Total Regular Income
% of savings to expenditures
Per Capita Allocation to Health Services
Per Capita Allocation to Education Sector
INDICATORS 2002 2006
101,391 (2000) 116,827
699.08 Km2 699.08 Km2
21.814 (2000) 25,135
19,967 (2000) 23,007
No data No data
No data No data
No data No data
No No
Dumaguete City Dumaguete City Airport 100 Kms Airprt 100 Kms
No data No data
9.57%
42.80% (2003) 47.55% (2005)
39.58% (2003) 56.07% (2005)
8%
100% 100%
8.03%
No data No data
No data No data
No data No data
No data No data
No data No data
No data No data
No data No data
No data No data
No data No data
No data No data
� | City of Bawayan City Development Strategies Report | �
INTrODUCTION
The City of Bayawan was created on 23 December 2000 by virtue of RA 8983. Composed of 28 barangays, it became a fifth class component city of the 3rd Congressional District of the Province of Negros Oriental. It has a total land area of 69, 908 hectares, making it the largest city in the province, accounting for 13% of the provincial land area.
Agricultural production serves as the major economic activity in the city. With a population, estimated at 101,391 in 2000 rising to 110,250 based on the 2007 NSO data majority of its people depend on farming, fishing and agri-based trading for income and livelihood. In fact, the rural area accounts for 83% of the total land area of the city. Resource-based industries, such as lime mining and production and lumber processing, complement the agricultural sector. The total urban built-up, on the other hand, constitutes around 2% of the city’s jurisdiction, where the main institutional, commercial and business district of the city are concentrated.
Following its cityhood, Bayawan has worked towards improving its competitiveness, especially in commerce and trade. It has likewise geared itself up to becoming the agricultural capital of the province. Tourism facilities are similarly being developed as a potential economic base. Underlying all these efforts are the ultimate goals of promoting a strong economy and consequently eliminating poverty in all its forms. At the helm is the City Government that upholds excellence and transparency in public service.
SELECTED UrBAN KArTE INDICATOrS
G2
G2
G7
G11
1
2
3
4
5
6
7
8
9
10
11
Average Number of days to issue a NEW business license (w/ complete documents)
Average Number of days to RENEW business license (w/ complete documents)
% of local revenue/total revenue
Frequency of meetings of the Local Development Council (LDC)
ADDITIONAL DATA (from the survey)
Poverty Incidence
Performance of elementary children in NAT
Performance of high school children in NAT
Percentage of participation of Local Special Bodies(LSBs) in public hearings conducted
Presence of ELA (if yes, proceed to questions 6 and 7;if no, proceed to question 8)
Percentage of Projects implemented from ELA derived from CLUP
Percentage of Projects implemented from AIP derivedfrom ELA
No. of registered small and medium industries (2001 vs. latest for all types)
Number of barangays practicing segregation at source and served by an MRF
Percent of waste generated diverted from disposal
Presence of sanitary landfill
INDICATORS 2002 2006
5 hours
5 hours
4% 5.7%
4/year 2/year
No data No data
No data No data
No data No data
No data No data
yes
No data No data
No data No data
No data No data
No data 7
No data No data
None None
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Mindanao
Visayas
Luzon
Bayawan City
Sulu Sea
Panay Gulf
A. Negros OccidentalB. Negros Oriental A
B
Bayawan City
Dauin
Canlaon City
Basay
Zamboanguita
Vallehermoso
Guihulngan
Mabinay
Bayawan City
Sta. Catalina
Siaton
Bacong
Dumaguete City
Tanjay City
Bais City
SibulanSan Jose
Amian
Manjuyod
BindoyAyungonTayasan
JimalaludLa Libertad
Pamplona
Valencia
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� | City of Bawayan City Development Strategies Report | �
is offered by four institutions, namely, the St. Augustine Academy, Bayawan College, Negros Maritime College and Asian College of Science and Technology.
Health services are offered by both the City Government and the private sector. There are two hospitals in the city with a complementary City Health Center and Barangay Health Centers in all 28 barangays. There are additional 18 private medical clinics and centers operating in the city. These medical clinics and centers are manned by competent medical professionals and equipped with better facilities.
To ensure public safety, the City Government augments the police force by hiring auxiliary police. Aside from helping in maintaining peace and order, the auxiliary force is also mobilized during times of calamity and other forms of disaster. Crime solution rate in the city is maintained at 100%.
As part of its tourism promotion, the city is partnering with the private sector to improve the lodging facilities for visitors and tourists. various options are available depending on preference of the person seeking such facility.
In addition to tangible improvements, the city also embarked on its own moral recovery program “Character First Movement” which encourages not only local government employees, but the entire constituency to engage in civic citizenship.
Main Development Challenges
Poverty Alleviation
• With a large segment of the population living below the poverty line, the city is faced with the huge task of ensuring that the quality and access to basic social services are improved to impact the lives of its constituents.
Strengths and Opportunities
1) Poverty alleviation
• To better reach the poor who are living in the hinterlands and informal settlements, the City Government can tap the operational barangay-support systems in the key sectors of health, public safety and protection. These support systems are composed of barangay tanod, barangay fire brigade, barangay nutrition scholars, and barangay health workers.
SITUATION ANALySIS
Livability
The cityhood of Bayawan in 2000 ushered in major changes particularly in terms of local development. The substantial increase in national allocation, through the Internal Revenue Allotment, enabled the local leaders to plan and implement more programs and projects. The delivery and access to basic services immensely improved, resulting in a more equitable and inclusive public service. Cityhood has placed the local government in a better position to deliver its commitment to showcase Bayawan as a possible hub for long-term investment.
Increased resources permitted massive improvements in both physical and social infrastructure. The percentage of barangays connected to the City by farm-to-market roads is at 100%. As a consequence, the mobility of the local residents greatly improved, as this was matched by parallel improvements in transport services. Today, transportation facilities regularly ply the different routes within and outside the city.
The city also enjoys stable communication facilities, provided by the country’s telecom giants, Smart and Globe Telecoms. Cruztelco and the Philippine Long Distance Telephone Company also offer communication services in the city.
All barangays have access to electricity. At the same time, the City Government is working towards widening the access to water supply by developing more deep wells, especially for the communities located in the hinterlands. In partnership with Gawad Kalinga, a housing project for families living along the coastal areas and riverbanks has been implemented. It is equipped with a constructed wetland wastewater treatment facility using reed beds to treat the sewage and other wastewater from the households thus ensuring that the coastal waters do not get polluted. The site for the housing project is located in a 7.4 hectare lot acquired by the City Government for the displaced families who were affected by the Coastal Road Project. This housing project is an attempt of the city to improve the living condition of its informal settlers, in collaboration with civil society organizations.
Educational services are offered by a combination of public and private institutions. Twenty six of the 28 barangays have public primary schools, while 12 institutions offer secondary education. The two barangays which do not have their own primary schools are located in built-up area and are thus proximate to the central educational institutions. Tertiary education
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The average cost of any type of land is very competitive and the geographic attributes of the city are very suitable for agricultural production. At the same time, transportation facilities are available for moving the goods and produce to the market. A single transport group dominates the routes going to the capital city of Dumaguete and to various barangays within the city.
The inexpensive cost of land is however offset by the relatively high costs of transportation and utilities such as water and electricity. Despite the absence of port facilities, this could easily be compensated with the availability and reliability of transport facilities and the excellent road condition on the way to the nearest sea and air ports in Dumaguete City. The average cost of hotel accommodation is also uncompetitive in relation to other cities.
In an attempt to improve its competitiveness, the City Government is planning to develop agro-industrial estates and industrial districts in the future. This is to ensure that the cost of land will continue to be competitive for prospective investors in the city. The uncompetitive rates of other facilities, as described above, need to be addressed to boost the competitiveness of the city. Moreover, it is acknowledged that there are other costs in doing business, such as those pertaining to transaction costs, which were not measured in the study. Transaction costs pertaining to processing of permits and licenses are highly competitive through the establishment of a Business One Stop Shop especially during renewal.
The city has also embarked with partnerships with its neighboring city in the improvement of infrastructure facility to open access to Negros Occidental for potential investment into the city like the construction of the Friendship Highway.
On the business side, market opportunity is considered as the yardstick for determining if the city can successfully attract investments and if the economy has the potential to be a growth market. The vibrancy of the local economy is fundamental in attracting investments in the city. The indicators used to evaluate this aspect of competitiveness are population and its degree of concentration, the quality of the labor force, migration and the standard of living.
Between 2000 and 2007, rural to urban movement of people has become highly noticeable as evidenced by the development of new subdivisions, expansion of real estate, housing, increasing student population in
• Increased resources have put the City Government in a better position to provide social and physical facilities on its own or by leveraging resources with the private sector and civil society organizations (e.g., telecommunication, transportation, education, potable water systems, housing projects, livelihood, cooperatives, banks, and other financial institutions). Landowners generously donated road right of way which facilitated the construction of the Diversion Road and have paved the way for the increase in urban land markets and investments. The establishment of the Fishermen’s Gawad Kalinga village in partnership with the Civil Society (religious groups, academe and business sector) resulted in the construction of 756 housing units and communal facilities.
2) Environmental management
• The City Government has promulgated and implemented local policies that seek to protect the environment. An expression of a strong political stand for environmental protection, Ecological Solid Waste Management Ordinance; Ordinance for the Use, Development and Management of Designated Agro-Forestry Areas within the Co-Management Area of Bayawan City; and Ordinance Prohibition and Regulation in the cutting, harvesting, damaging, destroying or burning of all kinds of trees in specified areas in the City of Bayawan were passed. The challenge is for the revision and updating the City Comprehensive Land Use Plan and Zoning Ordinance and the effective implementation of the plans important legislation, such as the forest land use, solid waste management and coastal resource management.
Competitiveness
Two indicators were used to gauge the level of competitiveness of the city, namely the cost of doing business and market opportunity.
In determining the cost of doing business in the city, the costs of major factor inputs, such as land, labor and utilities were considered. These indicators measure the expensiveness of operating a business in Bayawan compared to other cities, with approximately similar characteristics and attributes. The market value of prime lands, the cost of major utilities such as water and electricity, and the average cost of hotel accommodation are also taken into account.
The cost of factor inputs such as cost of land or space for residential, commercial, and industrial uses are considered as advantages of the city.
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secondary and tertiary schools and emerging business establishments. Migration to the city has increased over the years, indicating signs of attractiveness to live and reestablish oneself in the city.
Since agriculture is the main source of livelihood of the constituents, the city envisions broadening the scope and the opportunity for agricultural production. This vision is concretely manifested in the support of the City Government for the development of rubber tree and Jatropha curcas or tuba-tuba plantation. This is consistent with the efforts to diversify agricultural production since the traditional crops like rice, corn and sugarcane are considered seasonal. The adoption of natural farming methods among the farmers is also being widely advocated by the City Government, to restore and sustain the productive capacity of the land. More investments of the city are poured into the adoption of natural farming in order to increase takers of the initiatives especially the farmers. In the long run this is considered competitive considering the increasing cost of commercial farm inputs.
The presence of economic and commercial facilities, such as banks, real estate developers, and many others indicate availability of a wide range of goods and services in the locality. For the past five years, the City Government has significantly increased the number of infrastructure and support facilities established either directly by the City Government or through a partnership with the private sector.
The improvement of road network is a major undertaking of the City Government to enhance accessibility and mobility of people. Aside from this, major infrastructure facilities were established in the last five years like the Friendship Highway, Coastal Road, Diversion Road, Integrated Bus Terminal, Fishermen’s Gawad Kalinga village, and Constructed Wetland which elevated the level of competitiveness of the city.
Main Development Challenges
1) Local Economic Development
• Poor farming practices and the seasonal production of the traditional agricultural crops undermine agricultural productivity and profitability of farm yields.
• The limited economic activity in the city, particularly in the area of commerce and trade, contribute to the high unemployment rate. The weaknesses in the local economy do not provide enough employment opportunities to absorb increasing population.
• Despite improvements in road networks, some segments of the city still suffer from poor internal mobility and access to neighboring areas.
2) Environmental Management
• The limited economic opportunities in the city lead many of the population to depend on the exploitation of coastal, marine and forest resources. The need to build awareness and capacity for a more responsible and sustainable utilization is becoming very urgent. Alternative sources of livelihood to lessen the people’s dependence on natural resources also need to be developed.
Strengths and Opportunities
1) Local Economic Development
• The abundant natural resources, i.e., vast agricultural land of around 51,627 hectares and rich marine resources which could make the City the “Tuna Highway of Oriental Negros” can make the city a strategic and attractive area for investment and development initiatives. At the same time, the City Government is embarking to provide basic infrastructure, such as farm-to-market roads to improve access in these agricultural areas.
• The overall cost of living remains relatively cheap.
• The existing research on biodiesel initiated by the national government can pave the way for diversifying production in the City. Its vast lands can be used for plantation of higher valued crops and agricultural products (including marginal lands which are suited for Jatropha curcas or tuba-tuba).
• The Bayawanons can be easily trained to become a reliable and strong work force.
Bankability
For Cy 2006, the city incurred a budget surplus, with expenditures running up to only 80% of the total income, as compared to 90% in the preceding year. Total expenditures summed up to PhP 318,698,344.16, distributed among the sectors, as follows: Governance (53%), Economic Development (34%), Social Services (10%), and Environmental Management (3%). For this particular year, the City Government declared an official surplus of PhP 67.8 million.
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Total income amounted to PhP 397,070,153.01 as against PhP 344,090,521.85 in the preceding year or an increase of about 13% (excluding the Special Education Fund). Local collections amounted to PhP22.867 million, which represents an increase of 17.9% compared to the preceding year and an increase of 216% from 2000 which amounted only to PhP 8.5 million. Annual average growth rate of local income from 2000 to 2006 is at 17.4%, the highest growth rate was 32%, which was posted in 2003.
The City also submitted itself to a more intensive audit exercise for this year. The City Accounting Office undertook the pre-count preparation of actual physical count of all its properties and equipment. According to the Commission on Audit, this is the first time that this was ever conducted in Region vII.
Strengths and Opportunities
• The natural resource attributes and historical heritage of the city can be further developed and harnessed to make tourism (e.g. the celebration of the Tawo-tawo Festival) as a potential economic sector in the city.
• The excellent track record of the City Government in the implementation of programs and projects and its steady ability to service its debt obligations can open up more opportunities for financial assistance for more programs and projects in the future.
• The significant major investments of the City Government that supports economic development such as roads, irrigation, urban infrastructure, agri-industrial crops diversification and local research and development initiatives can further liven up the local economy and can open up new investment opportunities.
Good Governance
The City Government of Bayawan continues to pursue its goal of maintaining local governance that promotes participation, transparency, and excellence in public service. It ensures that the gains are sustained and innovations are explored to uphold excellence in public service, establish good coordination and vertical linkage with the national government agencies, and cultivate cooperation of the community.
In 2007, the city enrolled in the Governance Pathway of the Institute of Solidarity in Asia (ISA) to ensure that governance be a shared responsibility
between public officials and responsible citizens. The active participation of the Department Heads and the City Officials during Monthly Colloquium (which serves as a project management meeting of the Local Government Unit (LGU)) have paved the way for more effective collaborative effort in the delivery of excellent public service.
Participation
A local platform for advocating discipline and civic responsibility is being implemented by the City Government. Coined as “BAyAWANIHAN” an adaptation of the Character First! Program, it enhances the coalition-building initiatives among the academe, the religious community, youth sector, participating national government agencies, transportation groups, non-government organizations & people’s organizations and the League of Barangays in the city. With Bayawanihan and through BAyAW-Anihan 10LB: Sampong Libong Bayani para sa Bayawan, the city hopes to explore, discover, recognize and celebrate best practices and models of teamwork, participation, volunteerism and heroism of Bayawanons.
A training-workshop called Agimat Ni Apo (Integrating Power and Spirituality) is conducted regularly in parallel for Sanggunian members, department heads, section heads, second liners and community leaders to hone personal and public leadership and promote love and pride of Bayawan and the Philippines. The strong and active presence and participation of accredited civil society organizations in special bodies and committees indicate a healthy relationship between the City Government and its stakeholders in development.
Transparency
Transparency is one of the key principles being espoused by the City Government. In support of this, a Public Information Desk was beefed up and manned by competent staff; a local government newsletter Gabayan is published on a quarterly basis; and streamers and information boards are strategically displayed in various locations in the city to publicize relevant policies and information on local governance. In addition, a Barangay Information System has been developed and incorporated into the official website of the City.
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The City Government has institutionalized a feedback mechanism and a permanent staff has been designated for this purpose. Administrative policies have likewise been formulated to positively and promptly respond to valid and legitimate feedback.
Excellence in Public Service
For the year 2006, the Sangguniang Panlunsod of Bayawan supported a robust legislative agenda that resulted in the adoption of 611 resolutions and 87 ordinances in 48 sessions. This performance complements the Executive Agenda set in accordance with the City Development Master Plan and in support of the provincial, regional and national priorities. The scope of these policies is quite varied, covering the range of environmental regulation, general public safety, establishment of a local public library, and regulation of commercial activities. In the same vein, the City Mayor issued 37 Executive orders and 188 Office Orders to promote efficient and effective governance in pursuit of local development and general welfare. These policies are available online on the City Government website (www.bayawancity.gov.ph).
In 2007, the city initiated a monthly session conducted at the department level: SINAG (Sana’y Ikaw Naman ang Gumawa), an indigenized, culture-based training-workshop series designed to integrate improvement of work-life balance, to maximize human service potential and to support the employees’ internalization and application of the city’s vision.
The City Government has also set up computerized information systems, covering key services such as the Business Permits, Licensing, Tax Administration System and Treasury Operations and Income Management System, which are all under the City Treasurer’s Office. A Real Property Tax Administration System was customized to respond to the requisites of the City Assessor’s Office. The Electronic New Government Accounting System was rolled out at the City Accounting Office, which made Bayawan the first city in Region vII to implement this system.
Strengths and Opportunities
1) The City Government has taken the stance to nurture its partnership with line agencies, private sector and civil society organizations for its development and governance agenda. Mechanisms for public participation are in place and are fully functioning, in the form of local special bodies and committees and of public consultations on issues and matters that affect the community.
2) Local officials are accountable development managers and legislators. Most LGU employees have been trained and capacitated, thus are competent and effective in delivering services to the public. Reforms in both human resource and management systems have resulted in better performance and productivity of the local bureaucracy, These refroms include the human resource development in the form of colloquium for middle management and the procurement and installation of computers and other office facilities.
VISION AND CITy BrAND
Local leadership has adopted the vision of making Bayawan City the “Agricultural Capital of the Province.” This vision is further articulated as:
A self-reliant community of God-loving and law abiding Bayawanons living in peace, prosperity, and in harmony with nature – where justice prevails and equal opportunities abound in a sound and sustainable agricultural economy led by a strong and dynamic government supported by a highly empowered and vigilant citizenry.
The City Government has set out to achieve a commitment towards making Bayawan a sustainable and inclusive city. Pursuant to this mission, the city seeks to (a) strive to eliminate poverty in all its forms; (b) endeavor to develop the city’s resources to improve its competitiveness, especially in agriculture; (c) promote an atmosphere that will be conducive to commerce and trade; and (d) nurture the culture of tourism and pride in the Bayawan heritage.
Through the Public Governance System the city has established its core values expressed as a Bayawanihan Framework:
“Bayawanihan” is Bayawan’s version of Character First! It is akin to the Filipino term “Bayanihan,” which refers to the spirit of communal unity or effort to achieve a particular objective. It is also meant to be understood as “being heroes for one another” as the word Bayawan is derived from the visayan word “bayaw,” which means to raise of lift up.
“BAyAW-Anihan” expresses the city’s Core values
S P I R I T U A L I T y
E X C E L L E N C E
C R E A T I v I T y
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U N I T y
R ESPONSIBLE CITIZENSHIP
E NvIRONMENT-FRIENDLy
S E L F – R E L I A N C E
The preceding values are underpinned by the following ideologies which are embedded in the psyche of the Bayawanons.
Bayaw (Spirituality)Meaning holy, this articulates the essential element of Bayawan’s development, a development that is anchored on and oriented towards the Almighty God. It expresses the value and aspiration of the people to be God-Loving.
Bayanihan (Unity) Meaning spirit of communal solidarity wherein every Bayawanon participates in all processes of development and Progress.
Bayawan (Environment-Friendly)Meaning a blessed/holy place, refers to the respect and care Bayawanons must give to Bayawan’s environment as well as to the self, to the family and the community
Anihan (Excellence)Meaning harvest, refers to the values on productivity and service excellence.
BayanI (Creativity)With the emphasis on the “I”. a hero has to be first a hero for himself – self-knowledge; self-evolution; self-love.
Bayawan Ni (Responsible Citizenship)Ownership, stewardship, connotes love for Bayawan and the Philippines; and Bayan –An orientation to do something for Bayawan and the Philippines.
Ani – (Self-Reliance)Meaning yield, product, fruits; refers to how the individual and the community manage their resources to be able to prepare for the rainy seasons or the ‘hard times’ to ensure adequate food in the table.
To be able to realize this vision and mission the City Government identified the following strategic directions:
1. Improved Quality Of Life
2. Responsible Citizens
3. Institution of Public Trust
4. Learning Center For Agro-Industry and Environment
5. Sustained Agro-Industrial Development
6. Productive Small Medium Enterprises and Cooperatives
7. Strong Local Revenue Base
8. vibrant Agro-Eco Tourism
9. Enhanced Community Participation
10. Excellent Public Service
11. Enhanced Disaster Preparedness Measures
12. Conserved Environment
PrIOrITy PrOgrAmS 1. SocialDevelopmentInitiatives – Local Economic Development Plan,
Bayawan City Plan for Children, Healthy City Program;
2. Local Sanitation Plan (Wetland Wastewater treatment facilities; ECOSAN Project);
3. ClimateChangeAdaptationandMitigationPlan;
4. WatershedRehabilitation thru the establishment of Water Production Areas, Protected Areas and Riverbank Management;
5. Food Security Program – Development of Inland Aquaculture, Organic and Natural Farming Systems, Farm Mechanization, and Agri-Infrastructure Support;
6. Agro-IndustrialDevelopmentProgram –promotion in the production and processing of Jatropha curcas (tuba-tuba), rubber tree, coconut, coffee, and other industrial tree crops;
7. FulloperationoftheIntegratedBusTerminalandFarmersMarket as an Economic Enterprise;
8. Tenure Security Improvement and Expansion of Local Tax Base – FLUP Co-management and Issuance of Individual Property Rights in the forestlands; and the Systematic Surveys, Titling and Tax Mapping in A&D lands;
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9. Public Governance System – Roadmap/Scorecard by the various sectors, Knowledge & Information Management; Localized LGU Performance Monitoring System; Strengthening of the Multi-Sectoral Public Governance Forum; and BAyAW-Anihan 10LB: Sampong Libong Bayani para sa Bayawan;
10. Project Gawi – Character First! Program; 5S Project; Public Service Excellence Project; Customer Experience Measurement; Health & Safety Initiatives, Bayawanihan sa Awa at Gawa ni Apo (B.A.G.A.) and Sana’y Ikaw Naman ang Gumawa (S.I.N.A.G.)
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